business plan of jollibee

Filipino Fried Chicken Giant Jollibee Has Ambitious Growth Plans for the U.S. and China

O n the night of Jan. 17, a line of people began to form on Colonial Drive in Orlando, Fla. They weren’t waiting to enter a nightclub or a concert, but to be the first customers of a branch of Philippine fried chicken chain Jollibee opening the next day. It was a similar scene to when Jollibee’s flagship U.S. store opened in August 2022 at Times Square in Manhattan.

To some, the fanfare may be mind-boggling. But the company, with its iconic fried chicken product called the “Chickenjoy,” is the Philippines’ answer to the fast food giants of the U.S. The average American already eats an estimated 100.6 lbs of chicken annually, and deep frying it is a backbone of American Southern cuisine. Even in the face of competition from Chick-Fil-A, KFC, and McDonald’s, Jollibee has managed to carve out its own niche in the fried chicken market and winning over the U.S. palate , thanks in part to the more than 4 million Filipino-Americans who crave the taste of home that might include a chicken dish with a side of spaghetti.

What started out as a ice cream parlor founded by Chinese immigrants in Manila in the mid-1970s has since expanded into a multi-billion dollar empire, managing 17 food brands—including Panda Express and The Coffee Bean and Tea Leaf from the U.S., as well as Hong Kong dim sum chain Tim Ho Wan—and more than 6,300 stores across 34 territories, almost a quarter of which are Jollibees. Jollibee Foods Corporation (JFC), the umbrella company, is one of the biggest restaurant chains in the world.

The Orlando branch may be one of 66 Jollibee stores in the U.S. since first opening a shop in Daly City, Cal. in 1998, but even in a post-pandemic world and in the face of an anticipated recession, the company still wants to aggressively grow its food service footprint. It plans to open 500 stores in North America in the next five to seven years, and even expand into China, an economy that is only just emerging from swingeing COVID-19 restrictions.

“The recession and economic downturns are short-term, and it’s temporary,” JFC president and CEO Ernesto Tanmantiong says, adding that its smaller global footprint relative to U.S. fast food rivals can still insulate the company from any future shocks. “But because our vision is long term, and we believe we can do it, therefore we stick to it.”

Tanmantiong, brother of Jollibee founder Tony Tan Caktiong, spoke to TIME about the company’s global expansion plans, its struggles in entering the Chinese market, and the evolution of the home-grown Filipino business.

The interview has been condensed and edited for clarity.

The brand has evolved from just this ice cream parlor into a local restaurant, and now it’s a growing Philippine brand. And the Filipino identity is so latched on to it. Was it a conscious decision on JFC’s part to promote or stick to the Filipino identity of Jollibee?

I think, in a way, it was just an evolution. There was no deliberate plan to do that. But I think because we are born here, we live here, so we live the Filipino values. And our corporate values in a way are quite aligned with Filipino values and practices. So we have, for instance, in our corporate values, the customer focus, I mention the spirit of family and fun, integrity, and teamwork with excellence—so all of these are actually Filipino values. And so we put that into the corporation, and we ask everyone to live with it.

What made you decide to go up against McDonald’s?

When friends were advising us to go into other businesses, we started trying to look back and do some strategic planning. And then we tried to do some competitive gap analysis. So we try to write down what are the advantages of McDonald’s versus us. And what’s the advantage of Jollibee against them? When we look at the advantages of McDonald’s, it’s a long list—more than one page. And when we look at Jollibee, what’s the advantage of Jollibee over McDonald’s: only one item. That is the product’s taste, because American products usually are bland. And then we said, “Okay. These are the advantages of McDonald’s. Can we overcome those advantages and make it even at least parity?” And we said yes, because actually, the most difficult part is the product. The others are easy to do: service, cleanliness—these are easy to do and to learn. Over time, we closed the gap of those advantages of McDonald’s. And fortunately, they were not able to close the gap on taste.

How did you come up with the idea of Chickenjoy?

The Chickenjoy came out because after the hamburger [Yumburger], we said that to be able to grow to a bigger customer base, we need more products. And fried chicken is a popular product in the Philippines. So we started with the fried chicken. But in the early years, there was still some tweaking on product development, until sometime in 1981, when we were able to almost, say, perfect the product.

So the recipe in ’81 is still the recipe used today?

