MANG INASAL

Mary the Queen CollegeJose Abad Santos Ave., San Matias, Guagua, Pampanga Mang Inasal Philippines Inc. A Project Strategic Marketing Management Paper Presented to the College of Business Administration In Partial Fulfillment of the Requirements For the degree of Bachelor of Science in Business Administration Major in Marketing Management Lopez, Rosemarie P. Mercado, Dimple Kaye V. Acknowledgement This Strategic management paper would not have been possible without the guidance and the help of several individuals who in one way or another contributed and extended their valuable assistance in the completion of this paper. First and foremost, our deepest gratitude to our Almighty God for the blessings, wisdom and knowledge that he showered upon us. We also wanted to thank our family for the love, concern and moral support. To our friends and special someone who inspired, encouraged and fully supported us for every challenges that comes our way. And also to Mrs. Karren Joy D. Morga, CPA, Mr. Roel Felipe Torres, and Engr. Nicon Mark M. Versoza who devoted their time in helping us for the accomplishment and completion of this project. To our adviser, Ms. Lanie Galvan and to our respective consultant Mr. Isaiah Panganiban Jr. for some advises, assistance and untiring effort in encouraging us to pursue this study. We would like also to extend our thanks to Mrs. Erlinda C. Kabiling, Course Coordinator, and Mrs. Dolores T. Quiambao, Dean of College who inspired us. Chapter 1 Introduction Fast food is food, which is prepared and served quickly at outlets called fast-food restaurants. A restaurant is an establishment that serves prepared food and beverages on tables set for individuals, pairs or larger groups, to be consumed primarily on the premises. Restaurants serve a wide variety of food at a specified cost given on its menu card for on or off the premises consumption. These includes eating establishments where customers are served at walkup or drive away ordering counters for either on or off premises consumption. However, most good restaurant serves food at tables to their customers for on-premises consumption. Many of the restaurant chains, have enhanced their annual sales many times over, well beyond the limits of the tables they can served each day, by offering hot well packed meals through free home delivery service on orders placed through a telephone call. It is a multi-billion peso industry that continues to grow rapidly in many countries. A fast-food restaurant is a restaurant characterized both by food which is supplied quickly after ordering, and by minimal service. The food in these restaurants is often cooked in bulk in advance and kept warm, or reheated to order. Many fast-food restaurants are part of restaurant chains or franchise operations, and standardized foodstuffs are shipped to each restaurant from central locations. In today‟s world, going to a restaurant has more to do with socializing then to just having a meal. Only a few decades back restaurants were specifically targeting families, which situation does not hold true today. Nowadays, even children; regularly eat out with their friends, on their own. Therefore, restaurants are not just about food of ambience. On a macro level, they are an important contributor to the economy while on personal levels it provides us with a place to easily connect with others. 2003 in Iloilo City by businessman Edgar Sia II . and bangus sinigangs. pinoy and keso burgers. operates quick service restaurants. As of November 22. Mang Inasal endeavors to adhere to elements that bear a distinctively Pinoy stamp-grilling with charcoal. by which Jollibee. It specializes in chicken inasal and various pinoy products. WOK Express and Greenwich are few examples. This leads to the birth of fast food chains. beef sinigangs. Mang Inasal. Chowking. Visayas. McDonalds. Inc. was first established on December 12. It has additional offices in Luzon. It has been fast growing in the industry because of low budget of capital and easy to manage due to franchise offers from different sectors. the Philippines. Mang Inasal Philippines. The growing popularity of the industry gave way for many businessmen to put up many branches or chains in different parts of the country. The company was founded in 2003 and is based in Iloilo City. People prefer to go into fast food chains not just because of their food preference but because they serve their customer in a quick manner. Malls have been the place for these because consumers are more of hanging out while eating than buying and going around the mall. serving chicken inasal. Company Overview Mang Inasal Philippines. The company„s menu include pinoy palamigs. operates as a subsidiary of Jollibee Foods Corp. a marinade concocted out of . and Mindanao. Company Profile Mang Inasal (Ilonggo term for Mr. KFC. Apart from the usual food presentations of multinational food company copycats.Background of the Study Fast food industry has been in existence for the past years. Fast Food Industry is now evolving in the food service industry. Barbecue). the Philippines fastest growing barbeque fast food chain. 2010. rice wrapped in banana leaves. Inc. pork barbeque and other Filipino favorites. Zamboanga. Batangas. Cagayan De Oro. Currently. La Union. Mang Inasal is operating at the following areas: Bacolod. Cavite. Koronadal. banana leaves. Mang Inasal Iloilo Corporate Office is located at Four-Season Hotel. Tacloban. laging masarap. Agusan.local spices and herbs. Pampanga. Iloilo City. Bulacan.. Laguna. Delgado St. Ozamiz.000 employees system wide. Mindoro. Manila Corporate Office located at 2316 Aurora Boulevard. and other ingredients. Tramo St. Davao del Norte. Mang Inasal is targeting to open 500 stores before 2012. Baguio. Surigao. Tuguegarao. MANG INASAL is doing its share in alleviating the unemployment burden of the country. Pangasinan. vegetables. Bicutan. You can also visit its website at www. bamboo sticks for skewers. Ilocos Sur and Tarlac. Tagaytay. there are 306 branches nationwide and with over 8. Roxas. at laging abotkaya” so that the Pinoy can truly say. Boracay. Naga City. Palawan. Metro Manila. Cebu. Pasay City with fax number (02) 854-5692. Iligan. charcoal..com In Mang Inasal. “Pinagsikapan naming laging mabilis. and the ambience that encourages kinamot (Ilonggo term in eating with the hands) whenever chicken inasal is served. The office fax numbers are (033) 508-7111 and (033) 508-5111. Pagadian. “Kumbinsing!” .com or you can email at info@manginasal. Iloilo. Davao del Sur. It also indirectly gives income-generating activities to many. General Santos. The presence of every MANG INASAL in a certain area provides not only employment but also opportunities to community members including suppliers of kalamansi.manginasal. Lucena. Davao. bamboo sticks. Injap stands for Intsik-Japan. is originally from Japan. Mang Inasal was instantly loved by Ilonggos. The chicken is held by a bamboo stick and the rice is wrapped in bamboo leaf. thus generating jobs in the communities where they operate. The secret. it branched out to the rest of Visayas. His parents gave his the nickname Injap because Sia is originally from China while Jaruda. Each store employs an average of 40 people. 2003. . This has become a market for local products needed by the store. the specialty of which is grilled chicken. His parents are businesspersons and it was expected that he take up some business-related course in college. Then. a photo developing shop. Sia's first taste of running a business was when he was 20 years old. one of the fastest growing food companies in the Philippines. with 10 being franchised. Mang Inasal is well-received there.Edgar Sia: The man behind Mang Inasal * Sia recently received the Urban Leadership Award from the Canadian Urban Institute (CUI) Edgar "Injap" Sia II is the man behind Mang Inasal. he cooked up the idea of operating Mang Inasal. his mother's name. Then. All these are based in Iloilo. too despite the stiff competition in the grilled food business. which has become a modern icon of the Ilonggo culinary culture. It opened on December 12. followed by Mister Labada. It was open for franchise in 2005. Mindanao and Manila. It was at the FourSeason Hotel. He took up Architecture instead. of course is the use local herbs and spices that make the chicken taste good. Mang Inasal has 23 branches. Sia is targeting 100 outlets by 2009. then Injap Color Express. a Laundromat. Importance of the Study Since Mang Inasal is all about Food and Beverage. Bangus. Pecho. Edgar Sia for individual awardees and Iloilo Dinagyang Foundation Incorporated. This honors those who have made outstanding contributions to the enhancement of the public realm and the quality of life in the Metro Iloilo-Guimaras area. There are 10 awardees from Iloilo City. Pinoy Mirienda. Bihon. Iloilo Washington Commercial. Pinoy Panamis. Pancit Molo. and more. Batchoy. Wings. This is the second holding of the Urban Leadership Awards. Sonia Cadornigara.Grilled chicken isn't the only fare that Mang Inasal offers. Sia revived Deco's last September 2007. Luisa "Marissa" Segovia. SM Waste Market Fair. know its mission and vision for the benefits of the patronizes and since Mang Inasal is the fastest growing quick serve restaurant (QSR) in the country today. They have Sisig. They are Sia. Robinsons Mall and Gaisano City. Sia recently received the Urban Leadership Award from the Canadian Urban Institute (CUI). Fish and Pork Sinigang. . Chicken Feet. Pinoy Pampagana. it is important to make a study to be able to know how it is being served. Ma. It has branches in Delgado. Pinoy Burger. Liver and Baticulon. Jaro Archdiocesan Social Action Center (JASAC). for the organization awardees. Grilled Pork. Henry Baviera. After the success of Mang Inasal. it is important to know some facts for the upcoming restaurant aspiring entrepreneurs in Fast Food industry. a product that categorizes as one of the most highly in demand in food. Taytay sa Kauswagan and Callbox. considered as the original batchoy. but it is more specialized and focused on the external environment and important factors "out there" that can affect present and future business. Economic. quite similar to the SWOT model. The next step is to create a business strategy or strategies that will take advantage of these trends and changes. while minimizing risk to the company from those trends and changes Internal and External Analysis are also applied in this paper. the bargaining power of suppliers. social and technological factors are identified which is the first step. It focuses on internal factors that give an organization certain advantages and disadvantages in meeting the needs of its target market. once political. the threat of substitute products. The researcher was able to have an interview with the employees in the business branch at SM Pampanga. weakness. company profile and in the internet. the bargaining power of customers. The PEST acronym stands for Political. and competitive rivalry within an industry. Internal Analysis are the strengths and weaknesses of a company.Research and Design Methodology This paper is entirely based on the availability of primary data we gathered from employee interview. Strengths refer to core competencies that give the firm or industry an advantage . If a company fully understands the nature of the Porter‟s five forces. economic. Five forces analysis looks at five key areas namely the threat of new entrants. In this paper it also used Porter‟s Five Forces