1.

0 Executive Summary
Kusina Ni Nanay is a restaurant inspired with the
traditional Filipino home-style dining. It offers excellent
Filipino dishes from the various regional cuisines at
affordable prices. Kusina Ni Nanay will let you feel at
home with the taste of traditional Filipino foods and with
its native ambience.
The restaurant will be family owned and operated by Glades
and Charvie Cacho. They are both accountants and have taken
a course in culinary cooking. Thus, practicing their
passion and profession in one.
The partners will be leasing a square foot space
located at the Jetty Port in Barangay Pook, Kalibo, Aklan.
Kusina Ni Nanay will be constructed out of native materials
to build a restaurant with an ambience of a bahay kubo.
Sales projections
Kusina Ni Nanay envisions to become a popular Filipino
restaurant that provides an at home feeling to every
Filipinos with the quality of foods and services that it
offers and to become well known to other nationalities the
dishes that the Filipino has.
1.1 Mission

Kusina ni Nanay is a great place to eat, combining an at

home atmosphere with excellent traditional Filipino food.
The mission is not only to have great tasting food, but
have efficient and friendly service because customer
satisfaction is paramount. We want to be the restaurant
choice for all families and singles, young and old, male
or female. Employee welfare will be equally important to
our success. Everyone will be treated fairly and with the
utmost respect. We want our employees to feel a part of the
success of Kusina ni Nanay. Happy employees make happy
guests.
 We will combine menu variety, atmosphere, ambiance and a
friendly staff to create a sense of 'place' in order to
reach our goal of overall value in the home-style
restaurant experience. We want fair profits for the owners,
and a rewarding place to work for the employees.

1.2 Objectives

Kusina ni Nanay objectives for the first three years of operation

includes:

 Keeping food cost under 35% revenue.

 Keeping employee labor cost between 20-25% of revenue.
 Be a premier home-style restaurant with excellent food and
service.

1.3 Guiding Principles

Kusina ni Nanay gives the utmost importance to customer
satisfaction. We give our best to achieve this under our
guiding principle:

1. Reasonable pricing
Kusina ni Nanay carefully calculates the food cost and set
the price that is reasonable and fair on customers. We even
include “Reasonable Pricing” in our guiding principles
because we think it is very important to achieve customer
satisfaction. A reasonable price is the price point for a
good or service that is fair to both parties involved in
the transaction.
2. Fresh and hygienic foods
We go to local green grocer every day to make sure the
meats (fish, beef, pork, chicken), fruits and vegetables
we use are fresh. We also take extra care to make sure the
dishes we serve you are hygienic. We train all our staffs
on personal hygiene as well as proper handling and storage
of ingredients. Food hygiene is as important to Kusina ni
Nanay as its taste.
3. Yummy to your tummy
Try our dishes for once and let your tongue decide it. We
cast a spell on our dishes to give you a temptation you
can’t resist but come back to the traditional dishes of
Kusina ni Nanay.
4. Hospitable and Humble customer service
Walk-in to Kusina ni Nanay. A beautiful smile awaits you.
Your comfortability and satisfaction is our goal.
5. Respect
We value and respect everyone who comes through our doors,
be they our customers or our staffs.
1.4 Keys to Success
 Product quality - great food, great service and
atmosphere.
 ‘Spice of Life' Menu - The menu will appeal to a wide
and varied clientele. Our menu features regional
specialties in the Philippines.
 Employee Retention Focus - Employee retention and
development programs will be a primary focus and
success platform for this business. Through these
programs, we will be able to draw seasoned and elite
staffs and build a committed work force.
 Cost Control Focus - We will control costs at all
times, without exception. Cost Control will be an
integrated function of the restaurant from the onset.
Our focus is to reduce the cost of goods sold to meet
our profit margin goals by managing the following
crucial elements of cost: Purchasing, Receiving,
Storage, Issuing Inventory, Rough Preparation,
Service Preparation, Portioning, Order Taking, Cash
Receipts, Bank Deposits and Accounts Payable. We will
use of this restaurant/ethnic food business plan to
 track actual costs against our forecasts in managing
the business.