Yes. That’s why [we have] the joke: instead of chickening out against McDonald’s, we serve Chickenjoy.

You’re expanding in the United States and in China. And I’m very much surprised as to how you’re dealing with fried chicken in its home turf. You’re going to be battling it out with a lot of these U.S. brands. You’re saying at least 500 stores in the next few years. How are you planning to do that?

Yeah. Fortunately, we have a very strong superior product of Chickenjoy against all the other fried chicken in the U.S. And recently, we were awarded as the best fried chicken chain in America by Eater.com. And they pit us against Popeye’s, the big players in the U.S. And so it confirms, validates our belief that we have strong products, and therefore we can win the competition over time.

We started Jollibee in the U.S. by first penetrating the Filipino market. And as we built the brand, we started to go to crossover locations. What we mean by “crossover” is a mixture of Filipino community and local mainstream markets. So far we have been successful in that stage. So we believe that we are now ready to go to the bigger market of mainstream by continually expanding in crossover locations today.

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You are appealing to the filipino customer base. is there an awareness on jollibee’s part that the expansion of your business seems to rest on the back of the filipino diaspora you’re talking about 4 million filipinos alone in the united states. was that a conscious choice when it came to entering the american market.

Yeah. That was a deliberate move, because we don’t yet have the brand name in the U.S. to the mainstream market. And so we capitalize on the support of the Filipino market. Fortunately, our kababayans [countrymen] are very supportive. They were actually our brand ambassadors. For instance, when we first opened our first store in Queens, New York, it was on February 14. It was winter. And that year, there was a blizzard. But despite the blizzard, the first day opening, we had long lines that queued up to four blocks [away] from the store. And then there was this American New Yorker who passed by, curious about the line and asked a Filipino in the line and said, “What is this? Who is Jollibee?” So obviously, the Filipino was so proud, trying to sell who Jollibee is. And finally, the New Yorker was convinced.

You’ve been quite aggressive in your expansion—we’re not just talking about Jollibee anymore. I’m talking about JFC: you’ve acquired Smashburger, Coffee Bean and Tea Leaf. People are predicting recessions in 2023. And yet, you have Jollibee with all of these plans, trying to spur even more growth. I’m curious, are you not at least worried or scared about what the effects of the recession might be?

If you look at the U.S. market, we’re still very small. So I think we are not yet that sensitive to the U.S. economy. Because the market is still big for us, it would have been a different story if we already saturated the entire U.S. and therefore, once the economy goes down, we immediately suffer. So we think we still have a big market for us as we expand.

China is a very interesting country in the sense that it has been roiled by lockdowns, especially with the “zero-COVID” strategy over the past two years. You’ve previously said that JFC aims to open at least 100 stores or brands under the JFC belt in China this year. Since late last year, China is reopening. I want to get what your business strategy would look like for that region in the coming year or five years.

We see a China situation similar to the Philippines. We experienced the COVID lockdown in 2020. They are experiencing that starting last year. So their situation last year was like our 2020. And with the sudden opening of the economy, we expect this year to start recovering. We hope that it will be a similar situation as last year in the Philippines where people will start coming out, revenge spending, revenge travel . So we are quite optimistic with China in 2023. We actually opened our first Tim Ho Wan store in China. Despite COVID, it was very successful. And so that’s why we made an announcement that we’re going to open 100 stores of Tim Ho Wan in the next few years.

We’re quite bullish with China. Everyone is anxious about it, to see whether it’s a full recovery or a partial recovery for China.

It’s very difficult for the Jollibee brand to get a foothold in China. There were branches open before but they struggled staying there. There was a branch in Shenzhen in 2008. Do we know what happened to that? Where is Jollibee—just the restaurant, not the food company—where is it now in China?

You’re right. We attempted to enter China actually, twice with the Jollibee brand. I think one was in the mid-1990s. The first was in Xiamen, then the second attempt was in Shenzhen. I think at that time we entered too early. And we didn’t do our homework well. And that’s why after those two failed attempts, we decided maybe the Jollibee brand is not yet ready. Instead of bringing Jollibee to China, let’s instead acquire local chains. And that’s why today we have Hong Zhuang Yuan, a Beijing congee chain. And then we have Yonghe King. And then recently, we brought in Tim Ho Wan. But it doesn’t mean that the Jollibee brand will never enter China. Recently we [have been] quite successful in Hong Kong.

Where do you see JFC five years from now?

Our vision is to be [among the] top five restaurant companies in the world. Before COVID, we were almost close to the top 10. By the way, our measurement is based on market cap. But with COVID, where the Philippines was badly hit, our rank went down to as far as number 18, during that time. Today, we’re back to about 13. And so our North star, our aim, is to be top five. But we think that cannot be achieved in five, 10 years. It’s a long term strategy. So in the next five, 10 years, we hope to be closer to the top five, maybe within the [top] six to 10 in the world.

Also today, 60% of our revenue comes from the Philippines. Medium-term we want to achieve 50%.

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About Jollibee

Jollibee is the largest fast food chain brand in the Philippines, operating a network of more than 1,500 stores in 17 countries. A dominant market leader in the Philippines, Jollibee enjoys the lion’s share of the local market that is more than all the other multinational fast food brands in PH combined. With a strict adherence to the highest standards of food quality, service and cleanliness, Jollibee serves great-tasting, high-quality and affordable food products to include its superior-tasting Chickenjoy, mouth-watering Yumburger, and deliciously satisfying Jolly Spaghetti among other delicious products.

Jollibee has embarked on an aggressive international expansion plan, with more than 270 international branches in the United States, Canada, Hong Kong, Macau, Brunei, Vietnam, Singapore, Malaysia, Saudi Arabia, United Arab Emirates, Qatar, Oman, Kuwait, Bahrain, Italy, Spain, and in the United Kingdom.

Our Business

Jollibee Foods Corporation’s (“JFC” or the “Company”) core business is the development, operation and franchising of its quick-service restaurant brands. It offers a wide variety of affordable and delicious dishes and great tasting food prepared to satisfy customers of all ages and from all walks of life.

Food quality, service, price-value relationship, store location and ambiance, and efficient operations continue to be critical elements of the Company’s success in the quick-service restaurant industry.

Click to view more information about our Core Values and about Our Mission & Vision.

Our Food, Service, and Cleanliness (FSC) Standard

Jollibee’s phenomenal growth owes much to its strict and committed adherence to high standards as symbolized by “F.S.C.”: Food (F) served to the public must meet the company’s excellence standards or it will not be served at all; the Service (S) must be fast and courteous; Cleanliness (C), from kitchen to utensils, must always be maintained. Jollibee is proud of its employees who carry out their jobs.

Our Mission & Vision

Core values.

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Jollibee's Growth: The Recipe to Brand-Building Success

This article was originally published in the Brand Finance Philippines 30 2024 Report

Jollibee has recorded remarkable growth this year, rising in brand value and brand strength to attain the title of second most valuable Filipino brand among those listed in our rankings. In this interview with Brand Finance, Ernesto Tanmantiong, President and CEO of Jollibee Foods Corporation, discusses the key milestones and strategies that drove the brand's growth since its humble beginnings.

Interview with Ernesto Tanmantiong

Jollibee’s brand value has seen exceptional growth over the last two years. What would you consider as defining moments or milestones in building the Jollibee brand?

Having been a part of Jollibee since our beginnings in 1978, it is humbling to see how far we’ve come. Looking back, I see two defining moments for the Jollibee brand. 

First, when the biggest global fast food chain entered the Philippines in 1981. We were warned that they would wipe out local competition and our friends advised us to close the business. We were disadvantaged in almost every aspect, from our equipment to our processes, but we had a clear and important advantage: our food tasted better. So, instead of chickening out, we served Chickenjoy. Jokes aside, Jollibee in the Philippines today is bigger than the two global fast-food players that specialise in chicken dishes combined. Today, our Chickenjoy has been voted the best fried chicken not just in the Philippines but also in the United States, Hong Kong and Singapore. This is why we are very passionate about having delicious taste – it has brought us forward despite being disadvantaged in everything else.  Hence, many things might change, but we will never change our commitment to give our customers the joy that comes with delicious food. 

Second, when we started bringing Jollibee to international markets. We first aimed at catering to the Filipino diaspora, opening in Filipino-concentrated locales to bring them a taste of home. As we expanded, we discovered that delicious taste knew no boundaries and that we could appeal to people across cultures, ages and countries. Soon, we started catering to the mainstream non-Filipino market in each country and today, 80% of our customers in the United Kingdom are local non-Filipinos and over 60% and 70% in Hong Kong and Singapore respectively. In Brunei, the number reaches 95%, and in Vietnam, it’s almost 100%. We’re just getting started with our international journey, as we aim to make Jollibee a mainstream favorite worldwide.  Ultimately, these milestones would not have been possible without the determination of the men and women of Jollibee, past and present, who have built a brand that our customers love and can all be proud of. They are the driving force of our growth today and our growth in the future. 

What are some key trends you envisage as being the most important in the Philippine restaurant market, Jollibee’s home, and biggest market, as well as globally, over the next three years, and how can restaurant brands respond to these?

Our customers today have become even more discerning. They look for delicious food but at the same time, prioritise value and convenience. We’ve responded to this new need by introducing new menu and product innovations, such as Jollibee’s Chicken Sandwich, as well as offering new specialty drinks like coffee blends.  We also address inherent needs – for example, their need to eat together as a family or with friends; hence, our brands offer meal combinations for varying group sizes for more excellent value for our consumers. We also provide product options for our customers, such as our Mix and Match , to give them the choice to create their own product combinations. Amidst inflation, we continue to find efficiencies in our processes to keep prices competitive for our customers. 

Our customers today expect a seamless experience. Restaurants need to ensure a seamless experience for their customers across various channels, including digital platforms, and we need to leverage on technology and AI to make the customer experience easier, faster and more delightful. This means mapping out our customer journey to address both their current and anticipated needs. We continue to beef up our digital capability and technology investments, knowing that these will constantly evolve, and we are gearing up to be agile as we go through the journey. 

As consumers become more value-driven and presented with plenty of food options, they also look for ways for their loyalty to be rewarded. We are continuously strengthening our loyalty program to not only attract new customers but more so to award our existing customers who are in the best position to be our brand ambassadors. Our learning is always to stay attuned to the needs and wants of consumers, while not losing sight of the core of the business. For us, our focus is to serve great-tasting food, and even with all the pivots that have been made, it’s the dedication to exceptional taste that will keep our customers coming back. 

With Jollibee looking to expand further globally, how has the brand fostered strategic alliances, and what role have these partnerships played towards its expansion objectives?

We often say that the secret to our success is the strong team we’ve fostered throughout our 46 years in the business. This team includes not just our employees but also our many franchisees, business partners and suppliers who have helped build our brand’s success. 

Our relationships with franchisees and business partners become even more critical as we accelerate our global growth through franchising. Investing in our current franchisees’ success helps us attract new franchisees, while deepening collaboration with top-tier partners and growing our supplier network also supports our growth ahead. 

How do you see the role of the Jollibee brand in attracting and retaining top-tier talent?  

Many have said that the culture the Jollibee Group has is unique and special. Our name encapsulates the essence of this culture that attracts and keeps talents with the company. Our name Jollibee comes from two words: ‘bee’ to represent our people working hard to produce sweet things in life and working hard through teamwork as a whole hive as well as ‘jolly’. We added ‘jolly’ because, as my brother and our founder Dr. Tony Tan Caktiong says, “if you’re working hard but are not happy, then it’s not worth it.”

More than being a place to work at, we aim to build an organisation where talents find and choose joy. Our joyful culture and employer brand have helped us attract strong talents from around the world and have also allowed us to be recognised with accolades such as the Forbes’ Best Employers, Gallup Exceptional Workplace Award and TIME Magazine’s World’s Best Companies. 

Social responsibility and sustainable practices are increasingly important to stakeholders. How has Jollibee integrated sustainability initiatives into its brand strategy?  

Like many Philippine-based companies, we continue to grow in our sustainability journey. As part of this journey, we launched our sustainability agenda, Joy for Tomorrow, where we’ve defined our three pillars: Food, People and Planet.  

Through our Jollibee brand, we’ve pioneered and instituted several sustainability initiatives. One of these pillar initiatives is our Food, Service, Cleanliness (FSC) Program and System. Every year, we conduct thousands of food, service and cleanliness audits in our restaurants globally. Our efforts to quality were recognised with the highest rating for exceptional Food Safety & Quality Practices at the 9th International Best Practice Competition. 

Jollibee also has a policy not to advertise directly to children 13 years of age and below as part of our commitment to Responsible Marketing.

Finally, as we incorporate inclusive business practices, our Farmer Entrepreneurship Program has empowered over a thousand smallholder farmers to supply ingredients such as tomatoes and onions directly to Jollibee, increasing their income and improving their livelihood. These ingredients form part of products such as our Yumburger and Jolly Spaghetti, both of which are Jollibee’s bestsellers and are enjoyed by millions of our customers. 

We acknowledge that there’s a long road ahead, but we remain committed to having sustainability as one of Jollibee’s backbones. 

Brand Finance Philippines 30 2024

More insights on brand valuation, telus' brand evolution: a journey of purpose, innovation & community impact, clicks: innovating for customer value and sustainable growth, mashreq’s customer centric approach: setting standards for the middle east banking landscape, show me the money - and a commitment to sustainability, mb bank: a journey of innovation and sustainable growth in vietnam's banking landscape, driving africa's transformation: equity group's legacy of resilience and purposeful growth, creating value, empowering minds: efg international's vision for sustainable wealth management, stc group: continued brand success and global expansion, about the authors, brand finance.

Brand Finance is the world’s leading independent brand valuation and strategy consultancy. Headquartered in the City of London, we are present in over 20 countries.

For almost 30 years we have helped companies and organisations of all types to connect their brands to the bottom line.

Mr Ernesto Tanmantiong

Mr Ernesto Tanmantiong is the President and CEO of Jollibee Foods Corporation.

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Joy is best when shared.

Jollibee is the flagship brand of Jollibee Foods Corporation, the largest and fastest growing Asian restaurant company in the world. With 100 stores in North America, over 1500 stores across the globe and many more yet to come, our mission is to spread the joy of eating.

In each market we call home, we serve up our great tasting food with the warm and friendly service we have come to be known for.

Corporate Values

Our business hours may change due to the current COVID-19 situation.

Customer Focus

We put our customers at the core, ensuring we consistently deliver on our promises of taste, value, and experience. We seek to understand, anticipate, and cater to every customer’s needs while recognizing our responsibility to be actively involved in the betterment of our community and environment.

Spirit of Family and Fun

We contribute to a work environment that’s warm, caring, and accepting, and employ a happy and positive attitude towards ourselves, people, and situations. We like to have wholesome fun and enjoy the company of our teammates.

Humility to Listen and Learn

We solicit and value feedback, acknowledge our mistakes, act quickly to rectify them, and take necessary steps to develop our areas for improvement.

We choose to do what is right all the time, deliver commitments, take accountability for results, and speak our minds with objectivity, courage, and concern.

Speed With Excellence

We set challenging objectives and execute with urgency and quality. We consistently seek to improve the way we do things and quickly adapt to change.

Jollibee is best known for Chickenjoy, our signature fried chicken which is delicately hand-breaded to be next-level crispy on the outside, with a secret marinade making it next-level juicy on the inside. Every day, our customers revel in the joy of our fan favorites which include our deliciously savory hamburgers, sweet-style Jolly Spaghetti, and scrumptious Peach Mango Pie made with real Philippine mangoes.

Help us spread the joy of eating!

In the Philippines, there is a term we call “Bayanihan”, which means an act by which people work together towards a common good. If you have the Bayanihan spirit, we’d love for you to join the Jollibee family!

To fulfill our mission to spread the joy of eating across the globe, we are adding new stores all the time. Find your nearest store, and a preview of some of our coming soon locations too.

Nutrition Info

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Jollibee is the flagship brand of Jollibee Foods Corporation, the largest and fastest-growing Asian restaurant company in the world. With 100 stores in North America, over 1500 stores across the globe and many more yet to come, our mission is to spread the joy of eating.

Technomic* has consistently cited Jollibee among its Top 500 ranking restaurants in the United States. The Asian Business League of Southern California awarded us the Multinational Corporation of the Year in 2017.

Our Commitment

It is our commitment to serve quality, great-tasting food that offers value for money, friendly and efficient service, and a clean in-store environment.

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MANILA, Philippnies – According to a Jollibee disclosure more than a week ago, they had to temporarily shut down 72 stores due a supply disruption caused by a major IT system upgrade. Some experts estimate that the closure cost the food giant millions of pesos in losses per day . While these losses are staggering (and come as a bummer to Filipinos everywhere who love their “ChickenJoy”), they provide a valuable case study in the making to local entrepreneurs and businessmen. Jollibee’s failure to anticipate the problems that would come with a system overhaul highlights the importance of business continuity planning (BCP). You’re never too big to plan ahead Business continuity planning, which is a term used interchangeably with business continuity and resiliency planning (BCRP), represents the need to identify internal and external threats to a business, so that it may continue to stay competitive in the market and avert any possible crises. In simple terms, BCP is not just a venture’s plan B – it’s plan B, plan C, and everything up to plan Z, covering all possible bases in their particular industry. An airline carrier, for example, would have ideally planned for emergency contingencies (what happens if a plane crashes?) to far less newsworthy, but no less as important of situations (how will we comply with this piece of aviation regulation if it is passed?). As the Jollibee situation proves, no company is so big that they can successfully operate without a thorough BCP. Evan Tan, who is the regional director for Southeast Asia of Freelancer.com , which competes internationally and locally with rival job platforms Elance and oDesk , echoes this sentiment. According to a business article that he read, 90% of tech startups fail due to their inability to respond to the challenges facing their companies. “In the tech industry where even giants can easily be toppled by budding companies (Facebook killing Myspace and Friendster ring a bell?), one’s incapability to adapt and innovate can be disastrous to one’s business,” he said. To not go the way of Myspace and Friendster, Tan says that Freelancer.com has entire teams dedicated to performing research on how to improve their products. As a whole, the company also tries to stay attuned to industry trends, in addition to listening to their users and engaging with them on how to get better. Tan advises other businesses and entrepreneurs to do the same, even when doing so is not easy to swallow. As an example, he invokes the case of users that publicly say negative things about your company on Twitter or other social media networks. “It’s easy to dismiss people who lash out on social media as rabble-rousers out to destroy one’s company, but some of them could actually have been your fiercest supporters who have grown frustrated with your service,” Tan pointed out. According to him, you need to make it a priority to find out what made them feel that way. The risks that come with being an entrepreneur But BCP should not just be an exercise of large corporations. Even early-stage startups would benefit tremendously from some form of BCP, as Kickstart Ventures president Minette Navarrete shared. Kickstart Ventures invests in and incubates such notable companies as dating platform Peakwoo , ecommerce shopping site Ava.ph , and recruitment platform Kalibrr . Navarrete said that early-stage investing is an inherently risky proposition to begin with, so BCP is a critical component of what Kickstart does. According to her, there are many clear risks associated with startups, such as market risk, execution risk, and regulatory or policy risk, such as with what ride-sharing platform Tripid is facing with the Land Transportation Franchising Regulatory Board (LTFRB). However, some potential risks that come with startups are less obvious. “There is also the personnel risk (i.e. the risk that a key person – whether a member of the investment firm, or a founder in a portfolio company – leaves),” she said. “As much of early-stage investing relies on small teams of uniquely skilled individuals, the loss of a critical team member could be particularly crippling.” The fact that Kickstart invests in and incubates more than a handful of startups reduces that risk that would come with any single startup. “The portfolio approach is the classic way of mitigating investment risk, even if our day-to-day operations – especially working as intimately with startups as we do – will often feel like the portfolio multiplies rather than mitigates the risks we need to live through!” Navarrete revealed. In addition to addressing business continuity risks in their annual business plan, Navarrete said that each investment decision considers the risks that their due diligence has surfaced. “Some startups might have a greater regulatory risk (e.g. financial services, transport, etc.); others would be more susceptible to technology risks, or market disruption,” she said. “In each case, we assess both the vulnerability of the startup, as well as the odds that it could weather the discontinuity, and the risk management / mitigation plan.” Navarrete pointed out that the benefits of BCP come not only in how well you plan, but in how well you carry out that plan. “The strategy piece is only as good as the execution: we keep close to the community and the market; we watch for early patterns that could signal trends, and early warnings of discontinuity,” she said. “We speak to experts and share insights and experiences. Through constant and candid sharing, we are able to weave a bigger picture, and better able to understand underlying currents.” Toward this end, Kickstart has brought in such luminaries as (Pollenizer CEO and co-founder) Phil Morle; (Innosight Managing Director) Scott Anthony; (political economist) Toti Chikiamco; (National Competitiveness Council Private Sector Co-Chair) Bill Luz; (Scan.me founder) Garrett Gee; and the Dropbox product team. BCP to the extreme Some high tech startups require even more BCP than normal. VMoney , which was founded in 2013 by CEO Ralph Santos, is an end-to-end financial platform, offering everything from debit Mastercards and scratch cards to point of sale systems and tap and pay solutions. As part of their BCP, Santos and the VMoney team keep track of where to direct their R&D by monitoring market needs, the challenges faced by their partners and other providers, and security advancements across the ecommerce world. The startup now works with some of the largest brands in the country, including Guess, Gold’s Gym, EasyTaxi, Mango, Mossimo, and TeamManila, so continuity of the services they do currently offer is of the utmost importance. Given the complexity of VMoney’s hardware and software, Santos and his team have ensured that there are many checks in place, including everything from “infrastructure fail overs to the transition and activation of support plans to immediate notification of potential security concerns with proper communication processes throughout.” To test their systems, Santos said that the VMoney team performs integrity checks, quality checks, and security checks on their systems, applications, and databases – some of which are done on schedule, and some of which are done as random reviews. Santos expressed that the goal here is to not only meet regulatory requirements, but to exceed industry standards (which is a particularly fitting remark in the wake of the Jollibee situation). So what would constitute an operational disaster for VMoney on the order of Jollibee’s current one? “Our business relies on data and transaction integrity and not so much on tangible products or brick and mortar inventory,” Santos responded. “A disaster for us is a breach in our systems, applications, or databases.” Lucky for him, VMoney has yet to experience such a problem. “I have no business disasters to share at this point and hopefully ever,” Santos said, before adding, “Knock on wood.” – Rappler.com

Rappler business columnist Ezra Ferraz graduated from UC Berkeley and the University of Southern California, where he taught writing for 3 years. He now consults full-time for educational companies in the United States. He brings you Philippine business leaders, their insights, and their secrets via Executive Edge. Follow him on Twitter:  @EzraFerraz

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Jollibee Business Plan

JOLLIBEE PHILIPPINES BUSINESS PLAN Evelyn A. Gaspar BSBA – IV AM Description of Business Jollibee is a well-known fast-food restaurant in the Philippines offering food great tasting and great value food. It has attained success from its humble beginnings. In 1975, Tony tan Caktiong, the founder of Jollibee and his family opened up a Magnolia ice cream parlor in Cubao, Quezon City. Sometime in 1978, Caktiong and his brothersand sisters engaged the services of a management consultant, Manuel C. Lumba.

Lumba shifted the business focus from ice cream to burgers after studies proved that a much larger market was waiting to be served. Tony considered Lumba’s advice. So, he came up with the decision to fully transform his business from ice cream parlor shop to hamburger fast-food restaurant. To further improve the restaurant’s position, tony and Lumba changed its name from Jolibe to Jolly Bee, then to Jollibee. Next, they pictured its mascot. Enthused by foreign and local children’s book, in 1980, they have created Jollibee’s current mascot, a big red nee wearing a blazer as well as a chef’s hat.

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The large bee mascot is probably the most widely recognized character in the Philippines. They also created names for their menus. The two most popular were Yumburger for their burgers and Chickenjoy for their deep fried chickens. He had the company incorporated and leased a house on Main St. in Cubao, Quezon City as its first headquarters. Lumba devised a long-term marketing strategy: listing up a number of consumer promotions and traffic building schemes.

The stores were redesigned, the service transformed into a full service fast-food operations with drive-thru. Today, from two outlets in 1975, Jollibee has 686 restaurants in the Philippines. Until now, the first branch of Jollibee is still operating in Coronet, Cubao under the Jollibee Foods Corporation. Since 1981, Jollibee has acquired numerous prestigious awards and recognitions. Few were Most Outstanding Fast-food Chain during the 9th Annual National Consumers Awards organized by the Consumers Union of he Philippines, one of the “Top 20 Best Employers in Asia” and the Number 1 in the Philippines by Hewitt Associated and the Asian Wall Street Journal, The Most Admired Corporation in the Philippines by the Far Eastern Economic Review for 6 consecutive years (1998-2003) and the Zenith Foods Corporation, the commissary plant of JFC, was adjudged the National winner of Meat Processing Plant AAA category in the search for Best Meat Establishment of the National Meat Inspection Service. Description of Products and Services

Jollibee is an American-style fast-food restaurant with Filipino-influenced dishes specializing in burgers, spaghetti, chicken and some local Filipino dishes. Jollibee provides their customers with the most delectable fast-food foods. Jollibee Philippines is among of the many fast food restaurants here in the country that offers the right kind of taste that Filipinos look for in a fast-food restaurant. Jollibee started as an ice cream parlor. It sold ice cream originally named as Jolibe rather than burgers. After several years, Jolibe shifted from ice cream to hamburgers.