of Competition model that a company must seek to understand the nature of its competitive environment if it is to be successful in achieving its objectives and in establishing appropriate strategies. The PEST Analysis or model is another tool. Of course. The PEST model is also used in this paper. opportunities and threats of the business. This data are presented to determine the strengths. it will be in a stronger position to defend itself against any threats and to influence the forces with its strategy. In this paper it includes the Competitive Analysis and Industry Analysis. and where it could be in the future. SWOT analysis helps to distinguish between where your business is today. Social and Technological. and particularly appreciates which one is the most important. Weaknesses refer to any limitations a company faces in developing or implementing a strategy. Weaknesses should also be examined from a customer perspective because customers often perceive weaknesses that a company cannot see. * We are limiting our study of the Strategic Marketing Management with Mang Inasal Philippines Inc. That is. it should be considered external to the firm. Both opportunities and threats exist independently of the firm. opportunities are situations that exist but must be acted on if the firm is to benefit from them. . The way to differentiate between a strength and weakness from an opportunity or threat is to ask. at SM Pampanga financial statement as management policy and confidentiality. Opportunities refer to favorable conditions in the environment that could produce rewards for the organization if acted upon properly.in meeting the needs of its target markets. Any analysis of company strengths should be market oriented/customer focused because strengths are only meaningful when they assist the firm in meeting customer needs. While the External Analysis examines opportunities and threats that exist in the environment. Threats refer to conditions or barriers that may prevent the firms from reaching its objectives. would this issue exist if the company did not exist? If the answer is yes. Technology 5. Products or Services 3. Self-Concept 8. Markets 4. Customers 2. Concern for survival and growth profitability 6. Concern for employees Yes          NO . Concern for public image 9.Chapter II Mission and Vision Statements Vision To be the preferred quick service restaurant of every pinoy everywhere! Mission To consistently provide our customers a great pinoy dining experience. Components 1. Philosophy 7. Concerns for survival. . Markets . Their emphasis of competition is within the philippine. growth.(Is the firm committed to growth and financial soundness) ”We continuously grow our business” The company would conduct its operations very well to provide the profits. and profitability . Products and Services .(Is the firm technologically current?) Mang Inasal is not technologically current and there‟s no mentioned about technology but the product is served made to order in fastest way because Mang Inasal is a Quick Service Restaurant. where does the firm compete?) Mang Inasal is a nationwide company. Their target market are the filipiino people. growth which will ensure Siemens‟ success in the future.(Who are the firm‟s customers?) Mang Inasal customers are the pinoy as stated in V/M statement.(Geographically. Technology .Customers .(What are the firm‟s major product and services?) Mang Inasal offers Quick Service Restaurant (QSR) for dining experience as stated in M/V statements. concept .(What are the firm‟s basic values.(Are employees a valuable asset of the firm?) . Siemens was able to capture large hospitals in the Philippines to be its primary customers. products and services. community.” Siemens aims to satisfy its customers and have a sense of responsibility to its environment.” Siemens has a strong sense of responsibility towards society and its environment. and environmental concerns?) ”We have a strong sense of responsibility towards society and the environment. Concern for public image . beliefs. Self .(What is the firm‟s major competitive advantage?) ”We provide best-in-class electrical and electronic engineering solutions. Concern for employees .(Is the firm responsive to social.” As of the moment.Philosophy . ethical priorities of the firm?) ”A learning organization with dynamic integrated business processes. Recommended Mission and Vision (If any) .”To be the preferred employer through an effective people management system“ Siemens makes sure that its employees would be the best in their respective fields. They also help motivate their employees and give them rewards for their exceptional abilities. (+) (+) Rapid increase of population and will increase their market share. Economic Trend (+) There are people willing to pay for the convenience that Mang Inasal has even if many people are minimizing their expense. Social – Cultura (+) (-) Filipino‟s love for food Changing Preference of Customers .Chapter III External Assessment (negative and positive assessment) a) Key External Forces i. iii. Political – Legal (Government‟s Positions) (-) Purchasing power of the Filipinos weak because of the unstableness of the administration. ii. The Philippines imports fuel from other countries. This definitely affects the market profitability of business. Present but not very significant government regulation. (-) (+) (-) 12% value added tax Rising consumer awareness on health and safety concerns Oil Price Hike. It affects the whole operation of the business. Technological (+) (+) Delivery Service within Metro Manila through text and call. Tokyo Tokyo and dennis the grill boy are threat it can kill the strategy of Mang Inasal. (+) convenience.(+) The power of media to the consumers. (-) the rise of other restaurants that offering unlimited rice in the Working class has no time to cook. Dennis “The Grill Boy” (Unlimited Rice) CONSUMERS Ages 3 – 75 yrs. old Class C and above . Internet access. Magazine and Newspaper Ads and by using well-known personalities for its advertisement. iv. Mang Inasal has TV commercials. SUPPLIERS INDUSTRY RIVALRY Tokyo – tokyo. Through this you can easily advertise your product and it is an advantage for Mang Inasal because it has a website. find fast foods for market ex. b) Competitive Analysis – Porter 5 Forces Model SUBSTITUTES Any other food products. Bargaining Power of Suppliers Most fast food restaurants acquire the raw and other materials used for their business operations from local suppliers and some international. Anything above the price range of fast food joints would be considered expensive. Economies of Scale. and those families who like bonding activities) BARRIERS TO ENTRY Brand Loyalty. while anything lower would mean it‟s cheap. The prices for the products and services set by fast food restaurants has become the standard on how consumers would want to spend on food. Given that the inventory for the food served is crucial in any quick service .(The Primary target of Mang Inasal includes students. and Import Taxes 5 forces of competition Competitor Threat of new entrant Development of substitute products Bargaining power of customers Bargaining power of suppliers Low Moderate high      Bargaining Power of Consumers Mang Inasal Philippines Inc. caters to almost everyone regardless of volume. Most consumers think that the prices set by the restaurants are reasonable and affordable because they offer value meals and other pricing strategies. There are so many branches and it has established its own reputation that the bargaining power of consumer is weak because the fast food industry principally dictates what masses eat. This just goes to show that the consumers in the fast food industry really do not have much bargaining power as they think they do. professionals. purpose and location. So brand favoritisms of the consumers are a barrier for them to monopolize the fast food industry. Some of the substitutes are the instant noodles with several flavorings and other frozen products that can be bought in local and foreign markets. Mang Inasal or any QSR cannot operate if there is no food to be served. Basically. formerly called Pupung and Friends. Pressure Substitutes on the Business There are a lot of substitutes for almost everything nowadays. It is important to have rice and a viand as part of the meals of the Philippine consumers therefore the threat of substitute for what Mang Inasal is offering to its consumers is considerably high. over the years developed their own commissary system to eliminate the relatively strong bargaining power of suppliers in the industry. Fast food chains are not exempted from this because thus the examples of substitute to the menu that Mang Inasal offers to its consumers. Bangus Belly. and other all-time Pinoy favorites. the import tax that Mang Inasal has to pay every time they import their raw materials from other countries could also affect their business as a whole. Tokyo Tokyo is a leading Japanese QSR chain that presently operates over 50 branches located in the Philippines.an order of a meal would cost 75php – 125php which is very affordable considering they are offer unlimited rice. . suppliers in this industry can go way back to the agricultural. Other than those people manufacturing the food. Entry Barriers Mang Inasal Philippines Inc. Steak. Industry Rivals. anything that can sustain or feed the cravings of a person is a viable substitute for fast food. the suppliers of these inventories greatly affects operations. Aside from Tokyo Tokyo is Dennis The Grill boy. Mang Inasal Philippines Inc. this restaurant serves Pinoy comfort such as Liempo. Likewise. Barbeque. is aware that it is the procedure on how they make their distinct mark with their products that makes them stand out that their patrons choose them over some other fast food chain.restaurant. meat and poultry farms and packaging companies. That offering unlimited rice same as Mang Inasal but they are different in the product line that they are offering in the market. Evidentially. Large companies have advantages in purchasing. and at very affordable or. food kiosks. find fast foods of great convenience. it barbequed chicken dish this is what Filipinos like. consumer tastes. The profitability of individual companies can vary: while QSRs rely on efficient operations and high volume sales. The rise of fast food restaurants or kiosks has often been linked with urban development this kind of notion can be typically seen in Filipinos. most of the time. delis. FSRs rely on high-margin items and effective marketing. Despite the country's low GDP growth rate last year of 2. and gas stations. and convenience stores. including grocery stores. “Demographics. In addition.69% the fast food industry grew by as much as 5%. take for example Mang Inasal. Small companies can offer superior food or service. warehouse clubs. supermarkets or grocery stores. In the most recent survey expenditures of dining out of Filipinos (not including the corporate expenditures) is growing 1520% per annum for the past ten years with 50% the restaurant industry comes from the fast food industry. 