2.0 Company Description

Kusina Ni Nanay is a restaurant offering every Filipino a
place where they can have their favorite Filipino cuisines
and a place for foreigners where their pallets can explore
our dishes. It will be located in the Food Terminal of the
Port in barangay Pook, Kalibo, Aklan mainly targeting the
passengers. It will serve varieties of Filipino dishes
from various regional cuisines for breakfast, lunch and
dinner.

2.1 Ownership
Kusina Ni Nanay will be wholly owned by Glades Cacho.
Charvie Cacho will be employed as the operations manager.
They both have the passion for cooking and patronized
Filipino cuisines. They have taken a course in food
technology which contributes on their cooking skills. Aside
from that, both are Certified Public Accountants in
profession. With the skills and knowledge they have, they
have decided run a restaurant business.

2.2 Legal Form

Kusina Ni Nanay will be organized as a sole proprietorship,
wholly owned and operated by Glades Cacho. This will be
registered in the municipality of Kalibo as a commercial
business.

2.3 Start-up Summary

 The costs to open the restaurant is Php . Majority of the
expenses will be for the construction of the restaurant and
purchase of furnitures, fixtures and equipment.

Start-up costs will be funded by the owners partially from

their own assets and from borrowings from financing
institutions.

3.0 Marketing Analysis

3.1 Industry Analysis
Food is a necessity. The industry that deals with
preparing food items/products refers to the food service
industry. The food service industry is and will always
remain in high demand because of its genre. Kusina Ni Nanay
belongs in the food service industry.

The country’s food service industry has continued to

improve over the past years due to the stronger consumers’
purchasing power, influenced by today’s fast-paced
lifestyle. With a strong economic performance in 2016, and
the increase in the number of foodservice establishments,
the sales in the Philippines foodservice market continued
to increase. The foodservice establishments increased by
at an average rate of 1.75% in number year-on-year since
2014 to 2017 due to an increase in the frequency of eating
out influenced by the growing affluence, increasingly busy
lifestyles, the desire for convenience and the entry of
several international brands in the Philippines foodservice
industry.

The Philippines foodservice market is expected to reach USD

12.8 billion in 2017, growing at a CAGR of 6.18% during the
forecast period 2018 – 2023.
 3.2 Market Size
Businesses under the food service industry in Kalibo,
Aklan include about more or less 50 registered
restaurants with the combinations of local restaurants
and franchised restaurants.

3.3 Competitors
Out of the number of entities participating in the
food service industry in Kalibo, Aklan, about 20% of
which are the major competitors that serve traditional
menus. To name a few are as follows:
 Bahay-kubo
 Panimalai
 New Peking House
 Kusina sa Kalibo
 Ninos Ihaw-ihaw
 La Nenas Manokan