And sure enough, their hamburgers became a hit for a lot of Filipinos. After this success, Jolibe was reformed to Jolly Bee and made the two words form a single name Jollibee. Then, product name “Yumburger” and “Chickenjoy” were created. These two became popular to the Filipino children. Through effective advertising, Yumburger and Chickenjoy turned out to be the best-selling products of Jollibee since then. Because Filipinos smell their food before eating, Jollibee created the famous langhap-sarap catchphrase.

Jollibee’s Yumburger has that distinct langhap-sarap taste. It is the bearer of the famous langhap-sarap tag. Jollibee’s Yumburger has maintained its leadership position in the burger category all these years. And while times have changed, the langhap-sarap taste of Jollibee’s Yum did not. Aside from regular yum, other burger products include Yum with Cheese, Double Yum with Cheese, Yum with TLC, Amazing Aloha and Cheesy Bacon Mushroom. Jollibee burgers are made with 100% pure beef from Australia and New Zealand.

Today, Jollibee grills half a million burgers everyday. Just like a real Pinoy teen that grows but evolves positively through time- Jollibee’s Yumburger has been perfected through time but still manages to carry that distinct taste you’ve grown to love. Jollibee’s chickenjoy captured the hearts of the Filipinos. Kids just love it so much. Taglines crispylicious, juicylicious, amoy delicious and gravylicious have been attached to Jollibee chicken joy because it is perfectly seasoned that is crispy on the outside and tender and juicy on the inside.

It satisfies customer’s cravings for delicious chicken meal. Jollibee’s gravy has also gained so much popularity. Included in Jollibee’s delicious meals are Jollibee’s sweet-style spaghetti which is the tastiest and meatiest spaghetti, rice meals that suits to Filipinos’ big appetite, sandwiches and sides which includes Jolly Hotdog and French fries, desserts with different variants of float and ice creams, and breakfast meals. Jollibee serves Coca-Cola products for its beverages. Jollibee also offers services. Jollibee’s Express Delivery is a 30-minute delivery service.

Customers can get fresh, complete and affordable meals, anytime, anywhere through the 8-7000 hotlines. To have a memorable, fun and enjoyable birthday parties, Jollibee has Jolly Kiddie Party for kids. Jollibee also offers Jollibee Drive-thru for their customers who caught hungry on the road. It has the most number of drives thru outlets in the country. Motorists can get any of langhap-sarap meals anywhere. Jollibee also has outlets that offer 24-hour service. It allows customers to enjoy their Jollibee favorite even in the wee hours in the morning. Customer Analysis The Jollibee 7P’s Marketing Strategy: Primary Target Market Moms and dads with kids (0-12 years old), across socio-eco classes, chicken eaters – Potential (Total Market) In the last 25 years, Chickenjoy has evolved from just a plain chicken product to a strong and well-loved brand in the QSR (quick service restaurant) industry. It reached the level of having an established emotional affinity among Filipinos given its constancy as a functional product and the heritage that it continuously imparts in every household – Positioning A uniquely delicious total sensory experience enjoyed by the whole family: Crispylicious, juicylicious, amoy delicious and gravylicious.

Satisfies not only your family’s craving for a delicious chicken meal but also your family’s needs for bonding moments. – Product Best tasting chicken: Jollibee Chickenjoy – Price value-for-money price (Feb 2011): 1-pc Chickenjoy or Spicy Chickenjoy with rice & gravy: P70. 00 (solo) P86. 00 (value meal) 2Pcs P115 (solo) P131 (value meal) – Place All Jollibee stores nationwide- Dine-in, take-out counters and delivery (currently, there are more than 900 stores nationwide) – Promotion TVC, Print, and Billboard

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