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COBO Awesome Possibiliteas

Business Plan 2014


The COBO Experience
Head Office
Scout Gandia, Quezon City

Agenda

Performance Highlights
Benchmarking
SWOT & Bubble Insights
Strategic Thrusts 2014
Objectives, Strategies and Action Plans
Financial Assumptions
Next Steps

Sales Performance :
Comparative Gross Sales Jan to Oct
4,000,000

30,067,994

35,000,000

2013

3,500,000

2012

30,000,000

3,000,000

2011

25,000,000

2,500,000

16,942,502

20,000,000

2,000,000
1,500,000

15,000,000
10,000,000

1,000,000

3,003,818

500,000

5,000,000

2011

2012

2013

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Jan-Oct Gross Sales for 2013 increased by 77% compared to 2012 and by 901%
versus 2011 performance
A total of 7 stores were opened in 2012, while 5 stores were opened in 2013 and 1
store was rationalized June of 2013.
2013 is expected to close at Php 37M+ at current performance of Php 3M/mo

Sales Performance :
Calendarized Store Sales Jan to Oct 2013
600,000

18
Stores

500,000
400,000
300,000
200,000
100,000
January

February

March

April

May

June

July

August

September

October

MOA
SM Cebu
J-Mall
Las Pinas
Main
Pacstar
Ever
UN
Recto
Vmall
Sta Lucia
SM Mega
CGH
Rosario
Katipunan
SM North
NAIA
CDO

TOP 5 Stores comprises 54% of total gross sales equivalent to Php 16.1M
Highest Recorded Sales is Php 542k for MOA in May
Lowest Recorded Sales is Php 48.2 for CGH in March
Highest Recorded Sales for Full Store is Php 415k for SM Cebu in June

Sales Performance :
Calendarized Store Sales Jan to Oct 2012
500,000

13

J-Mall

450,000

Stores

Main

400,000

Pacstar

350,000

Recto
Las Pinas

300,000

SM Cebu

250,000

Vmall

200,000

Ever

150,000

CGH

100,000

Katipunan
UN

50,000

CDO

January

February

March

April

May

June

July

August

September

October

TOP 5 Stores comprises 80% of total gross sales equivalent to Php


13.5M
Highest Recorded Sales is Php 434k for Main in March
Lowest Recorded Sales is Php 35 for CGH in September
Highest Recorded Sales for Full Store is Php 415k for SM Cebu in June

Sales Performance :
Same Store Sales Jan to Oct 2013 vs 2012
3,500,000

5
3,000,000

STORE

2013

2012

Var

% Var

(86,164)

-3%

Stores

J-Mall

3,114,828

3,200,991

2013

Main

2,445,661

3,222,132

(776,471) -24%

2012

Pacstar

2,358,282

2,744,726

(386,445) -14%

Recto

1,708,304

2,339,966

(631,662) -27%

CGH

768,513

526,436

2,500,000
2,000,000
1,500,000
1,000,000
500,000

42,077

J-Mall

Main

Pacstar

Recto

CGH

2013 Same Store Sales declined by 14% or Php 1.6M compared to 2012
performance
Only CGH increased sales by 46% compared to previous year
In terms of %, Recto declined by 27% or Php 631k
In terms of absolute amount, Main declined by Php 776k or 24%

46%

Audit Results 2013


Cobo Store

Mar

April

May

SM Rosario
Southpark

70

85

June

July

Aug

Sept

Oct

48

85

69

82

78

72.40

89

69

80

75

85

79.00

87

91

89

89.00

Naia Terminal-2

Nov

Average

Ever Comm

85

97

87

98

90

91.40

SM North

88

91

88

85

91

88.60

Main

78

85

85

71

81

80.00

83

91

60

81

95

73

80.67

Cgh

92

96

82

100

87

87

90.67

Un

81

83

83

88

84

Recto

78

84

81

83.80

Moa

65

65

89

84

93

84

89

Sta.lucia

88

82

85

85

86

85

78

84.14

85

93

84

95

95

90.40

88

81

83

73

72

74

83

67

78

87

Vmall
Pacstar
SM Megamall

85

91

90
86

Lowest individual rating : 48% for SM Rosario


Highest individual rating : 100% for CGH
Lowest average rating : 72.40% for SM Rosario
Highest average rating : 91.40 for Ever Comm.
Only four (4) stores consistently hit the passing rate of 85%
SM Rosario only passed the rating once