3.4 Target Market

Glades and Charvie selected the location of the
restaurant in the port terminal mainly targeting
passengers coming back and forth in the surrounding
islands of Panay such as in the Boracay and Romblon.
4.0 Marketing Strategy and Implementation
Kusina ni Nanay will position itself as the premier home
style restaurant in the port terminal in barangay Pook,
Kalibo, Aklan. It will be providing excellent home style
meals prepared with quality ingredients at reasonable
prices. Kusina ni Nanay will give a relaxing atmosphere and
an ambience of home. Customers will be welcome by warm
smiles, greeted and accommodated just as they were arriving
home.
4.1 SWOT Analysis
4.1.1 Strength
 Easy access of the location
 Quality dishes at affordable prices
 Large variety of Filipino cuisines
 High level of customer service
 Strong value on staffs empowerment
4.1.2 Weaknesses
 Recruiting and retaining quality staffs
 Unavailability of raw materials/Shortage of
supplies
 Power interruptions
4.1.3 Opportunities
 Branching out on other ports and airports
 Additional food services
4.1.4 Threats
 Government rules and regulations
 Surrounding small carenderias
 Inflation of raw materials prices
 Inflation of operating costs
 Consumers mindset that meals cook at home
are safer and healthier
4.2 Strategy Pyramid
Strategy: Be the premier home-style Filipino food
restaurant in Kalibo, Aklan about
customer satisfaction.
Tactics: Create a buzz- signage in front of the
restaurant will invite the customers go
in and we will acknowledge their
presence with the warmest greeting,
accommodate and give our excellent
customer service.
 Programs: Provide employee training on customer
service and retention; give on-going
training programs as to keep with the
current industry trends and food safety
and rotation of tasks and duties.
4.3 Promotion and Advertising Strategies
1. Online Restaurant Directories – being easy to
find online with customer reviews helps
legitimize your operation and specific feedback
of previous patrons can help attract more
customers.
2. Email Newsletter – Get email addresses through
simple offering such as a chance to win a meal
for two if you provide your contact information.
Email newsletters help send large email blasts
to segmented groups and keep in touch with
previous customers.
3. Events – Hosting a tasting event allows people
to try them all and meet new friends.
4. Contest – creating contest that engages patrons
to utilize social media channels of the
restaurant like posting a photo in our page
captured in the restaurant with a catchy captions
and offering free meals for the winners.
5. Social Media – it is an essential part of the
business reaching more people outside the
location, creating more awareness and getting
involved in the conversation.
5.0 Services

Kusina Ni Nanay will be opened for 6 days in a week for

breakfast, lunch and dinner requiring multiple shifts. The
schedules will be written in a manner that will allow the ability
to increase or decrease hourly labor according to sales volume
in order to maintain a consistent labor cost control.

Proper labeling and rotation techniques, accompanied by ample

storage facilities will ensure that high quality prepared
product will be sufficiently available to meet the demands
during peak business hours.

The owner will be responsible for ordering, receiving and

maintaining sufficient inventory to meet production demands.
Ordering schedules will be staggered with perishable products
being ordered multiple times per week to preserve freshness.
Standard grocery and supply orders will be ordered less often,
according to a predetermined schedule and storage capacity.

Kusina ni Nanay will rely on operational checklists to verify

that each work shift has been properly prepared for and to insure
the operational standards are followed before, during and after
work shifts.

The restaurant layout, including the dining room, kitchen and

serving line, has been designed for efficiency and flexibility
to accommodate the fluctuation in customer traffic and peak meal
periods.

Upon arrival, guests will be greeted immediately by either the

assistant manager or a server and asked for the seating
preference. Drink orders will be taken and guests can munch on
our complimentary rolls. Once the customer’s order is taken, the
order will automatically be printed to a requisition printer
located in the food display area. The cashier will use the
printed ticket to keep track of orders and place the meal under
the heating lamps until the order is complete. The kitchen
preparation line has been designed to be operated by a minimum
staff of 1 line cook and a maximum of 4 cooks. This design allows
line staffing to be adjusted to the business volume. Shift
changes for all staff will involve cleanup, restocking and
preparation. All monies will be settled at the end of each shift.
The closing shift will involve designated closing duties that
will leave the restaurant clean and fully prepared for the next
day.

The restaurant opens in 6 days a week with hours as follows:

TIME
DAYS
Opening Closing
Sunday 6:00 AM 10:00 PM
Monday REST DAY
Tuesday 7:00 AM 9:00 PM
Wednesday 7:00 AM 9:00 PM
Thursday 7:00 AM 9:00 PM
Friday 7:00 AM 9:00 PM
Saturday 6:00 AM 10:00 PM

5.1 Products
5.1.1 Breakfast Menus

 KanKamTuy (Kanin + Kamatis + Tuyo)

 TapSiLog (Tapa + Sinangag + Itlog)
 ToSiLog (Tocino + Sinangag + Itlog)
 HotSiLog (Hotdog + Sinangag + Itlog)
 BangSiLog (Bangus + