Foreign Policies For The Malaysian Systems

Foreign Policies For The Malaysian Systems Malaysias foreign policy is premised on establishing close and friendly relations with countries in the community of nations. Tun Razak had embarked on a series of dazzling initiatives in foreign policy largely to move Malaysia from its pro-western, anti communist stance, which had been adopted since independence under the tunkus leadership. This is achieved through upholding the countrys sovereignty and promoting universal peace; fostering friendly relations with foreign countries and protecting Malaysias interests in the regional and international arena. In other words, Malaysia will continue to consolidate its relations with other countries and international organisations, both at the regional and international level. Tunku razak felt this was necessitated by its national security needs, which required Malaysia to live in peaceful co existence with all countries, communist or non communist. In 1971, the year he took over as Prime Minister, he had to face the problem of britains wi thdrawal of its armed forces in Malaysia. Even earlier Britain had given similar commitments to Malaya since 1957 and both Sarawak and Sabah, its former colonies, until they joined Malaysia in 1963. In the superpower race, Britain was no longer capable of maintaining itself as aglobal power due to the dismantling of its colonial empire, and a slow-down in its economy. Although Britain indicated it might participate in a five power commonwealth defence force, it would not provide anything like its former number of troops. In line with our objectives of promoting and protecting Malaysian national interest abroad, the Ministry has established a total of 105 missions in 83 countries and appointed 53 Honorary Consuls who provide support and assistance in promoting Malaysias interest abroad. Since the independence of Malaya in 1957, the nations foreign policy has gone through several phases of significant transition with different emphases under five previous premierships. The policy has been largely determined by the established national characteristics and succession of political leadership as well as by the dynamic regional and international environment. A period of consolidation ensued under Tun Hussein Onn with ASEAN becoming the cornerstone of Malaysias foreign policy following the collapse of Saigon, the withdrawal of the US military presence from Southeast Asia and the invasion of Kampuchea by Vietnam. During the premiership of Tun Dr. Mahathir in 1981, Malaysia began relations with more nations and became a symbol of a rising developing country. Under Tun Mahathirs tenure, the nations foreign policy began adopting a much greater economic orientation in the countrys external relations while championing the rights, interests and aspirations of developing countries. Malaysia became the voice of the developing world and was a role model for many developing countries as it become well known for its active stance at the UN and other international conferences. Malaysias participation in peacekeeping missions under the UN is also a testimony of the nations seriousness in instilling the will of the international community. The fifth Prime Minister of Malaysia, Tun Abdullah Ahmad Badawi continued to ensure that Malaysia was active in the international arena. During his tenure, Malaysia played an instrumental role in the formulation and adoption of the ASEAN Charter which has been ratified by all ASEAN member states and subsequently entered into force on 15th December 2008. During this period, Malaysia was also active in expanding the focus of OIC from being an organisation focused solely on political issues into one which focuses on the socio-economic development of Islamic countries. Among the key elements of the 1Malaysia concept is in realising the strength of Malaysia lies in its diversity. This concept bodes well with the main vision of Malaysias Foreign Policy that is to protect and promote interests abroad and at the same time responsibly and effectively contribute towards the building of a fair and just world. Dato Sri Najib believes that the interconnectedness of nations in the world means that Malaysia would benefit in applying 1Malaysia in its efforts in diplomacy and foreign relations. Malaysia will maintain close relations with all countries in the world and will work with like-minded nations in pursuing national interest. Malaysias foreign policy is structured upon a framework of bilateralism, regionalism and multilateralism where. ASEAN forms the core priority of Malaysias current foreign policy. Looking further a field, as a country with a strong Muslim majority, Malaysia also gives importance to the solidarity of the Ummah and the spirit of cooperation among the Organisation of Islamic Conference (OIC). Malaysias status as a developing nation makes it imperative for the country to engage actively in the Non-Aligned Movement (NAM). Malaysia plays a significant role in the various multilateral issues that affect our interests. These issues include disarmament, counter terrorism, trafficking in persons, climate change and environmental issues. As a member of the UN, Malaysia is a firm believer of international peace and security and an upholder of international law. Malaysias election as the President of United Nations Economic and Social Council (ECOSOC) for 2010 and the Chairmanship of the Board of Governors of the International Atomic Energy Agency (IAEA) were a further testimony of Malaysias positive international image. The fundamental principles of sovereign equality, mutual respect for territorial integrity, peaceful settlement of disputes as well as mutual benefit in relations are the guiding principles that would continue to guide Malaysias relations with other countries. These principles have stood the test of time. Indeed, our steadfast adherence to these principles, supported by a consistent foreign policy, has established for Malaysia a credible image in the eyes of the international community. REVOLUTION AND EVOLUTION OF MALAYSIAN FOREIGN POLICY The domestic challenge of religious extremism is however importantly shaped by the perception that, as one manifestation of contemporary global religious revivalism, it is also a product of international muslim contact and exchange. The threat of religious radicalism is thus perceived as being determined, to some extent at least, by an impinging Islamic world which in some instances provides moral and inspirational support and in others, active influence over UMNOs political competitors specifically, and its malay muslim population generally. The expression of extremism has, however, been shaped less by inter state relations than through channels which lend themselves less easily to conventional state regulation. As such, the Malaysian governments efforts at countering wrong islam have involved an intense interaction between domestic and foreign policy. The determination of wrong islam and its easy association with extremism is also increasingly linked to the federal governments attempt to institute an orthodoxy of belief if not of ortho- practic behavior as a means of rationalizing islam towards a particular socio-economic but also political agenda. As attempts at curbing extremism have gradually involved questions of religious authority and the toleration of divergent interpretation, they have ultimately also had a significant bearing on intra-malay rivalry. Frequently then, foreign policy has been employed precisely towards the management of domestic politics. The diversity of views regarding the perception and explanation of foreign policy, no foreign policy can be formulated in a vacuum. It must serve to function in a dynamic environment. Throughout its tenure, the Mahathir Administration has not always enjoyed even relations with those states in the Islamic world which have displayed a more distinctively radical character and approach to international relations. Various geographical, historical, social and political determinants contributed to shaping the nature of Malaysias foreign policy and the conduct of the countrys international relations. Our foreign policy seeks to promote mutual tolerance and cooperation amongst all countries that make up the fabric of international community. Government has frequently publicized its long standing relationships with more conservative regimes in Egypt and Saudi Arabia, its relations with countries like Iran and Libya have been less well documented. Overall, Malaysias diplomatic exchange with these countries since the 1980s has tended to remain cautious, explained in part by their expression of a more radical political agenda frequently channelled through religion. While Malaysia has often supported the official foreign policy attitudes expressed by these states toward the needs for fundamental change within the international system, alarm and objection have also been articulated over the chosen methods of their capacity to directly influence the domestic political process in Malaysia has necessitated the employment of less conventional strategies in foreign policy by the administration. The Iranian revolution clearly helped intensify debate in Malaysia over the revival of islam and the viability of an Islamic state in Malaysia. A more worrying domestic repercussion for the government was the revolutions indirect promotion of islams legitimacy in political contestation and the boost that its success provided to parties and organizations claiming islam as their base. The governments initial non-commitment on the subject, however, contrasted dramatically with the clear and early articulation of support for the revolution by ABIM and PAS. Nevertheless, the establishment of diplomatic relations with the emergent Islamic republic of Iran in 1981, came within the new administration general strategy of publicizing its foreign Islamic friendships. Iranian officials had in fact made some attempt to explain the Islamic revolution and to express its non opposition to moderate intellectuals in muslim countries. The Mahathir administration was therefore at pains to stress the pragmatic aspects of relations with the new Iranian government, even while locating them within the spirit of a shared religion. Indeed the government received some acknowledgement for its pro-islam efforts from the Iranians. Malaysia pursues an independent, principled and pragmatic foreign policy which rests on the values of peace, humanity, justice, and equality. Malaysias foreign policy is also premised on the principles of respect for the independence, sovereignty, territorial integrity and non-interference in the affairs of other nations, peaceful settlement of disputes, peaceful co-existence and mutual benefit in relations. Official relations were also important towards neutralizing what was perceived as real or potential revolutionary Iranian influence over Islamic movements. Intra and inter party dynamics were to underline the continuing threat that UMNO and the administration perceived from the revolutions impact on malay politics and on the role og islam in Malaysian society. Foreign policy is not static. Its formulation is essentially a dynamic process. Hence, over the years, our foreign policy has evolved, taking account of the change in leadership as well as developments in the ever-changing global political and economic landscapes. Moreover, the advent of globalization and the transformation of interstate relations brought about by new and rapid changes in information technologies necessarily means that our foreign policy has to be adjusted and fine tuned to meet new challenges in a globalised world. The evolution of the countrys foreign policy under successive prime ministers reflects a pragmatic response to the geopolitical and economic changes of their times. To be continually relevant to the countrys needs, foreign policy cannot remain static. But whilst changes in emphasis have become a general feature of Malaysian foreign policy, continuity has also been evident. Both the change and continuity mark a higher level of confidence and maturing of th e country in the conduct of its international affairs. Indeed, in many ways Malaysias leadership role has been recognised on several issues of deep interest to the developing world. As a trading nation, we are very much dependent on a peaceful international environment for our well being. Malaysian foreign policy has to be oriented to allow for a greater focus on economic diplomacy. In the past, when we were producing mainly raw materials for the world, Malaysia had to compete with only a handful of countries. But now, when we have become an industrialized trading nation, we have no choice but to work harder, to compete better and to find new markets for our goods and services. We must find better ways to do business with the outside world. We need to find niches in which we have a competitive edge. ASEAN IN MALAYSIAS FOREIGN POLICY Malaysia was able through the vehicle of ASEAN diplomacy to maintain a balancing act in its relations with the indo-china states which remained in a state of conflict at the point of time of ASEANs formation. We have already alluded to the chaos caused by the boat refugees after the end of the Vietnam war and Malaysias pivotal role in repairing some 80,000 persons to third countries. Through ASEAN, the geneva conference of 1979 was called to deal with the practical aspects of the Vietnamese refugees. Then came the Cambodia crisis and here again Malaysia played a pivotal role in setting up the coalition government of democratic Kampuchea (CGDK). Heng samrin regime, ASEAN diplomacy kept in check the various political players in the Cambodian conflict by securing the U.N. seat for the CGDK for the most part of the 1980s. This arguably put all the political players of the Cambodian conflict in contention until the peace process took root in the early 1990s. here again ASEAN played a crucial role in sponsoring the Jakarta informal meetings. Throughout this period, Malaysias stances and policies vis-a-vis the indo-china issue followed the tempo and thrust of ASEAN diplomacy. It was clear that ASEAN had become central to Malaysian foreign policy for its regional and global relations, even under the feisty tenure of Mahathir. The Abdullah government had also followed through the motions of its predecessors in placing ASEAN at the centre of regional politics and foreign relations. The ASEAN push for the construction of three forms of communities- security, economic, and socio-cultural- has also been wholeheartedly taken on board by the Malaysian government along with the ASEAN charter signed in November 2007 at the 13th ASEAN in Singapore. It is important to see ASEAN as a crucial instrumental of Malaysias attempt to use a countervailing and counterpoising foreign policy to handle new issues that have surfaced regionally and globally. Not less of all was the question of Myanmar or Burma, which continued to be the bugbear of the ASEAN states well into the late 2000s. At the regional level, Malaysia will continue to push for the strengthening of ASEAN as a regional grouping. This includes support for a whole range of functional co-operation on a sub-regional or on an ASEAN-wide basis, the phasing in of AFTA and the implementation of the ASEAN investment area. ASEAN has developed and refined various mechanisms and arrangements to promote trade, investment and other collaborative activities. Much of ASEANs attractiveness to the outside world is built on the economic success of its member states and their potential for greater growth. As ASEAN confronted the various challenges such as international terrorism, economic slowdown, in the face of current economic and financial crises, it is ASEANs common effort that accounted for our success. FUNDAMENTAL PRINCIPLES Five Power Defense Arrangement, 1971 Ministers of the government of Australia, Malaysia, New Zealand, Singapore and United Kingdom met in London on 15th and 16th April 1971. In order to consider matters of common interest to all five governments relating to the external defense of Malaysia and Singapore. The minister of the five governments affirmed, as the basic principles of their discussion, their continuing determination to work together for peace and stability their respect for the sovereignty political independence and territorial integrity of all countries and their belief in the settlement of all international disputes by peaceful means in accordance with the principles of the united nations charter. In the context of their governments determination to continue to co-operate closely in defense arrangements which are based on the need to regard the defense of Malaysia and Singapore as indivisible, the ministers noted with gratification on the development of the defense capability of Malaysia and Singapore, to which the other three governments had given assistance, and the decisions of the governments of Australia, new Zealand and the united kingdom, which had been welcomed by the other two governments to continue to station forces there after the end of 1971. In discussion the contribution which each of the five governments would make defense arrangements in Malaysia and Singapore, the ministers noted the view of the united kingdom government that the nature of its commitment under the anglo-malaysian defense agreement required review and that the agreement should be replaced by new political arrangements. They declared that their government would continue to co-operate, in accord ance with their respective policies, in the field of defense after the termination of the agreement on its 1st November 1971. The ministers also declared, in relation to external defense of Malaysia and Singapore thet in the event of any form of armed attack externally organized or supported or the threat of such attack against Malaysia and Singapore, their governments would immediately consult together for the purpose of deciding what measures should be taken jointly or separately in relation to such attack or threat. The ministers reviewed the progress made regarding the establishment of the new defense arrangements. The ministers agreed that from time it might be appropriate for them to discuss their common interest. It would also be open to any of them, participating governments to request at any time, with due notice, meeting to review these defense arrangements. METHODS AND RESPONSES TOWARDS MALAYSIAN POLICY With its dedicated Plans of Actions and Protocols, ASEAN will move closer towards its goal of building the ASEAN Community, characterized by greater political and security interaction and engagement, a single market and production base, with free flow of goods, services, capital investment and skilled labour and a caring society, focusing on social development, education and human resources development, public health, culture and information, and environmental protection. Improvement of the invisible trade of developing countries, particularly by reducing their payments for freight and insurance, and the burden of their debt charges. The foreign policy of Malaysia continues to emphasise on the relevance and importance of ASEAN as the forum and catalyst for regional dialogue. ASEAN Dialogue Partnerships, ASEAN Regional Forum, ASEAN Plus Three and East Asia Summit have allowed its members to engage leading powers. Improvement of institutional arrangements, including if necessary, the establishment of new machinery and methods for implementing the decisions made at UNCTAD. It is sometimes difficult to understand why even though the government is so generous in providing assistance to so many other developing countries, it yet seems reluctant to give forthright and substantial aid to Malaysia. In most cases, no open tender processes were resorted to. Privatization further fed into this policy. Many of the joint ventures were achieved on a government to government basis involving tit for tat negotiation methods. An example was the case of Antah Biwater. Fifty one percent of its equity was controlled by its local malay partner while the remaining was held by a Biwater Ltd, a british water supply and treatment company with strong political connection to the thatcher government. Another example found in Indah Water Konsortium, a joint venture with british water treatment company northwest water ltd. IWK was awarded a $6 billion sewerage contract under the regimes privatization policy. ROLES OF POLICY MAKERS WHEN INTRODUCING CHANGES Having policy space and flexibility is important is important to a developing country. The Malaysian experience also shows that if a country is able to avoid turning to the IMF, it can also avoid the straightjacket of the IMFs mainly one size fits all policies and can choose its own policies as well as change them if they are found to be unsuitable. Malaysia initially took on several elements of the IMF fiscal and monetary policies but when these damaged the real economy, the country was able to switch to a different approach. A coherent anti- crisis strategy should be seen as