82.50

81.71
79.17

Average Rating :
ALL STORES

83.82%

Comparative ATP Same Stores


CGH
CDO

ATP 2012

Vmall

2012 ATP

Php 130

ATP 2013

Pacstar

2013 ATP

J-Mall

Php 121

UN
MOA
SM Cebu
Recto
Ever

Las Pinas
Katipunan
-

20.00

40.00

60.00

80.00

100.00

120.00

140.00

Total Same Store ATP declined by 6.6% from 2012


ATP of Php 130 to 2013 ATP of Php 121
Highest 2012 ATP is Php 448 for Las Pinas, while
lowest is Php 55 for CGH
Highest 2013 ATP is Php 363 for Ever while lowest
is Php 65 for CGH

160.00

180.00

200.00

ATP Performance Per


Store Type
Type

Kiosk
Full Store
Cart

ATP 2013 ATP 2012


129.00
123.00
118.00
143.00
116.00
68.00

Comparative Total TC Same Stores


35,000

2013
30,000

2012

Average Monthly TC Same Store

Store Type

2013

2102

25,000

SM Cebu

2,601

2,433

J-Mall

2,659

2,323

Las Pinas

2,071

2,102

Main

1,939

2,669

Pacstar

2,337

3,032

Ever

1,601

1,622

UN

1,390

975

Recto

1,423

2,547

20,000
15,000
10,000
5,000

Total Same Store TC increased by


14% from 2012 of 165, 460 TC to
2013 188, 949 TC
Including New Stores, Total 2013 TC
of 241, 752 TC is 46% higher
compared to 2012 TC
MOA Averages 3,793 TCs per month,
while CDO averages 516 TCs

Average Monthly TC New


Store
929
Sta Lucia
830
SM Mega
879
Rosario
913
NAIA
1,648
SM North
3,793
MOA

Vmall

1,094

1,261

CGH

851

996

Katipunan

688

833

CDO

516

977

Sales Performance :
Top TenMANGO
Drinks
PEACH,

ROYALE SEA SALT


MILK TEA, MILK TEA,
6,241
10,609

COBO MILK TEA


WINTERMELON MILK TEA
CHOCOLATE MILK TEA/CHOCO VANILLA
MILK TEA
TARO MILK TEA/SUPERIOR TARO MILK
TEA
CHOCO TARO SMOOTHIE/SUPERIOR
MARBLE TARO

HONEYDEW
SMOOTHIE,
5,171

5,714

COBO MILK TEA,


47,141

CHOCO TARO
SMOOTHIE,
10,699

WINTERMELON
MILK TEA, 34,530

CHOCOLATE MILK
TEA, 10,577

2013

CARAMEL MILK
TEA, 10,767
TARO MILK
TEA, 15,265
CARAMEL MILK
TEA, 20,988

2012
COBO MILK TEA
WINTERMELON MILK TEA
TARO MILK TEA
CARAMEL MILK TEA
CHOCOLATE MILK TEA

MOCHA
FRAPPEARL/MOCHA
FRAPPE, 16,822

ROYALE MILK
TEA, 27,381

HONEYDEW MILK TEA,


26,165

COBO MILK TEA, 135,289

MANGO PEACH
GREEN
TEA/MANGO
PEACH, 24,448
CHOCO TARO
SMOOTHIE/SUPERIOR
MARBLE TARO, 21,545

TARO MILK
TEA/SUPERIOR
TARO MILK TEA,
34,196

WINTERMELON MILK
TEA, 91,442

CHOCOLATE MILK
TEA/CHOCO VANILLA
MILK TEA, 50,931

Competitor Benchmarking
Company Background

Owners/
Shareholders

started franchising year 2011

Team Members

Chatime is a Taiwanese franchise


founded in year 2005

Henry Wang

launched in the philippines year 2008,

Number of
Stores
26

27
Julieta Herrera
32

founded and manage by the MCWilson MCWilson Group


group of Restaurants
, started year of Restaurants
2007
founded by Mr. Adrian Adriano,
started October 2010 in Diliman
Quezon City
Established in 2006, Happy Lemon
launch in the Philippines year 2010
- International brand
- founded in Taiwan 2006
- late 2010 in Philippines
- Sept 28 2011 - launching of Gong Cha
in its 4th & 5th store
- founded in Guangzhou, China 1999
- Dakasi Philippines launch Feb 14
2012