2009) . who don‟t know how to cook or don‟t have time to cook. and personal income drive demand. and marketing.Industry Analysis Description of the Fast Food Industry An overview of the fast food industry highlights availability of meals that serve the need to eat even during tight work or school schedules. The fast food industry now operates out of convenience stores. restaurants compete with home cooking. mostly parents or people who live on their own. Restaurants compete with companies that serve meals or prepared foods. Fast food restaurants also try to fit their menus according to the taste and preference of the masses. Individuals. Individuals can now eat their food anywhere and anytime. (Miranda.” The fast food industry in the Philippines is growing bigger and bigger ever since 1980's. coffee shops. Some fast food restaurants also offer packaged foods or “take-aways”. finance. cheap prices. 4% growth in 2007 (NSCB.3% growth in 2008 (Index Mundi. 2009). Any sudden and drastic change in price might push the customers to find other food providers. The raw materials that are being used and bought will tend to be more costly if the Philippine peso depreciates.4% growth in the Philippines‟ GDP in 2006 (Goliath Business News. In this case product innovation is done to get the attention of customers and most especially the non-customers of the company so that they will have a chance to steal some market share of their competitors. the 7. 2008) and the 7. Pricing also is an important to consider given that the target market of Mang Inasal is considered to be price sensitive. innovation is important because competition in the fast food industry is very tight.. to offer its customers with good food. acquisition or consumption that may satisfy a need or want. Product innovation is a must as it adds value to the company since products are being offered to the market for attention. “the test of the pudding is in the eating. As the saying goes. Mang Inasal . there many others than can provide Mang Inasal customers with other alternatives. Major Industry Contribution Since Mang Inasal Philippines Inc. should be maintained and standardized. With a 5.” It is imperative for Mang Inasal. to keep the customers hooked and coming back for more. They must then make sure that the taste. 2007). And in the industry that Mang Inasal is in.Key Success Factors in the Industry In a company such as Mang Inasal. still affordable to its customers. Having many foreign-owned food corporations being franchised in the Philippines. Freshness and quality of ingredients should also be maintained as part of maintaining high standards with their products. it can be considered as a threat to Mang Inasal Philippines Inc. which the customers have grown accustomed. It must then be ensured that products of Mang Inasal are priced in a way that highlights value at the same time. knowing that patronizing foreign goods and services are one of the qualities most Filipino consumers have today. is a listed company in the Philippine Stock Exchange that publicly trades in the stock exchange is not exempt from the erratic conditions of the stock market every day. being in the fast food industry. With the culture and tradition of Filipinos. As it contributes to lessening the number of unemployment rate in the country and to cope with the erratic inflation rate that is experienced every day. Mang Inasal 2. Top 3 Players (Unlimited Rice within SM Pampanga) 1.Philippines Inc. Mang Inasal is where people celebrate their occasions because of the reputation Mang Inasal has established on Filipino People which really boosts their income. Dennis the Grill Boy 3. being a popular fast food chain varies and changes its menu periodically to entice its consumers to patronize their products for the long term. Tokyo tokyo . quality control. Organizing. Motivating. Sia II  Chairman / CEO Ferdinand J. Controlling. dining and grill. Recently. counter.Operations  Operations started the year with the release of the revised Operations manual for the five basic stations namely kitchen. brought about by the opportunities encountered by the stores in handling .Chapter IV Internal Assessment a. Management (Planning. Sia  President / COO  As we aspire to make Mang Inasal a globally competitive company that gives pride and inspiration to every Filipino. with everyone‟s cooperation we will surpass the challenges that come our way and even conquer them with flying colors! OPERATIONS Elmer Hementera  VP . we released the revised Cash Control Policies. Organizational Structure) Edgar J. Staffing. It has its own laboratory for product analysis. . but on other aspects of running the business as well. The new Commissary became fully operational last February 2010 and has a capacity of processing 30 tons of dressed chicken daily. We will continue to ensure all stores will have their quality raw materials delivered on time. a new and bigger branch was put up in Taguig City with a total floor area of 5.) as well as ways to manage expenses. Upcoming Operations activities are focused on how to manage food cost and food cost variance troubleshooting. How sales targets are achieved. the biggest expense in the PnL. we have also started teaching the managers how to compute for the food cost. (good Cycle of Service. We are in the continuing process of reinforcing the knowledge and skills of the management team members and crew on the “Basics of our Operations” focusing not only on the systems and procedures embodied in the revised Operations Manual. thus.840 square meters. COMMISSARY James V.of sales and funds. Recently. etc. improvement of existing products as well as development of new exciting ones on the last quarter of the year. are the orders of the day.Commissary  The Commissary is in a continuous effort to produce and distribute high quality products to all its branches. GRC concept. Dy  VP . Skills of managers in the achievement of sales objectives and management of controllable expenses are now being honed –with store management teams coming up with daily targets for sales and expenses. The head of the department sees to it that well-developed accounting systems and internal controls are operational and in place. . It keeps receivables in check and the collections on track. This is in compliance with the disclosure requirements of the Securities and Exchange Commission. FINANCE AND CONTROLLERSHIP Venancio C. This is because periodic and timely accounting reports to the board are a major tool for decision making. Parcon  VP – Finance  The Finance and Controllership Department is responsible for gathering financial related reports from various segments of the Company and prepares consolidated Financial Statements in accordance with applicable Philippine Financial Reporting Standards. Currently implementing measures to further improve efficiency in the treasury system. Sia  EVP – Treasury  The Office of the Treasury is tasked to keep the company in a sound financial status.TREASURY Shella A. We ensure that our people demonstrate the proper knowledge. . As BDD is gearing up towards its 300th store in October of this year (with more than 50 stores already on process and lined up to open first quarter of next year).a mark on history not only in Mang Inasal but in the whole fast-food industry as well. skills and attitude in the performance of the job. BUSINESS DEVELOPMENT Marvin Ramos  BDD Head  The BDD or Business Development Department‟s creation on January 2009 made a big impact on Mang Inasal‟s growing status (number of stores built. a phenomenal achievement was recorded when it opened 100 stores in just a year (2009) . growth and success will be inevitable for Mang Inasal.HUMAN RESOURCE Jess Nemenzo  Corporate HR Manager  The Human Resource Department champions the hopes and aspirations of its people. From its 100 total stores opened in five years (2003-2008). It journeys with the organization towards the full realization of holistic people development. alignment to quality and improvement and creation of new store designs). Chairman Edgar Sia II said the public listing strategy is to “further improve transparency of Mang Inasal where the emphasis is on good management because of public accountability.” said the Chairman.MARKETING Enri Ruiz De Luzuriaga  Marketing Manager  Marketing is developing new strategies and brand direction which will help Mang Inasal become a leader in innovation. “The company. intends to raise more funds to build more commissaries. He also added that the company. creativity. 2003. “Mang Inasal gears up to go public” Mang Inasal Philippines Inc. has tapped Fortman Cline as its financial advisory firm to handle the preparations for listing with the Philippine Stock Exchange. and customer relations in the years to come. . is preparing for its planned Initial Public Offering (IPO) in the first quarter of 2011 as it remains confident of good business potential and further expansion. “The IPO is also a vehicle for employees and existing franchisees to invest in Mang Inasal so they could benefit more through dividends. that opened its first store last Dec. company stores and a permanent headquarters. 12. the first of its kind in the Philippine franchising industry. The Taguig commissary has a state-of-the-art testing . Mang Inasal Philippines Inc. 2003 and in a span of seven years. Taguig is now fully operational. announced VP .” said President Ferdinand Sia. 2003.Dy further added that the new Taguig Commissary is compliant with Triple A meat processing plant standards.” said the Chairman. Dy. 12. company stores and a permanent headquarters. “The IPO is also a vehicle for employees and existing franchisees to invest in Mang Inasal so they could benefit more through dividends. He also added that the company. has made a name for itself as the first homegrown fast-food barbecue chain in the Philippines and the first of its kind in the country‟s franchise industry. Mang Inasal opened at Robinson‟s Place in Iloilo City last December 12. Chairman Edgar Sia II said the public listing strategy is to “further improve transparency of Mang Inasal where the emphasis is on good management because of public accountability. is set to open its 300th store by October 2010. New commissary in Taguig now fully operational The new Mang Inasal commissary at Manalac Industrial Estate in Bagumbayan. the first of its kind in the Philippine franchising industry. is preparing for its planned Initial Public Offering (IPO) in the first quarter of 2011 as it remains confident of good business potential and further expansion. has tapped Fortman Cline as its financial advisory firm to handle the preparations for listing with the Philippine Stock Exchange.Commissary James V.