Answer & Explanation:Analyze case study ( Jollibee Foods Corporation: International Expansion)all requirements are attached in the fileThe case study pdf is available .
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The book: Transnational Management: Text, Cases &. Readings in Cross-Border Management, 7th
Edition. Christopher A. Bartlett and Paul W. Beamish 2014, ISBN: 978-0-07-802939-4
Case Study: Jollibee Foods Corporation (A): International Expansion. By: Christopher A. Bartlett
The grade for cases will be based on the depth of analysis, as well as the ability to justify your choice
course(s) of action.
1) The written case analysis must be presented in an eight to ten page paper (11th page may be added
for References). It must be written in essay format, use subheads, follow the case format and must
answer the case questions in the order asked.
2) Using APA style, the paper must follow all rules of good writing, including proper citation of
references, both in-text and as a References list. The case, whether in the textbook or distributed as a
separate handout, should be listed in the References list.
Generally, detailed analysis of a case study should include eight areas:
The history, development, and growth of the company over time
The identification of the company’s internal strengths and weaknesses
The nature of the external environment surrounding the company
A SWOT analysis
The kind of corporate-level strategy pursued by the company
The nature of the company’s business-level strategy
The company’s structure and control systems and how they match its strategyRecommendations
Careful reading and thinking about case facts, as well as reasoned
analyses and the development of alternative solutions to case
problems, are essential. Recommended alternatives should flow
logically from core problems identified through study of the case.
An Effective Case Analysis Process
a. In general–determine who, what, how, where and when (the critical facts in a case).
b. In detail–identify the places, persons, activities, and contexts of the situation.
c. Recognize the degree of certainty/uncertainty of acquired information.
a. List all indicators (including stated “problems”) that something is not as expected or
b. Ensure that symptoms are not assumed to be the problem (symptoms should lead to
identification of the problem).
a. Identify critical statements by major parties (e.g., people, groups, the work unit,
b. List all goals of the major parties that exist or can be reasonably inferred.
a. Decide which ideas, models, and theories seem useful.
Conducting the Analysis
b. Apply these conceptual tools to the situation.
c. As new information is revealed, cycle back to substeps a and b.
a. Identify predicaments (goal inconsistencies).
Making the Diagnosis
b. Identify problems (descrepancies between goals and performance).
c. Prioritize predicaments/problems regarding timing, importance, etc.
a. Specify and prioritize the criteria used to choose action alternatives.
Doing the Action Planning
b. Discover or invent feasible action alternatives
c. Examine the probable consequences of action alternatives.
d. Select a course of action.
e. Design an implementation plan/schedule.
f. Create a plan for assessing the action to be implemented.
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