Store opening/yr

Adrian Adriano

as of march 2011 they have 600 stores including


Philippines
2008=1 branch opened
2009=2 branches
opened 2010=2 branches opened 2011=6 branches
opened 2012=7 branches opened and 2013=9
branches opened
2007-2009= 1 branch opened and 2010=5 branches
opened

40

23 branches in Manila and 17 Branches in Province


2010=1 branch openend 2011=13 branch opened
2012=7 branches opened 2013=4 branches opened

23

2010= 4 branches opened 2011=3 branches


opened, 2012=9 branches opened nd 2013=7
branches opened

Chris Tiu

Andrew Ong

1st year = 6 stores


2nd year = opened for franchise
31

Mr. Dexter
17 (March)

2012=13 branches opened 2013=9 Branches


opened

Competitor Benchmarking
Main Product
Lines
COBO Milk Tea

Advertising
Thrusts
FB , Flyers

Chatime Roasted chat time has a


Milk Tea
wallpaper, and
mobile wallpapers
Okinawa Milk Tea
(black tea and
brown sugar flavor)
JCC Roasted Tea

Innovation Initiatives

The bright interiors of their shops invite one to sip and linger, so make sure you have
time to hang out.
Serenitea is the ground zero of bubble tea places, and it's worth noting that they still
consistently serve good milk tea.
Tokyo Bubble Tea separates itself from the bunch by being an actual restaurant that
serves filling mealsapart from being a bubble tea place and a bakery.

Wintermelon Milk
Tea

Wintermelon came to Moonleaf Tea Shop and conquered the hearts of many of its
patrons. Wintermelon, more popularly known as "kundol" in Filipino, is a kind of white
gourd that we never thought would make good drinking, yet it does.

Milk Tea with Pearl


Sago and Puff
Cream

- pearls tend to be on the smaller side, they're the right balance of soft and gummy
- a must-add topping is their puff cream, a dense creamy foam that complements the tea
flavor well

House Special Milk -has Gong Cha app At Gong Cha, you can really tell that the tea is made fresh, but the best part is the Gong
Earl Grey Tea
for mobile phones Cha Milk Cream, hands down the best cream topping so far. It's a combination of sweet,
(since 2012)
creamy and salty, and so good that we've been tempted to order just a cup of the milk
- has 22k likes on
cream alone (we're just afraid the cashier might judge us).
FB
Charcoal Roasted
Indeed this beverage offers an intense roasted, nutty flavor that will make you want to
Milk Tea
savor each sip. Though we weren't asked for the sugar level, the folks at Dakasi hit the
right sweet spot so you can leave the sweetening to them.

Company Analysis
Bubble Insights
Rainy
Season
is COBOs

There is a
need to
deep dive
on the May
2013 sales
onwards

Total TC
increased
by 14%

Kryptonite

Indicative
decline in
ATP by
6.6%

COBO MT
and
Wintermelon
MT

remains top
drinks

Same Store
Sales
decreased
by 14% from
last year

Est. 2013
Performance is
Php 37M or
69% higher
than previous
year of Php
21M

Failed rating
on Audit at
83.82%

SWOT Analysis

Affiliation with POSSMEI


Bursting Bubbles

Untapped Market

Strengths

Weaknesses

Opportunities

Threats

Lack of Training Manuals


Insufficient Menu
Insufficient Marketing
Tools and Strategies
Clear Vision and Mission
Statement
Procurement
Realignment
Having 2 PO system

Low Barrier to entry

COBO Awesome Possibiliteas


Strategic Thrusts 2014

Strengthen the
"COBO Awesome Possibiliteas" Brand
by consistently offering the
COBO Experience
thru an
Intensive Back to Basics Program

COBO Awesome Possibiliteas


Strategic Thrusts 2014
Strengthen the
"COBO Awesome Possibiliteas"
Brand
by consistently offering the

COBO Experience

thru an
Intensive Back to Basics Program

Reinforce the COBO Brand in their


respective communities and
markets it is currently serving
Offer COBO all the time, everytime!
Create Ambassadors from all COBO
team members