an integrated package of its elements and policies. Policymakers often (even constantly) grapple with difficult policy decision s since the goals of policy are multiple. A policy instrument meant to achieve one goal may negatively affect other goals. In a situation where there are many complex trade offs, its useful to think outside the box and seek other policy tools. In the Malaysian case, it is useful to analyze and appreciate the various policy elements as parts of an integrated approach and as parts of a whole policy package. Thus, each elements should be considered not only on its own merits or for its own role in achieving a particular goal but also for its function of having an effect on another element or on another goal. A particular element or policy may not have the same successful intended effect, unless accompanied by or done in conjuction with some other element of policy. Thus, the interrelationship of the elements and the interaction with one another should be appreciated. For example lowering the interest rate was important for rescuing the microeconomy and reviving the real economy but doing so would have brought down the ringgits exchange rate. A new policy instrument, fixing the exchange rate was thus introduced. This alone would have been insufficient. Besides fixing the exchange rate to the dollar, stabilization of the currency also required two additional policy instruments. If we start with even one major policy goal(reviving rate reduction), we end up with several other policy tools and goals. All diplomatic missions may apply to the MFA through diplomatic note attaching the details as prescribed. For incoming visits by Head of States/Governments to Malaysia, the delegation will normally also include their countrys official media. On other occasions, official media from foreign countries may also undertake assignments in Malaysia to cover specific activities such as the Malaysian Governments socio-economic programmes, general elections, etc. To this effect, the official media from the country concerned would need to be accorded with some assistance in facilitating their assignment in Malaysia. Media accreditation for official media agencies/delegations undertaking assignments in Malaysia for the purposes of Head of State/Government visits, coverage for international conferences and filming. For media agencies accompanying Head of State/Government Visits, the MFA processes and approves media accreditation requests. Applications should be made via diplomatic note attaching t he prescribed details. Under regional security matters, Policy Planning Division is involved in handling issues related to ASEAN Regional Forum as well as bilateral security dialogue between Malaysia and Australia. On political and security cooperation, Policy Planning Division is responsible among others in the implementation of the ASEAN Security Community Plan of Action, Declaration on the Conduct of Parties in the South China Sea, broadening the support for ASEAN instruments such as the Treaty of Amity and Cooperation in Southeast Asia (TAC) and the Southeast Asia. Financial openness poses serious dangers to developing countries and can be avoided. Too much openness in the financial sector can make a developing country vulnerable to financial speculation, to sudden or large movements of foreign capital, and to volatile movements in the exchange rate. If a country were to maintain an open financial policy, it risks losing the ability to determine its own macroeconomic policies. Thus the country may find it desirable not to have such an open financial policy. CONCLUSION The greatest challenge would be to extract the best from the process of globalization and to give our best to the system. And in return to contribute towards making the world a much more peaceful and equitable place to live in, to provide leadership within our region and to demonstrate exemplary and responsible membership of the international community. The economic dimension of globalization has been even more disappointing. The financial crisis that descended upon East Asia in 1997 brought about not only social misery and economic disaster but political instability as well. Massive Unemployment, negative growth, stock market crashes and severe currency devaluation have pulled down millions of people below the poverty lines. And now, we are anxiously watching the effects of the possible economic meltdown following the global financial crisis. Fundamental principles governing interstate relations would continue to guide Malaysias relations with other countries. These refer to sovereign equality and mutual respect for territorial integrity, mutual non-aggression, non ­-interference in each others internal affairs, peaceful settlement of disputes as well as mutual benefit in relations and peaceful co-existence. The so-called constructive intervention policy advocated by some, involving loud criticism, adversarial posturing and grand standing would only bring more harm than good to the promotion of neighbourly relations. We do make exceptions to the policy of non-interference in certain extreme situations. The bloody cruelty, genocide and atrocities perpetrated by some struck our conscience. Such peculiar situation calls for pragmatism on our part in the interest of humanity whilst recognizing the central role of the UN in resolving the problem. Malaysias activism at the international front has of course attracted attention and reaction from various quarters. Malaysia had been the target for criticism for being too vocal. But this is something that we need to take in our own stride if Malaysia is to be proactive at the global level. Our foreign policy principles have stood the test of time. Indeed, our steadfast adherence to these principles, supported by a consistent foreign policy, has established for Malaysia certain credibility in the eyes of the international community. The years ahead therefore would see our foreign policy specially oriented towards not only ensuring Malaysias domestic success but also internationally, as a geopolitical and economic player at the global level.

Jollibee