“Most of our expansion now will be in the provinces since we are all over most of the Metro Manila areas already. intends to raise more funds to build more commissaries.300Th Store opens on October TRUE to its quest of being the foremost Quick Service Restaurant in the Philippines. The expansion of succeeding stores will be in the north and south of Luzon and in some parts of Mindanao like Tawi-tawi and as far as Aparri. “The company. that opened its first store last Dec.Mang Inasal Philippines Inc. the delivery system is being serviced by Pilipinas Teleserve Inc. According to Mang Inasal President Ferdinand Sia.840 square meters. as well as development of new ones. There are 32 strategically located stores that serve as delivery hubs for motorcycle riding delivery men. It became fully operational on February 2010 and has a daily processing capacity of 30 tons of dressed chicken. The new commissary in Taguig City has a total floor area of 5. improvement of existing products.Sia also said that another commissary is being constructed in Toril. Metro Manila residents can start dialing the centralized number 733-1111 and give their Mang Inasal orders for delivery anywhere in the metropolis.. It also has its own laboratory for product analysis. . We Deliver! Dial 733-1111 Within Metro Manila Starting middle of September this year. The President said the centralized number system is to make the delivery of Mang Inasal orders faster and reliable as part of the company‟s service values that include excellent customer service and market leadership. one of the Philippines‟ leading service providers for fast food chain deliveries. It is expected to take 2 to 3 months for Mang Inasal to get a good grasp of the delivery market in Metro Manila.laboratory and a modern metal detectorconveyor machine to check meat quality.The Davao commissary will be operational in September this year and is expected to also augment the needs of Mang Inasal‟s Luzon stores. Davao City to supply Mang Inasal‟s Mindanao requirements. There are several marketing activations in line to hype our new delivery program. After retiring early as an Opening Team Manager for Jollibee (Freemont) Foods Corporation that facilitated the opening of 14 outlets in Visayas and Mindanao. Mang Inasal‟s new Vice President for Training since March this year. Stephen Covey‟s Institute (7 Habits of Highly Effective People ).Formerly the company‟s organizational development consultant in 2003. Among his other short term training and consulting clients in the Service Industry are Thirsty Shakes and Juices – Cebu ( 100 branches ). “The academy is hoped to revolutionize the training department of the organization. Management Team. Human Potential and other related fields. is upbeat over the training series that comes with the opening of the company‟s new training center. Laguna Group of .Abela is a Psychology graduate of the University of the Philippines in Cebu and has finished courses on the following institutes : Rizal Youth Leadership Training Institute.Mang Inasal 1st Franchise Conference set in 2011 The 1st Mang Inasal Franchise Conference will be scheduled on the first quarter of 2011 at least a month before the company goes public and gives its Initial Public Offering (IPO). Crew Development and Support Units or departments.” said Abela. VP upbeat over training series Gil Pangilinan Abela Jr. Purposeful Stewardship Institute. Abela is now setting up Mang Inasal‟s Academy of Learning with customized programs for the Managing Directors. he started his consulting and training outfit by August 2000 called Koncepts and More. Crepes and Coffee ) – Tomas Morato. Fancy (Cakes. Quezon City.President Ferdinand Sia said there are many details to be discussed during the conference on the direction of the company and ways to further improve the system. Companies ( Laguna Catering. The Mang Inasal Training Academy at the former commissary in Tramo. The reconstruction of the commissary into a training center started in March 2010 and includes a mock-up of a typical Mang Inasal store. . Jollibee Foods Corporation Visayas and Mindanao Stores. Manila. De Luzuriaga is new marketing head Mang Inasal has a new marketing head in the person of Enrique Ruiz de Luzuriaga who began office last June 26. Bantayan Island Resorts Association. services and food quality. Badian Island Resort and Spa. The certification program for employees will soon become a requirement prior to the opening of any new Mang Inasal store. and restaurants. dealers and dining crew trained and certified. This is a certification program for all who work with Mang Inasal. New training center in Tramo now open Expect more improvements in Mang Inasal‟s services as staff and crew get trained and certified in the new training center that is now operational at the former commissary in Tramo. President Ferdinand Sia said the training center is part of the company‟s thrust in improving operations. Laguna Cafe. He has recently returned from the US to work for Mang Inasal. USA. aims to further strengthen the learning of company employees with complete kitchen set-up. digital agencies. Laguna Iloilo and Lemon Grass ). cashiers. Laguna Garden. Kublai Khan – Cebu.” said the President. Metro Manila.De Luzuriaga comes from the advertising industry. He has worked for ad agencies. blog networks. 2010. “Existing stores will be required to have their store employees. facilities and training rooms. call centers. His favorite saying: I love my job. UnileverVismin Sales Team and others. He holds a master‟s degree in Integrated Marketing from Golden Gate University in San Francisco. 55-year-old Marina Molina. they have helped so many families. and the industry of more than 10 barangays supplying the bamboo tinik variety. and the round and thin ones for the pork barbecue. The “green gold” is a blessing for Maasin‟s poor families that comprise majority of the town‟s total population of 40. Supplying bamboo sticks Every week. from Brgy.” says Molina who earns a profit of P10. The first supplier of IKM..Even though the festival‟s popularity picked up.000 or more a week from the sales of bamboo barbecue sticks alone. it did not make much of a dent on the over-supply to such a point that it was the buyers who were dictating the prices.000 who used to rely on subsistence farming. By 2007. much to the discouragement of the Maasin farmers spread out in 50 barangays. Marina and her fellow contractors earn a commission of at least a peso per stick. the determination of Maasin Mayor Mariano Malones Sr. all this was a thing of the past when what used to be grass taken for granted is now a precious commodity called “green gold” – thanks to the expansion of Mang Inasal. The rest is used to pay for the bamboos and the workers. Inabasan was able to make two children graduate from college all because of the income that comes from the “green gold”. ”We are thankful for the opportunities that Mang Inasal has given us. Marina has shared her blessings to friends and relatives like . Iloilo – In the late 90s.„green gold‟ improves economy of a small town MAASIN. Iloilo Kawayan Marketing (IKM) delivers an equivalent of a thousand bamboo poles coming from six contractors who in turn employ more than 180 households to cut and process the three types of bamboo barbecue sticks used for barbecuing chicken legs and other parts. there was such a glut of bamboos in the small Iloilo town of Maasin that the mayor decided to turn it into a tourism attraction with a bamboo-themed festival called Tultugan. splitting.” says Marilou. One opportunity begets another It was in 2005 when Mayor Malones began his bamboo barbecue stick business in a bid to help Maasin‟s farmers deal with the over-supply of bamboos. forcing IKM to get other bamboos from nearby towns. the bamboo suppliers led by Marina discuss the Mayor‟s request .What happened next was a trial and error process on top of a series of trainings until the bamboo workers had perfected the method of coming up with barbecue sticks that were polished and mould-free. By 2006.Marilou Rote and Adoracion Manda who started being bamboo contractors only in July this year as Mang Inasal‟s expansion has created a need for more barbecue sticks. slicing. IKM was already supplying bamboo chopsticks to several Chinese restaurants in Manila. drying and polishing of the bamboo poles. We used to plant and sell vegetables and have other sidelines just to survive. Nasaka. Even though 4.Mayor Malones saw an opportunity to supply Mang Inasal in 2007 when he noticed that the barbecue chain had only one kind of barbecue stick and offered to supply it. IKM has 40 workers and four sets of machines worth several millions that work on the cutting. Naslo which happens to be beside the house of Mayor Malones.000 hectares is planted to the bamboo tinik variety alone – it could supply only 70 percent of Mang Inasal‟s barbecue sticks. A 34-year-old mother of four from Brgy.000 hectares of Maasin‟s total land area of 17. Expanding with Mang Inasal At the IKM factory in Brgy. “The income has helped us a lot. 7 hectares. developed a project dubbed as the “MANG INASAL FOREST”. MANG INASAL PHILIPPINES. Inc.for improved workmanship after he noticed that some bamboo sticks were not up to standard. Revenue District Office no. TOP TAXPAYER AWARD EDGAR J.This project will educate people to be sustainable by taking care of the environment. INC. The project is located at Brgy. the greater source of pride for Mayor Malones and Maasin‟s bamboo suppliers is their being a major partner of the country‟s leading fast food barbecue chain that has remained loyal to them. Sia II was also recently awarded as one of the top business taxpayers of the City of Iloilo. 2. .Edgar J. This will be a huge project by Mang Inasal which is always committed towards a clean environment and better livelihood for the Filipino people. Chairman/CEO of Mang Inasal Philippines. IKM‟s work of improving the lives of farmers has been noticed by the Department of Trade and Industry that has recognized the company as a finalist for the Outstanding OTOP (One Town One Product) Awards last Oct. 2009. “MANG INASAL FOREST” In this historic step. was awarded the 2008 top individual taxpayer by the Bureau of Internal Revenue (BIR). faithful observance of tax rules and regulations and conscientious payment of taxes to the government. The company acquired the property last January 2010. we will also look for more bamboo farmers and suppliers and sustain those who are already working with us. 74 of Iloilo City. SIA II. Millan. BIR acknowledge the Chairman for his significant contribution and valuable cooperation in the implementation of various programs of the agency.However.” says Mayor Malones. Sibunag. “We are also doing our best to keep up with Mang Inasal‟s brand of quality services and with their expansion. Guimaras and has a total land area of 19. and integrated business software and hardware systems. a Swiss entity. Oracle is the world‟s “most complete. Chairman Edgar Sia II signed a contract with the company‟s Philippine representatives to use Oracle‟s ERP software. Mang Inasal Chairman Edgar Sia II signs the contract with Jose Catequista of Manabat Sanagustin & Co. including excellent system availability.” . Mang Inasal is poised for business dominance in the fast food industry. open. with more than 370. and low total cost of ownership. Oracle‟s open architecture and multiple operating-system options gives our customers unmatched benefits from industry-leading products. Oracle describes itself as “the only vendor able to offer a complete technology stack in which every layer is integrated to work together as a single system. has engaged the external audit service of certified public accountants Manabat Sanagustin & Co. In addition. scalability. It is presently “the fastest growing professional service provider in the field of audit. The highly respected accounting firm is a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”). tax and advisory services. Mang Inasal Philippines Inc. powerful performance. energy efficiency. ORACLE AND MANG INASAL begins its partnership with Mang Inasal Chairman Edgar Sia II recently signing a contract together with representatives of Oracle in the Philippines led by Abigail Yap-Ang. For the year 2010 accounting period.Oracle helps Mang Inasal‟s efficiency By aquiring an Enterprise Resource Planning software (ERP) of Oracle thru its Philippine affiliate. Active Business Solutions.000 customers” globally. Geovan Ang and Stef Villamejor. Last December 2009. Franchisee Testimony MID Investment Pays Off (Arian Chua and Mang Inasal) BACOLOD City -- Owning a brand new car is no big deal for most moneyed men but for young businessman Arian Chua, driving the silver Toyota Land Cruiser he bought this year gives him a different kind of satisfaction and happiness. It‟s not just a toy for the big boys. The vehicle tells the story of how the 30-year-old Marketing graduate of La Salle Bacolod would not have been around buying his second car, traveling several times abroad and constructing his dream house were it not for Mang Inasal helping him to do business just in the nick of time. A year after graduating from La Salle Bacolod in 2001, Arian took a care-giving course with hopes of working abroad the following year but he was twice denied his visa in 2002.Thinking of his options, Arian planned to get into the restaurant business but was not sure exactly where to begin. Believing in Mang Inasal‟s Potential Franchising was just a vision then for the Mang Inasal management but it knew it was serious about the strategy and planned to be the country‟s first fast-food barbecue chain with 500 stores nationwide by 2012.It may be because of the seemingly wild vision of Mang Inasal or the need to invest but either way, Arian checked out the possibility of putting up Mang Inasal restaurants in Bacolod City in 2003. “Friends and associates were telling me I better think twice of investing on Mang Inasal because Bacolod is Inasal country and it might not click,” says Arian. Not one to be impulsive, Arian observed how Mang Inasal did business in its newly opened branches in the cities of Davao and Iloilo, checking sales and feedback and found it to be lucrative and systematic. Together with his partners Tiffany Ang, younger brother Richie Chua, and friend Michael Javelosa as major stockholders, they formed the Bacolod Prime Food Corporation. They then bought a Mang Inasal franchise and opened Bacolod City‟s first Mang Inasal restaurant on March 2006 in Libertad with the second one opening at the East Block on October of the same year. In 2007, Bacolod Prime Food Corporation opened its 3rd Mang Inasal branch at Gaisano Mall, followed by three more branches in 2008 and another one the following year. Good sales, more stores In the same year Arian and his partners were opening their first store in Bacolod, they were also setting up shop in Cagayan de Oro and now counts five branches in CDO and one in nearby Iligan City. Arian says they were able to put up that many branches because the sales is good – as in the case of its SM City Branch in Bacolod where it took only a year and three months to pay off franchise and construction expenses.Every success story comes with hard work. Arian has experienced mopping floors and even doing the asal work himself when there is manpower shortage.These days, his brother Richie is in-charge of the office and warehouse in Bacolod‟s North Drive while Tiffany deals with the finances. Meantime, things are looking up. His dream house from Mang Inasal earnings begins construction this September in Ayala Land and he and his partners are negotiating the construction of more branches in downtown Bacolod City.“I am grateful to Injap and Mang Inasal for the good break. I am impressed with how the company has reached its dreams and has more than exceeded expectations,” says Arian.Arian gamely poses beside his P5.3 million silver, all options Toyota Land Cruiser in front of the Mang Inasal SM City Bacolod branch holding the now-famous barbecued chicken. The vehicle‟s “MID” plate number stands for Mang Inasal Decos, a tribute to the two franchise businesses that has made him a multi-millionaire. The thumbs up is a tribute to that one moment in his life when he decided to take the risk and venture into a business that everybody thought would fail. Employee Testimony Mang Inasal‟s First Employee Intends to Stay Long (Bobby Calumpit) ILOILO City – He was there doing trouble shooting when Mang Inasal first opened at Robinson‟s Place Iloilo last Dec. 12, 2003 and intends to remain with the company he has grown to love until he reaches retirement age. Bobby Calumpita, 45, is Mang Inasal‟s first and longest staying employee to date. Such is his loyalty, good work ethic and competence at troubleshooting. Bobby, now the branch manager of Mang Inasal at Times Square in Gen. Luna St., Iloilo City, remembers his baptism of fire on opening day when the store‟s duct system acted up and on top of that, customers were complaining about the now-accepted Mang Inasal system of lining up to order and pay. “We had to go „open air‟ until the ductwork was fixed and patiently explain to customers about the new system. They had trouble adjusting because in other chicken houses, waiters would go to their tables and get their orders,” explained Bobby, a graduate of Marine Engineering from the University of Iloilo. As the store manager, Bobby and his 17-member crew patiently wooed customers with quick and pleasant service that they kept coming back until word of mouth spread about “that unique chicken barbecue restaurant at Rob. ”Back to the same boss” Prior to his employment as Mang Inasal‟s first store manager, Bobby was a dining supervisor and then banquet manager at Four-Season Hotel, Chairman Sia‟s other business that he started with partners when he was only 19 years old. In 2001, he asked permission to apply for work in a passenger ship but clearly remembers the young Sia telling him to “come back if things don‟t work out. “Bobby must have been destined to work for Mang Inasal because he went home in October 2003 and so happened to pass by at Robinson‟s while the store was ongoing construction. “Sir Edgar saw me and asked if I wanted to work as his store manager and that was how it all started,” says Bobby who later trained the staff urging them to try Mang Inasal.The other stores he has helped put in good condition are the Smallville Iloilo Branch and the first Deco‟s Original La Paz Batchoy Branch in this city‟s La Salette Bldg. All in the family In the nearly seven years that he has been employed with Mang Inasal. in Valeria Street that opened on Aug. Bobby also did a lot of telemarketing and gave out leaflets as well as visiting other establishments. “Sir Edgar has a good . 2007.To this day. says Bobby. It would not be surprising if his children worked with Mang Inasal for this loyal employee only has words of appreciation for the company and his boss. “The residents there told me that the challenge was to stay for more than a year. 2004. the Mang Inasal Binondo branch has uptrend sales despite people saying otherwise at the beginning and Bobby remains satisfied for winning the “Binondo Challenge” in the six months that he stayed there. He worked his manager‟s charm on the senior citizens who liked him not only for the discounts but for his friendly approach and the fact that he would greet them by name.At Binondo. The Binondo challenge Helping new stores with their birthing pains is nothing compared to what he experienced as a store manager in one of Mang Inasal‟s Binondo branch in April 2008. it opened its third branch in Mary Mart Mall on Dec. as purchaser.and crew of other Mang Inasal branches . Demand for Mang Inasal in Iloilo had also increased that in the next five months. noting that Binondo has many senior citizens. Capiz to prepare the crew and store in time for its opening on July 7.He stayed for three years and eight months at the first store and in-between that. competition was stiff as two major Filipino fastfood chains were all over the place. 1.” says Bobby. 25. 2004. he would go to Mang Inasal‟s second branch in Roxas City. Bobby has been able to fend for his family with the eldest of his five children graduating with a degree in Management Accounting from the University of Iloilo and now working with Chairman Sia‟s Injap Investments Inc. all his businesses are successful and he treats his people well.” says Bobby who remains a hands-on manager at Mang Inasal Times Square as he was in the first store at Robinson‟s. .leadership style. 628.686.989.994.830 7.842.075.09 875.62 Operating Profit Margin EBIT Sales 1.563.307 3.98 2.20 875.786 180* 4.050 158* 4.921.14 875.273 2.742 0. Ratios Quick Ratio Current AssetsInventory Current Liabilities Inventory Sales Turnover Inventory Fixed Assets Turnover Total Assets Turnover * Average Payment Period (Days) * Average Collection Period (Days) Gross Profit Margin Sales Fix Assets Sales Total assets Accounts Payable Ave.994.842.50 21.842.989.000 0.742 0. Purchases/day Accounts Receivable Sales per day Sales-CGS Sales Year 1 (2008) 4.000 2.742 8.307 8.29 4.698 3.721.018.686.698 7.000 2.000 0.13 2.542 8.000 2.899.000 3.628.10 Net Profit Margin Net Income Sales 733.563 8.22 .628.436.078 Year 2 (2009) 5.628.286.62 5.742 3.628.Financial Ratios Mang Inasal Philippine Inc.1 3.6 8.842.585 7.766 19.848.830 8.994.9611.601 31.16 2.742 1.288 17.628.078.240.742 3.861 7.9870.598.288 1.842.873 1.6 7.968 7.075.742 0.332.873 0.286.873 0.10 Return on Total Assets Net Income Total Assets 733.842.873 0.16 176* 159* 3.873 3.542 1.288 7. The amount of receivables from the credit card company was automatically placed in the bank account of the business within 3 days. That assures the firms profit is not taken by financing interest costs. Activity The only transaction that is not paid with cash is the credit card purchases by the customers. . The Quick Ratio is close to 1. The management is effectively running the company and utilizing its assets. The resources of the business is said to be used effectively since inventory turnover last for 2-3 days and it utilizes and maximize the business ability to generate more sales and profit.0 on year2005 and 1. (*) – The receivables (in any amount) are still dependent on the 3-day payment of the credit card company to the business. The longest collection period was within 3 days. Leverage The business has no long-term debt. The turnover rate indicates a fast moving inventory. assets and investments. Profitability The business is earning income from the transactions and generated returns from its sales. which evaluates the liquidity of the business if ever inventory cannot be easily converted to cash.Liquidity Mang Inasal Philippine Inc.1 on year 2006. liquidity is doing well since all payable and receivable transactions are made in cash. 787 38.624.886 23.629.082 32.984 3.040 49.684 43.873 (2009) 8.742 7. Cost of Drinks Sold Foods Inventory beg.639) 2.440 20.592 3.405 7. Advertising Communication Other Employee Costs SSS/Phil health exp Insurance Kitchen Utensils Miscellaneous Office Supplies Professional fee Repairs Store Supplies Taxes & Licenses 7.125 10.763 2.342 1.181.787 1.387 5. Income Statement Year-to-Date Amount (2008) Net Sales Gross Sales Less: Sales Discount Net Sales Less: Cost of Sales Drinks Inventory beg.286 16.332.288 4.679) 3.278 39.061 49.144 3.585 287.629 598.629 3. Purchases Total Less: Inventory End.750 14.848.111 1.582 89.Mang Inasal Philippine Inc.563 319.764 500.265 604.764 8.336 23.511 2.867 6.149 2.253 26. Purchases Total Less: Inventory End.718 31.365 33.882.890.066 (30.289 39.291.097.927 (27.074 8.506 41.253 397.313 28.176 81.190 49.814.628.570 24.388 1.670.230 2.821 .332.947 12.842. Free Item Free Item Cost of Sale After Free Item Gross Profit Less: Operating Expenses Royalty Fee Salaries & Bonuses-Sales Salaries & Bonuses-Admin.725 19.302.843 401.781 517. Cost of Food Sold Cost of Sale Bef.021.745 486.940 7.981 496.012 18.010.994.443 24. 