A COBO that is
Personal, Fun, Vibrant, Responsive,
Engaged
A Team backed-up by the COBO
Fundamentals and Strong Service
Culture

COBO Awesome Possibiliteas


Strategic Thrusts 2014
Strengthen the
"COBO Awesome Possibiliteas"
Brand
by consistently offering the

COBO Experience

thru an
Intensive Back to Basics Program

A function of Marketing
Introducing and Promising the
COBO Awesome Possibilitieas
Brand and the COBO Experience

A function of Operations
Delivering the Promise, Elevating
the Standards of Execution,
Engagement of the Team, Living
and Breathing the COBO Experience

COBO Awesome Possibiliteas


Strategic Thrusts 2014
How do we achieve our Strategic Thrusts?

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

1. Improve Service
Efficiencies

Strategies

1. Implement Intensive
Training Programs

Action Plans

Measure

In Charge

Create, Enhance and


Implement Training
Programs

Availability of
training programs
identified ;
Number of COBO
team members
trained

Training
Manager

a)BONE = COBO Fundamentals


Basic, Introductory and Culture Orientation

b) BACK TO SCHOOL Programs = COBO Refreshers


1. Product Quality
2. Service Excellence
3. Image and Cleanliness
4. Safety and Security

c) LEADERSHIP Training = COBO Awesome Leaders


Laderize Team Leader Training

d) BARISTA Certification = COBOrista Program


One store, One Coborista!

e) COBO Service Plus! = COBO Experience


Regular, Targeted, Role Play Based

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Measure

In Charge

Create, Enhance and


Implement Training
Programs

Availability of
training programs
identified ;
Number of COBO
team members
trained

Training
Manager

Create COBO 2014


Training Calendar

Launching and
implementation of
COBO Training Calendar

Training
Manager

3. Strategic rotation
Monitor team member
among stores and kiosks
rotation
( 6 months)

Number of team
members rotated

Area
Supervisor

4. Store Immersion for


Support Departments

Number of Staff
Immersed

Admin Asst.

1. Implement Intensive
Training Programs

2. Launch and
1. Improve Service Implement COBO
Efficiencies
Training Calendar

Monitor Immersion

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies
1. Re-Launch New
Customer Feedback
Program (CFP)

2. Strengthen
Customer Feedback
Initiatives
2. Launch Mystery
Customer Program
(MCP)

Action Plans

Measure

Create and implement


CFP

Launching and
implementation of CFP

Create and implement


MCP

Launching and
implementation of
MCP

In Charge

Training
Manager &
Marketing
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

1. Improve Product
Standard compliance

3. Level Up
2. Increase passing
Operational
Standards across all rating of Store Audit
from 85% to 90%
stores/kiosks

Action Plans

Measure

Improve COBO Product


Quality Audit Form

Deployment of new
Product Quality Audit
form ;
NO below standard
rating on all Product
Standard audits

Operations
and Asst.
Operations
Manager

Enhance store audit


forms

Deployment of
enhanced audit form
with passing rating of
90%.

Operations
and Asst.
Operations
Manager

Identify COBO Awesome


3. Promote the COBO
Store and Kiosk ;
Awesome Store / Kiosks
Implement Product,
as COBO Showcase
Service, Image
improvements

In Charge

Operations
Launch of the COBO
Manager and
Awesome Store and
Brand
Kiosk
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Measure

In Charge

Revisit and improve TL


Release of new TL Operations
minimum qualifications minimum qualifications Manager

Introduce a reward
system to TLs with
criteria covering store
standards, sales,
customer

4. Develop COBO
Talents

Availability of reward Operations


system
Manager

Strengthen Team Leader


and the TL Role
Launch of TL
Stringent TL evaluation
Operations
in offering the COBO
Evaluation; Number of
with rating system
Manager
Experience
TL evaluated

Consistent
Inculcate culture of
reinforcement of store
"Store Ownership" on all
ownership in TL
TLs
trainings

Training
Manager &
Operations
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans
Invite Franchisees to
attend COBO Monday
Meetings

5. Strengthen
Relationship with
Franchisees

Measure

In Charge

Operations
Number of Franchisees
Manager &
attending COBO
Marketing
Monday Meeting
Manager