I. BRIEF HISTORY AND DESCRIPTION OF THE COMPANY Jollibee Phenomenon Jollibee is one of the Philippines' phenomenal business success stories. Starting in 1975 as a two-branch ice cream parlor, it later expanded its menu to include hot sandwiches and other meals. With encouraging success, Jollibee Foods Corporation was incorporated in 1978 with seven outlets to fully explore the possibilities of a hamburger concept. Thus was born the company that revolutionized the fast food industry in the Philippines.In 1984, Jollibee reached the P500 million sales mark, catapulting the company into the list of Top 500 Philippine Corporations. In 1987, barely 10 years in the business, the company joined the ranks of the Philippines' Top 100 Corporations. It then became the first Philippine fast food chain to break the P1 billion sales mark in 1989. In 1993, Jollibee became the first food service company to be listed in the Philippine Stock Exchange; thus broadening its capitalization and laying the g roundwork for sustained expansion locally and beyond the Philippines. Undisputed leadershipJollibee is the country's leading fast food chain. The size, geographic expanse and breadth of the company's operations have grown exponentially – from a handful of Jollibee stores twenty-five years ago to over 400 stores in the Philippines and several international stores in countries like the United States and Hong Kong. It is now an international brand with phenomenal milestones that has made millions of Filipinos proud. But Jollibee's leadership is not only reflected by market share (the company enjoys more than half of the entire fast food industry); numerous local and global awards attest to this as well.Recipe for success The foundation of Jollibee's rapid growth has been its strategy to establish dominant market coverage complemented by its superior menu line-up, creative marketing programs and efficient manufacturing and logistics facilities in support of its widening restauran t chain. It is powered by teams of well-trained individuals embracing the culture of integrity and humility, working in a family-like environment of fun and togetherness. As a corporate citizen, Jollibee is also committed to serve its host communities.The company not only nourishes bodies but also people's spirits through countless socio-civic projects. A triumph for and of the Filipino Jollibee dedicates its continuous success to those who have supported the company from the very start – the Filipino people. Jollibee has grown to be so well loved that every time a new store is opened, especially overseas, Filipinos form long queues to the store without fail. It is not just a place where they feel at home; it is a stronghold of heritage, a monument of Filipino victory. Values †¢ Always customer first †¢ Excellence through teamwork Spirit of family and fun †¢ Frugality, Honesty and Integrity †¢ Humility to listen and learn Mission †¢ We bring great tas te and happiness to everyone Vision †¢ Become the most dominant and best-tasting QSR†¦ †¢ The most endearing brand†¦ that has ever been †¢ We will be within reach of every Filipino†¦ †¢ We will lead in product taste at all times†¦ †¢ We will provide FSC excellence in every encounter†¦ †¢ Happiness in every moment. Jollibee Operations Bee happy†¦. Langhap-Sarap sa Jollibee! Day in, day out, Jollibee serves over one million Filipinos who flock to its more than 400 stores all over the country.In ways, small and grand, Jollibee's tasty food, cheerful service and friendly crew touch the lives of so many people who leave its stores with happy memories that will last long after that birthday party, first date or even just that simple meal a customer had when he dropped in one rainy day. From a modest beginning, Jollibee has grown to become not only the number one fast food chain in the Philippines with over 400 stores nationwide, but is also an international brand that has the distinction of being one of the world's most admired companies by the Far Eastern Economic Review. But Jollibee is not stopping here.To reinforce Jollibee's capability to enhance it leadership and build growth, the Management embarked on a broad range of strategic initiatives. Since its starting 1975, the company has expanded tremendously. The phenomenal growth is attributed to the company's unwavering quest to serve and delight the Filipino customer as well as its ability to anticipate and adapt to the ever-changing market environment. Jollibee continues to push its store network expansion maintaining lead over competition, focused on optimum results from right -sized stores on the best site selection in trading territory.This ensures effective and efficient market coverage. To meet the challenges of a more intensely competitive market and to manage the business more effectively, the company undertook a major initiative to re-align th e structure of Jollibee Philippines. The new organization, which has successfully been put in place, has the capacity of enhancing continued dominance in the quick service industry. In 2000 Jollibee Philippines was decentralized into four autonomous Regional Business Units (RBU), corresponding to the country's major geographic markets: Mega Manila, North Luzon, South Luzon and Visayas-Mindanao.The decentralization has structured each RBU into a more manageable business size and span of control. Key support functions like human resources and administration, finance and network development have been transferred to the RBU for greater efficiency in the delivery of products and services, quicker coordination and more timely decision-making. The Head Office/Corporate Services functions (Marketing, Finance, Restaurant Systems, Engineering) have been re-aligned as Support Center to provide continuing assistance to the RBUs and provide corporate-level directions.The new structure has proven to be more responsive to the needs and challenges of a rapidly growing organization and an even more dynamic market. The program has resulted to better execution of programs and renewed enthusiasm and commitment from the Jollibee people. Parallel to all of the above initiatives is the continuous improvement of operating productivity and efficiency across the Jollibee fastfood chain. It continues to initiate improvements on equipment and facilities as well as store procedures to generate faster volume turnover and achieve better quality in the delivery of products.Jollibee remains firm in its resolve to maintain its dominance in the fastfood industry. It will continue to push forward with its strategic programs and aggressively pursue further network expansion to ensure superior market coverage nationwide. Most importantly, it will continually apply itself to the paramount task of consistently delivering superior tasting products at the most affordable prices and services of the hig hest standards in a bright and clean store environment. MARKETING STRATEGYIn line with its long-term goal to be the dominant food service leader in the country, the company acquired Greenwich Pizza in 1994 enabling it to penetrate the pizza-pasta segment. From a 50-branch operation, Greenwich has established a strong presence in the food service industry. A year later the company acquired the franchise of Delifrance, an international food company. This further expanded its penetration in the food service industry particularly in the French cafe-bakery, a growing segment of the Philippine food market.In 2000, the strategic acquisition of Chowking solidified the company's position as the dominant leader and allowed it to have leadership in a major fast food market – the Oriental quick service restaurant segment. The incorporation has revitalized Chowking; providing a platform for the growth of the business and further increasing the enterprise value of the Jollibee Group. Jolli bee's advertising is deeply rooted in the traditional Filipino values of family and love for children. Fueled by Filipino creativity, its expression â€Å"Atin ang Langhap Sarap! is anchored on its products' unique taste and superiority. It aims to be perpetually in the public consciousness through television, radio, print, cinema advertisements and billboards. The company also sponsors selected community activities. Moreover, premium items and toys are offered to bring home and display on the toy shelf. Likewise, as a way to ensure that the superior equity is sustained and a strong, cohesive and comprehensive visual identification in all Jollibee stores is created, a system – wide Jollibee retail identity was initiated.The international graphic design group, Addison was commissioned to formulate the new retail identity that is more dynamic and fun-oriented. The new retail identity is an integrated system encompassing the total restaurant design from the menu-board and vario us signages, the dining equipment and area, to the Playland and other facilities. The product menu is continually reviewed to sustain consumer excitement. Existing products are improved and re-launched. New products are test-marketed in keeping with the strategy of having a continuing fresh line up of products.All these to respond to customers' changing needs and preferences which has been a major factor in Jollibee's success. At the forefront of innovative marketing and advertising program are the Value Meal product upgrades and additions. This has indeed proven to be an effective response to the narrowing consumer spending power brought about by the current economic crunch. Jollibee owns the children market and will endeavor to keep its stronghold on this segment. Hence, Jollibee continues with its Jolly Kiddie Meal promotions, offering a choice of Regular Yum, Spaghetti Special or Chickenjoy.SALES FORECASTING, PRODUCTION SCHEDULING AND MATERIALS REQUISITION PLANNING Sales Forecas ting The sales forecasting done by the store manager is the main determinant of the amount of supplies the store will need. Sales is proportional to the number of products sold so forecasting sales in advance would tell how much supplies the store need to order. Sales is projected daily or weekly and is based on the store’s sales history. From the sales history, the store manager can determine the store’s day type. The day type refers to the categories of a day’s performance.These are Slack, Semi-Peak, and Peak. Knowing the store’s day types will help the store manager determine the sales projection. Production Scheduling Production scheduling is done after determining the demand for each of the products. Each of the product has different production schedules. This is because the demand of one product is different from the demand of another product. They have also different times of peak sales. The schedule determines the number of product to produce for every hour of the day and the number of product to maintain on the warmer bin.Supplies Planning It is the system of planning the amount or volume of materials needed by the store to meet the demand for products at specific volume of transactions for a given a period. Objective of Supplies Planning Through supplies planning, the store manager gets to determine the actual order for each item in the store. Supplies planning prevents overstocking and stockout of supplies. The steps in supplies planning are: 1. Plan the supplies needed by the store based on sales projection. 2. Ensure correct perishable and nonperishable inventories. 3.Update the stock factors according to changes in sales trend. What are the supplies? The store’s supplies vary from cleaning materials to hand towels to frozen patties. Supplies are categorized into two: Daily Supplies – wet/frozen/items that are highly perishable Weekly supplies – dry items like packaging and cleaning materials Actual Order of Supplies The actual amount of supplies that the store will order from Commissary. This is relayed either thru the web or iBOS. This is where supplies and requisition comes in. The prerequisites of the actual order of daily supplies are: . forecasted sales – is based on store’s sales history. 2. adjusted sales – sales is adjusted for unexpected occurrences. 3. stock factor – amount or volume of a product or a raw material needed to serve customer demand for every hundred pesos of sales. SF=Average Quantity of Products Sold Average daily Sales 4. forecast stock – refers to the number of items to be stocked in the store for a given type. FS=Adjusted Sales x Stock Factor of Raw Material 5. ending balance – remaining available stock of items prior to ordering. 6. aily supplies requisition form – is a form used to compute the actual order of daily items. It includes a list of the wet /frozen/bakery items. AO=Forecast Stock  œ Ending Balance The prerequisites of the actual order of weekly supplies are: 1. average daily usage – average daily usage, or ADU, is the average quantity of items sold in one week. It is affected only when there is a change in the weekly sales forecast or weekly sales trend. It does not include bulk orders. ADU =Total quantity of products sold for one week 7 days 2. rdering cycle – is the sum (in days) of the delivery interval, forecast usage coverage and buffer period. 3. stock build up – total usage for the whole length of the ordering cycle. It also represents forecast stock. SB=Ordering cycle ADU 4. par stocking – average quantity of stock needed to sufficiently supply the needs of the store for the whole ordering cycle. 5. ending balance – remaining available stock of supplies. 6. weekly supplies requisition form – is a form used to compute the actual order of weekly items. It includes a list of the wet /frozen/bakery items. Steps in Daily Supplies Planning Step |Activity |Key person | |1 |Gives the daily supplies requisition form to stockman |Production Manager | |2 |Gets the ending balance (EB) by conducting a physical inventory count of the items|Stockman | | |on the list | | |3 |Checks the EB at random to ensure accuracy |Production Manager | |4 |Gets the forecasted from the store manager then writes this on a equisition form |Production Manager | |5 |Computes the Adjusted sales and writes this on a requisition form |Production Manager | |6 |Computes the stock factor (SF) of each item and writes this under the SF column |Production Manager | |7 |Computes the forecast stock (FS) of each item and writes this under the FS column |Production Manager | |8 |Gets the actual order (AO) of each item and writes this under the AO column |Production Manager | |9 |Signs the requisition form in the blank provided. |Production Manager | IV. ANALYSIS OF THE COMPANY’S PRODUCTION PROCESS Forecasting is an indispensabl e tool in the production process of Jollibee Foods Corporation. Demand is forecasted based on the sales of the store for the past periods. This data can be obtained from its sytem called iBOS. This forecasted data is adjusted for some occurrences or factors that might affect their sales in the period that the store is forecasting. This forecast is then translated to production schedules of different products. After making the production schedules, the Production Quality Manager (PQM) performs the supplies planning.Jollibee Corporation has policies and processes concerning supplies planning and requisition. The PQM of each store has the hand on how to go about the planning and ordering of supplies needed for his/her respective store. Jollibee Corporation has already installed a system of ordering supplies needed by its store branches – the AMWS. Jollibee, City of San Fernando branch has the following system of production. The schedule of ordering for wet/frozen supplies is eve ry Monday, Wednesday, and Saturday. Delivery of such has a lead time of 2 days. On the other hand, schedule of ordering for dry supplies is every Tuesday, Friday and Sunday, with a lead time of 3 days.If the PQM Manager has already placed his/her order and there are some unexpected orders that can affect the consumption of supplies, he or she has the benefit of making adjustments to his or her order a day before the delivery date through its system — AMWS. Special Holidays and events are highlighted in the store’s calendar to incorporate these in the determination of demand and to prevent stock out of supplies. If there is really an unexpected bulk order, and the store cannot accommodate such order, the store has the option to decline the order. Otherwise, the store borrows from another store in the area to avoid opportunity loss from that order. V. RECOMMENDATIONOur modern technology is continually giving advances to business organizations. And Jollibee is one of thos e that continue to search for more improvements in their systems concerning their operations. With the case of iBOS, the product quality manager can easily create, modify, inquire and maintain useful data by just a click of a mouse. Once the program/system is entered into the computer, the PQM is supplied with needed information on inventory balance, order listing and sales. Truly, the advantage of this system is to increase the productivity of the PQM and making it accessible to other department managers who might need the above mentioned data in making business decisions.Poor decisions may affect the firm’s profits by requiring expensive corrective actions and may be driven out of business by a much more vigilant competitors. Thirty years of solid experience made Jollibee Corporation produce and adapt the nationwide computer aided system to their advantage. It would not make it as the number one fastfood company in the Philippines if not for its expertise in their productio n. It is therefore recommended that Jollibee Food Corporation to continually improve its production and make use of technology to further enhance its systems. TABLE OF CONTENTS I. Brief History/ Description of the Company II. Marketing Strategy III. Sales Forecasting, Production Scheduling and Materials Requisition Planning IV. Analysis of the Company’s Production Process V. Recommendation

Decision Making With Managerial Accounting - 1563 Words

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Appearance vs. Reality in Merchant Of Venice Essay

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Human Relations Bad/ Good Experience Free Essays

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Marketing of Mondelez International-Free-Samples-Myassignmenthelp

Question: Discusss about the Sustainable Management and Marketing of Mondelez International. Answer: Introduction Mondelez International is a widely known American confectionary, food and beverage company that produces gum, powdered beverages, confectionery, and biscuits (Berg 2016). The employee strength of the company is about 90,000 and it has been headquartered in USA. The product portfolio of Mondelez International includes several billion-dollar brands like Stride, Trident, Oreo, Cadbury and Halls and with the same; the brand has consumers from 165 different countries (Fernandes, Gupta and Vidyasagar 2016). This paper is going to elaborate on analyzing its macro and micro environmental factors through marketing mix and SWOT analysis. It shall further shed light on the sustainable marketing initiatives taken by this company and will suggest few strategies and principles that it could be used by it in order to improve its business. Discussion Marketing Mix Product The company has large array products and maximum of its products are been gained by its merger with the brand Cadbury. Cadbury has generated a large number of cash cows in its range of products. Perk, Dairy Milk, Bourneville, Five Star, Cadbury clairs are some of the popular products in the chocolate business (Pai and Subramanian 2014). Under the segment of biscuits, the company has launched Oreo in the year 2010 that is indeed gaining a market share at a very rapid pace, covering up more than 100 crores in the revenues. Under the beverage segment, bournvita again is the major leader in the milk additives. Along with that, the mouth freshener or the remedy for cold and cough- Halls, is used by the people all over India. Because of such a huge range of products in its portfolio, Mondelez is one of the leading names in the field of chocolates, all over the world. Price Along with the quality of the product, there comes the price that Mondelez too considers to a great extent. Since the quality of all its products are high as well as the Oreo biscuit and bevarages too requires a continuous marketing in the market to remain on the top, the product price of the Mondelez is also quite high for some products of it (MacGregor et al. 2016). However, for the other products that need less or no marketing, the prices are much low and reasonable enough. Because of its positioning, Dairy Milk is regarded as one of the most premium brands of chocolates, but as its price is much low than the other premium chocolates, it is accepted by near about each of the target segments (Shrivastava 2016). There are varieties of product of Mondelez and depending on the type of consumer who are going to buy them, their pricing are set accordingly. Distribution strategy- The distribution strategy of the company is really fantastic and is at the same time, widespread as well. The product of the company is available in all the urban areas including the A, B and C category of towns. It also follows the same strategy of FMCG. The products are available globally at every vending machines, grocery stores, wholesale clubs, drug stores, malls, hospitals and department stores. It could be bought from the online stores like Big basket, eBay and Amazon as well. It has a very effective distribution network. It has distributed all its products in foreign markets including India. All the major developing countries and cities are covered by the distribution network of the company. Promotion The product promotion of the company is done through television advertisement, magazine advertisements and through billboards. The main aim of the company is to manufacture such products that would be enjoyed by everyone (Mythily 2015). It targets the kids aging from 2 to 15 years to the youngster and old people as well. Most of its advertisements are animated so as to appeal the imagination of the kids. However, the promotion of different product is different. For the promotion of Bourneville, the company has kept a position that- You dont buy a Bourneville, you earn it. The Cadbury celebration has a good customer base, where the chocolates are brought in huge amount and are given to the employers, vendors and clients (SB and Sailaja 2014). marketing. SWOT analysis Strengths Mondelez has built a strong dealer and distributor community within few years of its emergence and this has made the dealers to invest in training their sales executives for pitching different consumers in different unique ways. In has recently invested in the Global Research and Development Hubs in Poland, Brazil, Mexico and India, that is helping them in recruiting better candidates as well as retaining and developing talents across a huge range of fields. As discussed above, it has billion dollar brands such a Cadbury Dairy milk, Oreo, Milka, Trident gum, Halls candy and Toblerone etc. These brand are aiding to revenue for Mondelez (Pai and Subramanian 2014). Weaknesses There is a fluctuation in the EPS (Earning per Share). The EPS was decreased by 76.4% in the year 2016 and was increased by 246.9% in the year 2015. Such a fluctuation suggests that there is unevenness in the execution of the strategies. From the below mentioned graph, it can be depicted that there was a notable decline in the total revenue in the year 2016 by 10.5% and in the year 2015 by 13.5% (Das nair, Nkhonjera and Ziba 2017). Graph: Revenue history of Mondelez (Das nair, Nkhonjera and Ziba 2017) Opportunities There is a significant reduction in the sales of biscuits in Latin America. In the year 2016, it was reduced to 734 million dollars from 1605 million dollars, which was about 54%. Hence, the company can increase its sales of biscuit in Latin America.. The company can also diversify its product portfolio by adding into it other segments such as that of snacks. Mondelez can expand its business in other developing nations (Leonidou, Katsikeas and Morgan 2013) Threats The growing strengths of the local distributers Increase in competition in the modern business market among the competitors, some of its major competitors is Mars, Hershey and Cargill and they truly have a powerful brand reputation in the market (Leonidou et al. 2013). The cost of the products used to make the company products is rising along with increase in fuel cost, labor cost, distribution cost etc (Tate et al. 2014). This is resulting in reduction of the margins of the brand. Company position among the other three Among Barry Callebaut, Hershey and Cargill, Mondelez is ranking number two after Hershey. It is the second leading chocolate manufacturing companies after Hershey. Sustainable marketing principles The company has launched a website for its customers called the DearCadbury.com, with an aim to make its customers aware regarding ethical sourcing and the environment (Sakas, Vlachos and Dimitris 2014). Targeted at the customers, schools and its own workers, Mondelez is making sustainability as major part of its long-term strategy with a hope that the website will reflect this. The company also considers the needs of each of its customers, right from the kids to the older ones or say, from the impulse purchase to the family treats (Casadesus, Masanell and Zhu 2013). Mondelez designs its products to coincide with the Easter, Christmas, Fathers and Mothers day and various other calendar landmarks. Cadbury also uses the Choose Cadbury marketing strategy in order to encourage a relation between these events and the chocolates. Furthermore, the company follows distribution strategy. Though the company is following FMCS, still it is unable to make its products available in some of the urban and rural regions. However, it makes its products available through the CF from the wholesaler or the retailers to the end users and this is a three tier distribution approach. Conclusions From the above analysis it is clear that Mondelez is indeed a leading American confectionary, food and beverage company that has the potential to become the top most company in the list of the best food and beverage companies. However, based on the above analysis there are few recommendations made below: Single marketing strategy is not sufficient in order to achieve the strategic objectives in such a contemporary business environment. Hence, Mondelez should apply the mixture of strategic marketing models whose optimal combination would rely on individual conditions in particular to targeted markets of the individual. It must differ in its strategic approaches depending on different individual market. References: Berg, B., 2016.As sweet as it gets: Corporate social responsibility in the confectionery industry(Doctoral dissertation, Quinnipiac University). Casadesus?Masanell, R. and Zhu, F., 2013. Business model innovation and competitive imitation: The case of sponsor?based business models.Strategic management journal,34(4), pp.464-482. Das Nair, R., Nkhonjera, M. and Ziba, F., 2017. Growth and Development in the Sugar to Confectionery Value Chain. Fernandes, S.F., Gupta, P. and Vidyasagar, A., 2016. Cadbury IndiaSweet Turning Sour.Ushus-Journal of Business Management,15(4), pp.37-54. Leonidou, C., Katsikeas, C., Morgan, N. 2013 "Greening" the marketing mix: do firms do it and does itpay off?. Journal of the Academy of Marketing Science, 41(2), 151-170. Leonidou, L.C., Leonidou, C.N., Fotiadis, T.A. and Zeriti, A., 2013. Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance.Tourism Management,35, pp.94-110. MacGregor, J.F., Liu, Z., Bruwer, M.J., Polsky, B. and Visscher, G., 2016. Setting simultaneous specifications on multiple raw materials to ensure product quality and minimize risk.Chemometrics and Intelligent Laboratory Systems,157, pp.96-103. Mythily, G., 2015. A SURVEY ON CONSUMER BUYING BEHAVIOR AND BRAND AWARENESS OF CADBURY AMONG STUDENTS IN SCHOOL AND COLLEGE CANTEENS IN CHENNAI.International Journal of Management Research and Reviews,5(12), p.1204. Pai, V.S. and Subramanian, R., 2014. Kraft Foods, Inc. in IndiaThe Cadbury Acquisition.Asian Case Research Journal,18(02), pp.371-399. Sakas, D., Vlachos, D. and Nasiopoulos, D., 2014. Modelling strategic management for the development of competitive advantage, based on technology.Journal of Systems and Information Technology,16(3), pp.187-209. SB, P. and Sailaja, M.V., 2014. Consumer Involvement in Brand Positioning (A Study on ITC FMCG Products at Organized Retail outlets).International Journal of Scientific Research and Management,2(6). SHRIVASTAVA, A.K., 2016. COMPARATIVE ANALYSIS OF FAST MOVING CONSUMER GOODS: AN EMPIRICAL ANALYSIS OF CADBURY AND NESTLE.Global Journal of Multidisciplinary Studies,5(3). Tate, W.L., Ellram, L.M., Schoenherr, T. and Petersen, K.J., 2014. Global competitive conditions driving the manufacturing location decision.Business Horizons,57(3), pp.381-390.