982 36.423 235.307 .538 23.617 1.045.798 24.641 39.485 599.909 875.207 276.078.269 733.326 162.231 62.769.698 12.496 66.287.796 61.437 61.447 65.Travel Rentals: Basic Rent Percentage Rent Utilities: Common Area Aircon Electricity Water Other Operating Costs: Ice Gas Janitorial Total Operating Expenses Net Income before Depreciation 32% tax Net Income after tax 11.191 299.000 4.217 411.530 3.485 452.999 190.968 345.344 1.078 299.789 61. 3= minor strength.12 0.Local Culture and Tradition 2.20 0.11 0. Global Financial Crisis 3.Philippines – Agricultural Nation 4. Political Instability TOTAL Weight Rating Weighted score 0.5 0.08 0.48 0.30 0. Foreign-owned and local SMEs 2.20 0.35 0.10 0.33 0.10 0.Chapter V External Factor Evaluation (EFE matrix) Critical success factors Opportunities 1.Cultural Diversity 3.10 4 2 2 4 3.11 0.27 3 1= major weakness.New Brand Acquisitions 5.0 3 3 2 3 3 0. Sanitary Issues Standards / Health and Safety 5. Increase in oil prices 4.44 0. 4= major strength .09 0. 2= minor weakness.10 0.09 1.16 0.Urban Development Threats 1.27 0. . Mang Inasal could likewise benefit from the local or foreign consumers that would surely be curious enough to try and consume Mang Inasal products as well. Instead of having every ingredients. has a dream to be able to consume Mang Inasal products at least once in their lifetime. has is the fact that the Philippines still remains to be an agricultural nation where it can serve as a source for the raw materials that Mang Inasal uses for its business. and social status. It has been known that Filipinos are very family-oriented in the sense that almost every occasion should be celebrated as long as they have the means and capability. gender. Surely they would want to maximize the value of their money but at the same time the food service that they are to receive should be worth the price that is why Mang Inasal would always be in everybody‟s lists because of its adherence to this Filipino trait. Philippines . Mang Inasal could instead use this and instead focus on maintaining an international standard in terms of its quality especially that Mang Inasal has the means to do so. age.an agricultural nation Another opportunity that Mang Inasal Philippines Inc. Mang Inasal can leverage on this opportunity to expand and serve filipino and foreign consumers as well. regardless of race. Cultural diversity Since there are more and more Filipinos. Wherever Filipinos migrate surely there would be Filipinos offering Filipino cuisines that Mang Inasal can consider as their potential markets in a nationwide setting.Summary of Key Opportunities and Threats Opportunities Local culture and traditions Every Filipino. and other materials imported. it is a given that the Philippines is abundant with its natural resources. Filipino consumers are naturally thrifty. flavorings. Having a familyoriented culture. This has started a sort of migration of Filipinos families to the provinces or countryside. This would mean more new areas for Mang Inasal to conquer and more market to serve. it would further improve its reputation and its credibility when it comes to offering its food services to consumers from all walks of life. There might be some companies out there that would need more capital that Mang Inasal can easily provide. expand and excel in its business operations but could contribute to lessening the unemployment rate that the Philippines have right now. This would then provide Mang Inasal with another opportunity to expand its network of stores to more areas in the Philippines. more and more provinces and rural areas in the country are starting to be developed and urbanized. More and more condominiums and villages are being constructed in various provinces of the country. not only will Mang Inasal Philippines Inc. This way. Urban Development With the recent growth in the real estate industry in the country. Companies with small capital would find it hard to operate given the thrifty financial environment the global crisis has caused. making their presence even more felt in the Philippines. This would also increase their market share in areas that still doesn‟t have a Mang Inasal store. . has the capability to acquire and merge with other companies both local and international brands. On the part of Mang Inasal. Not only will Mang Inasal live up to its goal as a service provider in the food industry but they would also be able to contribute to giving more jobs to the workforce who are currently unemployed and affected by the financial crisis that has been going on for quite some time.Brand Acquisitions Local Brands willing to be Bought Mang Inasal Philippines Inc. the foreign-owned corporation and local SMEs tries to leverage on the threats and weakness of Mang Inasal so there will really be a tough competition. Mang Inasal is not exempt from this threat as this can affect the company which can contribute to their loss in sales if they do not differentiate their products enough for consumers to really choose them over so many substitutes that are out there in the local and international market depending on their location.Threats Threats Foreign-owned and local SMEs There are so many foreign-owned companies and local small and medium sized enterprises in the same industry that tries to penetrate the Filipino market every day. It is a threat to Mang Inasal Philippines Inc. because they cannot allow even minor issues to happen especially if it is . Increase in oil prices. being the market leader means everyone out there will try to beat you or work around you. That is why Mang Inasal should be able to deal with this threat in a positive way like to do something like backward integration so as to lessen unnecessary costs to still be able to maximize what they can in the midst of erratic oil prices throughout the country. Just like what Mang Inasal offers to its potential consumers. Another threat would be the erratic crude prices that always happen in the Philippines as well as other parts of the world. This is a threat to Mang Inasal because this means that they cannot afford to be lousy or commit grave mistakes such as messing up their reputation and committing health and safety issues especially that they are in the food industry because the competitors might just take over and lead. Global Financial Crisis Experiencing worldwide financial crisis is one of the threats that every company regardless of chosen industries or size of enterprise has to deal with. Sanitary Issues Standards / Health and Safety Major Issues arise when sanitary standards and health and safety issues are involved especially that Mang Inasal is in the food industry that is part of everyone‟s basic needs. This is because every time oil product prices increase the tendency is to have a domino-effect on the succeeding materials and products that will be produced or served by the different business industries. Thus. there are so many things that could still happen. because it would scare potential investors and would be hesitant to allow expansion of Mang Inasal Philippines Inc. Quality products and services should be maintained to avoid sanitary standards issues. It is a given that if there is political instability. into their respective places. this is a threat to Mang Inasal Philippines Inc. . the economy will be unstable. Witnessing the unstable status of the government in general with all the inhumane things happening. Political Instability in the Country Another major threat would be the political instability of the country now that we have new government. as a whole.within their control because this can affect the loyalty and sales of Mang Inasal Philippines Inc. 0 0.48 0.0 2.0 3.20 0.05 0.05 2. Filipino Culture 2. Endorsements 2.05 0. Accessibility 5.13 0.0 2. Large Target Market 3.60 0. Strong Commissary System Weakness 1.0 4. 4= major strength .15 4.16 0.15 0. 2= minor weakness. Unhealthy food 3 Brands under the Mang Inasal 4. Market leader in Barbeque fast food chain 4.10 0.52 0.07 0.14 0.0 1.45 0.0 4. Lack Research for other countries Total Weight Rating Weighted score 0.05 1.0 3.12 0.Internal Factor Evaluation (IFE Matrix) Critical success factors Strengths 1.95 1= major weakness.10 0.0 2.00 1.30 0. 3= minor strength.08 0.0 0. Commissary struggles 5. letting its customers access their stores with convenience. radio jingles. Market leader in Barbeque fast food chain Mang Inasal became the largest barbeque fast food chain in the Philippines by being accessible by putting up many outlets all throughout the Philippines. money is not an object if it could bring about bigger sales to the company. finding the nearest Mang Inasal store wouldn‟t be such a burden. Large Target Market Mang Inasal presents itself as a product to people from a young age of 3 till as old as 70. and by offering chicken. Mang Inasal wishes for the masses to retain the catchy jingles and commercials it presents. It has become a well-known fact that Jollibee invests on actors. posters. from TV commercials. through its affordability. pork barbeque and other Filipino style products that were suited according to Pinoy taste. bringing more customers to the fast food chains thus increasing profit for the company. Since it caters to a large group of people. Having hundreds of branches across the country. print ads and billboards Mang Inasal makes sure that it makes itself present to the masses. this way it widens its target market giving the company an edge over its competitors for its store accommodates a large group of people making it more enticing to visit and patronize.Summary of Key Strength and Weaknesses Strengths Endorsements Mang Inasal makes itself known through all the promotional tools possible. it gives the store a greater opportunity to earn more and increase the number of consumers that sets it apart from all the other fast food chains. Accessibility Mang Inasal has widened its horizon placing its stores strategically. Having high . actresses and singers to endorse them. Mang Inasal has accustomed its products to the liking and culture of the Filipinos. how else can Man Inasal system go wrong? Weaknesses Filipino Culture Being a locally developed company.visibility It will always be an option for consumers to dine-in and enjoy the service that Mang Inasal has to offer. Having commissary that works 24/7. their distinct products and services may not be as attracting as it is in the iloilo causing a big problem to the company especially regarding its sales. making sure that each branch receives the supply it needs daily. the consistency and frequency of which is never certain. the wants of the people also change indefinitely and today people are starting to get conscious of what they intake and how it would affect their health. Mang Inasal is a big hit to the Filipino people because the taste and service it caters is concentrated to how Filipinos are used to and how they want to be served. Having an award winning commissary system. and even if the consumers do purchase. it assures each branch receives the ingredients needed to serve its hundreds of customers nationwide. it gives the consumers a sense of doubt in purchasing their products. this is what sets it apart from other fast food chains that go in and out of the country. . But since Mang Inasal is expanding nationwide. Unhealthy Fast Food Mang Inasal indeed serves meals that are tasty and affordable that it attracts customers daily but as the market evolves. Since Mang Inasal does not label the food or meals they serve. Strong Commissary System Mang Inasal numerous branches won‟t be able to serve its consumers in a high quality manner as how it does now if not for its commissary system. 2 various ice cream brands are under the Mang Inasal Network of stores. Mang Inasal tried to expand overseas. as costumers choose which to eat. Mang Inasal Philippines Inc. This is probably because it tries to offer Pinoystyle food into the foreign market or the company has already established its local Filipino taste that it cannot easily adopt to people of other countries. .Brands under the Mang Inasal In the past years. these also pose a dilemma. namely Selecta ice cream and Pinoy Sorbetes. The company has no capacity to maintain this kind of system in every branch in order to supply ingredients 24/7 as how they do in the Iloilo. but failed to replicate its success in the foreign markets. competition among these brands is also a reality. Lack of in depth planning and research in global expansion Being the market leader in Barbeque fast food chain. In the country. Commissary struggles Truly Mang Inasal commissary in the country works at the top of its game but as Mang Inasal expands its horizon to other neighboring provinces. Though this would mean more profit with more brands. Aside from offering more options. Thus gaining more market share from taking from another. constraints will surely be faced. has spent of its resources acquiring several types of ice cream businesses in the country. 10 1.30 0.10 0.40 0.40 0. the brand maintained addressing its target market using local messages.60 0. creativity.1 0. As Mang Inasal expanded to the fast food chain that it is now.05 0.Competitive Profile Matrix (CPM) Mang Inasal Critical Success Factors Advertising Product Quality (Taste) Price Competitiveness Service New Product Innovations Financial Position Customer Loyalty Global Expansion Market Share Total Weight Rating 0.3 0.60 0.30 3.10 0. and customer relations in the years to come by the use of the most basic strategy in advertising the brand: Pinoy Advertising.30 0.3 0.20 0.2 0.30 0.3 0. 4= major strength Marketing is developing new strategies and brand direction which will help Mang Inasal become a leader in innovation. Despite how Americanized the modern culture of the Filipinos was becoming.45 0.2 0.45 0.45 0.60 0.00 4 4 4 3 4 4 4 3 4 Score 0.10 0.30 0.15 0.1 2.15 0. 3= minor strength.15 0.15 0.15 Dennis Rating 2 3 3 3 2 2 2 3 1 Score 0.4 1= major weakness. its target market also grew.10 0.45 0.20 0.40 3.60 0.30 0. . serving Pinoy Palamig ice cream and Pinoy and Keso Burger for kids as young as 3 to grandparents as old as 79. 2= minor weakness.7 Tokyo-tokyo Rating 3 3 4 3 4 3 3 2 3 Score 0. may it be in billboards.Mang Inasal is successful in enhancing their stores to serve a big age group and fulfilling their needs and expectations of the their favorite fast food chain. it is considered affordable considering Class C and above can avail of the food and meals that they offer. Mang Inasal has considered this as to magnet their customers. It‟s as if everywhere you go and everywhere you look. High caliber teams from . As mentioned earlier. Operations Jollibee has over a hundred branches nationwide. Seeing how driven Mang Inasal is and having so much potential. As for its prices. but also the timing of the delivery of Mang Inasal products. it won‟t be such a dream for the company to reach its target given that every year the company just grows and grows. may it be the birthday pain all celebrations. adding more branches to serve the Filipino people from other races that have been transformed into liking the unique service that Mang Inasal offers. it truly has made its mark in the market nationwide and yet the number does not stop Mang Inasal to continue increasing it locally. It has also been said that by the end of 2011. As for promos. This system does not only guarantee quality of product. Mang Inasal has done a good job in promoting its stores in all possible ways. posters or even flyers. the company indeed have entered all the possible service it can offer its consumers to ensure their loyalty. value meals or their delivery service within metro manila. Mang Inasal has indeed used all its resources to capture their customers and be able to serve to their expectations. Mang Inasal just secured itself to as much sales that they wish to achieve. Mang Inasal always has its ways on showing itself to you. the company uses a commissary system that ensures the quality of the products being sold in the local stores. A professionally staffed Technical Services Team supports the maintenance of an internationally accepted quality management system that further ensures the quality and safety of the commissary manufactured food products. Mang Inasal has yet again expanded its name in different places in country. They target that by 2020 they would have put up thousand stores already. radio ads. This was the time they launched the “Unlimited Rice! On all paborito meals” campaign. targeting a big scale of the population. tv ads. ” Mang Inasal employees evolve depending on its customers because the company tries to cater and the dynamic needs and wants of the consumers and eventually tries to make them loyal customers. said. They also go through an intensive training that introduces them to the kind of standard Mang Inasal wants to keep. from walls to sidewalks. Information Management. Mang Inasal automated operations not only cut production time and ensure consistent quality from batch to batch but also ensures food safety by minimizing handling and maintaining the highest standards of cleanliness. Managers are continuously learning . Human Resources.Engineering. Mang Inasal success could be attributed to its strict adherence to its high standards. Human Resources Mang Inasal sees that their employees play a big role in sustaining their spot as one of the best fast-food chain in the country. Excellent customer service (S) is one of the backbones of Mang Inasal. from utensils to the appearance of employees must be clean and presentable at all times. Cleanliness (C) is very important for Mang Inasal both inside and outside the store. Exteriors. We‟re in the food business and people‟s eating habits are changing. The key to handling any complex commissary operations is being able to use automation. Employees are expected to delivery fast and courteous service at all times. they take it as a big test in coming up with the best employees that will serve their thousands of customers. So the fast food industry is really providing the need. computerization and continuous improvement in manufacturing equipment and processes.S.C. Before everybody thought that learning how to cook was an important survival skill. which can be summarized into “F. otherwise it will not be served. Finance and Accounting likewise provide support to the Manufacturing and Logistics operations of the Commissary.” Mang Inasal believed that every food (F) served to their customers must meet the standards set by the company. “Our challenge is how to provide the requirements of the market. but today. That is why Mang Inasal has set in place a good compensation and benefit package to encourage their employees to perform their very best. learning how to cook is no longer considered by most young people as necessary because you can already go out. and the interiors. And there is a need to fulfill that particular human need easily. Having this in mind. The VP. Much is expected from the employees of Jollibee to deliver these standards every time. areas in the (W5+O2) Intensify research on other countries‟ culture in order to cater effectively to the Filipino and foreign markets abroad. Filipino Culture 2. Lack Research for other countries WO Strategies Consider (W2+O3) restaurants that Acquire serve system Opportunities 1. The company has also set in place career pathing for its employees. . Commissary struggles Commissary 5. Large Target market Weakness 1. Cultural Diversity 3. Unhealthy food 3. Endorsements 2. Accessibility 5. network of stores to newly developed provinces. 5.the latest systems in store operations and other effective store and people management skills. which provides an opportunity for its employees to pursue a higher career in the company. Strengths. Urban development raising their own chickens. Opportunities. Brand Acquisitions 4. Weaknesses. (S3+S2+O4) Expand healthy food and introduce a healthy product line. Philippines‟ being an (S3+O3) Acquire business Agricultural nation in order to penetrate overseas market. Threats (SWOT) Strengths 1. Local culture SO Strategies and (S3+O5+O3) traditions 2. Market leader in the Fast 3 Brands under the Mang Food Industry 4. Efficient Inasal 4. (S2+S3+T5) strengthen to reinforce Health and Safety issues 4. Standards/ standards. Sanitary adherence to standards and on become a benchmark in the develop market for Mang government sanitary health Inasal abroad. Foreign-owned and local (S5+T3) SMEs 2. . (S3+T2) Create more affordable meals to aid Filipinos coping with the financial crisis. Oil Prices 5. Global financial crisis 3. S1+S3+T1 = intimidate competitors by reinforcing market dominance through intensified advertising. Political Instability in the country advertising market leadership amidst political instability.Threats ST Strategies WT Strategies Continue (W5+T1) Intensify research foreign culture and 1. 466 RATINGS 4 3 4 11 INDUSTRY STRENGTH Market share of Siemens in the industry Growth potential of 50% every year and 12. 2. Product Innovations by the company‟s R&D is an – important factor in the Health Industry.894.569. 3 12 5 4 ENVIRONMENTAL STABILITY Fast development of technology Competitive Pressure Inflation Rates Price range of competing pressure -1 -2 -3 -4 .5% per quarter.98% Net Sales of Siemens Healthcare is Php.Strategic Position and Action Evaluation (SPACE) Matrix FINANCIAL STRENGTH Current ratio is high with a percentage score of 1.46% Quick ratio is high with a percentage of 0. 67 Directional Vector coordinates: x-axis: -1.25 y-axis: -2.67) = 1.-10 COMPETITIVE ADVANTAGE Market Share Product Quality Control over suppliers Customer Loyalty -1 -2 -1 -3 -7 Conclusion ES average is -6/4 = -1.5 IS average is 12/3 = 4 CA average is -7/4 = -1.5 + (+3.75 FS average is 11/3 = 3.75 + (+4) = 2.17 . Siemens can rely fully on its internal strengths. It means that the organization is in an excellent position to use its internal strength. The company could avoid the external strength while taking advantage of external opportunities. SPACE Matrix .The directional vector is located at the aggressive quadrant of the SPACE Matrix. 00 5.Financial Strength ROI Leverage Liquidity Working capital Cash flow Inventory turnover Earnings per share Price earnings ratio Average 2.00 4.00 .00 3.00 4.00 4.00 4.00 5. 00 -3.00 -3.00 4.00 3.00 -3.00 -3.Environmental Stability Technological Changes Rate of Inflation Demand Variability Price Range of Competing Products Barriers to entry into market Competitive pressure Ease from exit from market Price elasticity of demand Risk involved in business Average -4.00 -2.00 30 .00 -4.00 3.00 Industry Strength Growth potential Profit potential Financial stability 3.88 Competitive Advantage Market share Product quality Product Life Cycle -1.00 -3.00 -5.00 -4.00 -2.00 -4. . they were able to pinpoint these opportunities and use them for their benefit.00 3. Since JFC has several opportunities which they can take advantage of. . There sould always be thorough studies conducted before JFC makes a move or change certain things related to the product and services that they offer.42 JFC should stick to its core competencies by making sure that it provides its consumers benefits that no other fast food chain could provide.00 2.00 -2.Customer Loyalty Competition capacity to utilization Technological Now How Control over suppliers and buyers Average -5.00 1. by making sure that what they have and what they do would not easily copied or imitated by others and that they would leverage on the strengths that the company have so that they could have their added value over competitors. This way.00 -2. JFC also should focus on particular niche markets which concentrates on a certain group or market which further proves that they indeed uses the conservative strategy in their line of business.00 -3. they can apply the conservative strategy throughout their businesses and still be the leading and successful fast food chain in the country.00 2.71 Technological know-how Resource utilization East of entry in market Productivity Average 1. More often than not.00 -4. They did not waste their time spreading themselves too thin across different kinds of business so that they can concentrate and stand out in that particular niche that they are dominating and serving. Jollibee should only take calculated risks and avoids taking unnecessary risks that could put them in a disadvantageous position. namely competitive position and market growth. any come up with new food products or services like catering. catering to different groups of consumers. Mang Inasal Phillipines Inc. is when a firm develops or acquires new products that are may appeal to its current consumers. conglomerate. follow concentric or horizontal diversification or both. Concentric Diversification is growing a firm by acquiring other firms or adding new products or services that are related to the current products/services or to the firm itself. Horizontal Diversification. Recommended strategies under this quadrant are: horizontal. We say this because one of its strengths is its large target market. we will see that Mang Inasal falls under the fourth quadrant-having a strong competitive position in a slow market growth. . concentric diversification and joint venture. Mang Inasal Philippines Inc. may opt to team up with other firms to come up with new products or services. We suggest that Mang Inasal Philipines Inc.Grand Strategy Matrix The Grand Strategy Matrix is centered on two evaluative dimensions. on the other hand. In the matrix. and Class AccessibiltyOutlets Market Leader in Fast Food Industry Commissary System External Sanitary and Health Standards Philippines – Agricultural Nation Urban Development Global Financial Crisis Competition with Other Companies Total Score .40 3.10 .30 .44 .40 4.52 .24 .15 .33 .30 3.12 .15 Weight Horizontal Diversification AS 3 3 4 4 4 TAS .45 .20 .09 .60 .60 .40 .82 4 3 4 3 4 37 .45 Concentric Diversification AS 3 4 4 4 4 TAS .10 . Culture.30 .27 .29 .52 .93 4 3 2 3 4 33 .QSPM Key Factors Internal Endorsements Large Target Market-Age.27 .40 .60 .44 .40 .40 .13 .36 .11 .27 .40 .30 .52 .36 .60 Research and Development AS 2 4 4 4 3 TAS .10 .10 3 3 4 3 3 34 . Quantitative Strategic Planning Matrix (QSPM) Key factors Product Development Opportunities 1. Philippines‟ being an Agricultural nation Threats 1. Political Instability in the country Weight AS TAS Market Penetration AS TAS . Foreign-owned and local SMEs 2. Global financial crisis 3. Cultural Diversity 3. Sanitary Standards/ Health and Safety issues 4. Oil Prices 5. Local culture and traditions 2. Urban development 5. Brand Acquisitions 4. Endorsements 2. Filipino Culture 2. Large Target Market 3. Unhealthy food 3 Brands under the Mang Inasal 4. Accessibility 5. Lack Research for other countries TOTAL Mgt mktg finance production .Strengths 1. Market leader in the Fast Food Industry 4. Commissary struggles 5. Efficient Commissary system Weakness 1. And this would be necessary. Further analysis. creating a healthier product line for those who are weight and health conscious would be ideal. Mang Inasal should best go for Market Penetration strategy. Mang Inasal should also pursue Cost Leadership . For example. With good research and development. as Mang Inasal will introduce new additions to their product line. Recommended Strategies i. Complementary Strategies Based on the analysis made on Mang Inasal current performance. Management ii. And to compliment this strategy.Chapter V I. two of its segments. They could also continue innovating their current product line so as to continuously remain ahead of its competitors. Objective and Recommended Strategies a. Finance Generic Competitive Strategy Mang Inasal should continue with the use of Product development strategy. Mang Inasal is capable of continuing to produce products that fit well to the taste of their market. It is then advisable if Mang Inasal will continue expanding its network by setting more stores in new strategic areas. Strategic and Financial Objectives b. Production iv. Mang Inasal should also strengthen its advertising promotions so as to continue to reinforce dominance in the industry.Best Value strategy. Marketing iii. best to compliment Mang . food and franchising both fall into the first quadrant. This is one aggressive strategy. either through franchise and company initiated. this strategy has been proven beneficial to the company. As seen in the analysis of Mang Inasal operations the past years. In this strategy. Mang Inasal should create a new product line to cater to a unique segment of their market. using the QSPM Matrixes reveal that based on the key success factors of Mang Inasal vis-à -vis its current strategies. As what the SPACE matrix indicated. the Mang Inasal brand should stick to the Filipino market and let its other brands focus on the other markets. HR and Others . Addition to the said product line would be necessary to cater to more markets. it should keep to its market for now. as it has been widely accepted and loved by the Filipino market. This is to ensure that same quality will also be delivered all the time and in order to maintain the standard and quality that Mang Inasal has been known for. the company or the brand should not take unnecessary risks in trying to get ahead in the industry. Operational. They are already on top of the industry here in the Philippines and the only thing they need to do is to stay ahead. Functional Strategies Marketing / Sales Strategy Rather than overhauling the entire marketing and sales strategy of Mang Inasal. As for its nationwide brands competing in the nationwide market. This is because there appears to be no need to totally change the current product line of Mang Inasal. It is then necessary that Mang Inasal makes sure that the same system could be brought to other places were Magn Inasal would like to venture in. given the global financial crisis.Inasal grown and build position in the IE matrix. It‟s a kind of strategy where each brand would target specific markets. It can also be said that the success of Mang Inasal could also be attributed to this. Finance. Production or Technical Strategies It was also raised during analysis that Mang Inasal production and supply system is working well in the country. It is advised that Mang Inasal adds more related products to their product line. should avoid any unnecessary investments. In line with diversifying its products and services. the employees should adapt to this. In developing the human resources of Mang Inasal Philippines Inc. Mang Inasal Philippines Inc. They were able to weather it and eventually stayed on top by keeping the same or even better financial performance. . Although. like buying another brand if it is not at all strategic or financially beneficial to the company in the long-term. the company should always remember that they are breaking barriers and competing in the market. because they are financially well-off despite the crisis. By offering foreign language programs for Filipino employees who wish to work abroad should be considered if Mang Inasal really wants to compete in the global markets. especially in Asia..There is nothing much to do in the financial side of Mang Inasal Philippines Inc. Easier customer Quarterly support and maintenance of products.Chapter 7 Action Plans and Departmental Programs ACTIVITIES TIMETABLE EXPECTED OUTPUT 6 Increase in share / sales PERSON/UNIT RESPONSIBLE market Marketing Make advertisements Every on news paper or months television. Development of Monthly innovative products to be sold in the market. sales / Management / Research and Dev‟t Increase in customer Distribution satisfaction Increase market Management leadership / establish a Financial more strong company image. Penetrate hospitals small Monthly Increase sales / retain Marketing market leadership Evaluation Meetings Monthly Minimize hanging Management projects and company activities. / . Invest on Corporate Quarterly Social Activities. Increase in productivity Increase in market share work Human Resource Scouting and hiring of Annually qualified engineers. The management also would conduct monthly evaluation meetings to fully monitor if there is a problem or activities that are left behind and not done on the designated schedule. Every division / departments in the company would submit a monthly report regarding the status of their activities. The distribution department would be monitoring on the number of branches that they have established and should submit a report to the management about the newly established branches‟ efficiency.Chapter 8 Strategy Evaluation / Monitoring and Control Strategies recommend in all the aspects of the business should be closely monitored in order to achieve success. . 4. Increase its market share. Market leadership Increase of market share. Maintain Financial Stability and Good reputation through investors. . 5. Customer loyalty MEASURES Rate of return of the customers Advertise through ATL and BTL kind of advertising. TARGETS Increase of sales by 30% in the year 2013 Penetration of small hospitals by year 2013 / More demand across the nation.Balance Score Card CUSTOMERS GOALS 1. Excellent product advertisements. Expansion of Maintenance Outlets and Stores nationwide Increase of number of stores and maintenance outlets per region. Increase in profits and market share 2. FINANCIAL PERSPECTIVE GOALS 1. Maintained Market Leadership. MEASURES Return on Assets and Equity Increase in Revenue by 30% in the next 5 years. 3. 2. By 2013 maintenance outlets should be visible within the market area. Maintain high profitability 3. Increase in Stock Holder‟s Equity TARGETS Increase in Revenue and Net Income. High customer satisfaction Avoid loss of customer and decrease in sales. Customer feedback forms on each maintenance outlets. Monthly market share performance evaluation. Continue being the preferred employer. CSR orientation of employees. values and SWOT analysis. Promote CSR activities in the whole company. TARGETS Minimize threat of less qualified engineers. High inflow of employees. CSR oriented employees. Team buildings every quarter. Additional Career Fair Activities in Schools. 3. mission. .HUMAN RESOURCE / MANAGEMENT GOALS 1. The fast food industry has many growth opportunities. The goals and measurements of those goals that were determined for Mang Inasal in the balanced scorecard were derived from the previously stated vision. particularly with the advent of the health conscious individual who is looking for convenient alternatives to fast food. Incentives every month. 2. MEASURES Tie up with engineering schools. The following categories are breakdowns of each goal and how it relates to the overall strategy of Yum Yum Smoothies.