Operations
Increase COBO visibility Increase frequency of Schedule and number
Manager &
and venue for
visits and consultation of visits to Franchise
Marketing
communication
venues with Franchisees
stores
Manager
Allocate a COBO
Deployment of COBO
personnel to oversee
personnel overseeing
Franchisee marketing
COBO Franchisees
activities and operations

Operations
Manager &
Marketing
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Measure

In Charge

Explore options with


other agency providers
who can supply pre
Number of new recruits
trained and
HR Manager
with experience
"experienced" team
members with previous
1. Enhance hiring and food service background
recruitment process
Introduce "incentive"
6. Create COBO
Ambassadors

scheme or rewards
Shortlist potential TLs Operations
system to TLs and Team and top performing and Asst.
Members who exemplify Team Members who Operations
and consistently practice
will qualify
Manager
offering the COBO
Experience
Revisit and update COBO
2. Implementation of
Code of Conduct for
Release of updated
HR Manager
COBO Code of Conduct implementation acroos COBO Code of Conduct
all stores

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

1. Target rental at least


40k-50k (maximum of
50sqm for a full store)

Action Plans
Intensify feasibility
studies and shortlist
potential new sites

Measure

In Charge

Availability of new
location shortlist

Operations
Manager and
Brand
Manager

30 to 40k
(20 sqm for a kiosk)

Explore store relocations

Availability of new
location shortlist

Operations
Manager and
Brand
Manager

2. Review pricing of
coffee and food
offerings

Benchmark with similar


stores and
establishments

Availability of
benchmarked prices
per store location

Area
Supervisor

Review of direct costs


across all stores

5% reduction in direct
costs

Asst.
Operations
Manager

7. Improve Store
Profitability

3. Manage Direct Costs

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Measure

In Charge

Enhance Procurement
Processes
1. Store Construction

2. Materials Sourcing
8. Improve Internal
Processes

3. Store and Machine


Maintenance

Invite alternative
At lease three (3)
Operations
suppliers with extensive alternative suppliers
Manager
experience
per store construction

Accredit alternative
suppliers

Admin
assistant

Create store maintenance


Availability of a
Admin
schedules
Maintenance personnel assistant

4. Processing of permits Availability of a Liaison


and licenses
officer
5. Commissary Stock
levels

At lease three (3)


suppliers

Improve Stocking levels


by 30%

On time processing of Admin


permits and licenses assistant
30% stock levels

Commissary
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

1. Increase Same
Store sales

Strategies

Intensify Local Store


Marketing Activities

Action Plans

Measure

In Charge

Provide marketing tools,


techniques to stores in
Marketing
1-2 Promos per month
conceptualizing unique
Manager
LSM promotions
Profile all Store
Demographics
(STORE PROFILES)

Operations
Availability of STORE
Manager /
PROFILES
Area Sup

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

1. LSM - Community :
Fruitea Fridays

2. Increase Day of
Week Sales

2. LSM - Corporate /
Offices : Bubble Burst
Mondays

3. LSM - Tenants / Malls


: Taller Tuesdays

Action Plans

Measure

Launch Fruitea Fridays on


select stores :
FREE 12 oz cup of Fruiteas Number of promos
with Bubble Bursts for
availed ; Percentage
every 22oz purchase of
increase in sales
Milk Tea products (time
sensitive)
Launch Bubble Burst
Mondays on select stores :
Number of promos
Increase Monday TC by
offering FREE Bubble Burst availed ; Percentage
increase in sales
(toppings)
Launch Taller Tuesdays:
Increase TC by offering
FREE upsize of all Cobo
drinks (ALL DAY)

Number of promos
availed ; Percentage
increase in sales

In Charge

Marketing
Manager

Marketing
Manager

Marketing
Manager

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans
Launch COBO of the
Month:
Increase product
1. SW - COBO of the
awareness by offering
Month
irresistable half the price
offer for a month, along
with Chewsome Character
collectibles!
Launch USER-FRIENDLY
3. Increase
Menu:
Transaction Count
Communicate customizable
2. SW - Introduce USERdrink
FRIENDLY MENU
Emphasize type of
personality per drink
(coded)
Launch COBO Characters :
Communicate Cobo story in
3. SW - Bursting Bubbles
a comic type series that
(trade mark)
people can look forward
waiting for the next issue

Measure

In Charge

Number of promos
Marketing
availed ; Percentage
Manager
increase in sales

Number of promos
Marketing
availed ; Percentage
Manager
increase in sales

Number of promos
Marketing
availed ; Percentage
Manager
increase in sales

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

3. Increase
Transaction Count

Strategies

Action Plans

Measure

In Charge

4. SW - COBO Website

Launch COBO Characters :


Number of promos
About, milestones,
Marketing
availed ; Percentage
highlights, who drinks
Manager
Cobo, Cobo and friends, the increase in sales
story

5. SW-COBO Apps

Number of promos
Marketing
Launch COBO Apps:
availed ; Percentage
Manager
check-out Gong Cha locator
increase in sales

6. SW- COBO Facebook

Launch COBO FB:


Number of promos
Marketing
Promo teasers, video clips,
availed ; Percentage
Asst.
announcements, events,
increase in sales
contests, feedback

7. SW-COBO Instagram

Launch COBO Instagram


Promo teasers

Number of promos
Marketing
availed ; Percentage
Manager
increase in sales

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Measure

In Charge

Launch COBO Twitter :


Greetings &
announcements
Number of promos
Marketing
(store opening, store
8. SW- COBO Twitter
availed ; Percentage
Manager
anniversaries, store
increase in sales
events, store LSM,
countdown to promos,
contests, raffles)
Launch COBO Kids Day:
3. Increase
Full store with more than
Transaction Count
70sqm should provide
atmosphere for kids
(chalkboard, small chairs
9. LSM - COBO Kids Day
Marketing
& tables in a secured
Number of Participants
(Sunday)
Manager
cushioned space, wash
area for kids, movie
playing cartoons) making
it a fun way to make the
Decision Makers (mom &
dad) stay and enjoy.

COBO Awesome Possibiliteas


Objectives, Strategies and Action Plans
Objectives

Strategies

Action Plans

Launch COBO Bundle


Offer :
4. Increase Average
SW - COBO Bundle Offer Capture group of friends
Ticket Price
dining in and carry out
orders

Measure

In Charge

Number of promos
Marketing
availed ; Percentage
Manager
increase in sales

COBO Awesome Possibiliteas


Summary of Objectives
Operations

Marketing

1. Improve Service Efficiencies

1. Increase Same Store sales

2. Strengthen Customer Feedback


Initiatives

2. Increase Day of Week Sales

3. Level Up Operational Standards


across all stores/kiosks

4. Increase Average Ticket Price

4. Develop COBO Talents


5. Strengthen Relationship with
Franchisees
6. Create COBO Ambassadors
7. Improve Store Profitability
8. Improve Internal Processes

3. Increase Transaction Count

Impact of 2014 Objectives to SWOT


Operations

1. Improve Service Efficiencies

2. Strengthen Customer Feedback Initiatives


3. Level Up Operational Standards across all
stores/kiosks

Affiliation with POSSMEI


Bursting Bubbles

5. Strengthen Relationship with Franchisees

6. Create COBO Ambassadors

4. Develop COBO Talents

7. Improve Store Profitability

8. Improve Internal Processes


Marketing
1. Increase Same Store sales

2. Increase Day of Week Sales


3. Increase Transaction Count
4. Increase Average Ticket Price

Lack of Training Manuals


Insufficient Menu
Insufficient Marketing
Tools and Strategies
Clear Vision and Mission
Statement
Procurement
Realignment
Having 2 PO system

Untapped Market

Low Barrier to entry

Impact of Strategies to Sales


Financial Assumptions
% Increase from
2013

Contribution in Php

System Wide Marketing

30%

10.9M

Local Store Marketing

27%

9.8M

7542%

9.17 M

Strategies

Other Initiatives
Events : Booth, Undas,
Card Sales
Sub Total
Sales from New Stores
# of new stores

29.87M
2.5M

*10 New Stores

Sub Total

2.50M

Grand Total

32.37M

Next Steps

Marketing Calendar
Training Calendar
Training on Execution
Revisit Mission, Vision
Quarterly Review of the Biz Plan
Enhance Table of Organization

Come and Taste


the COBO Experience !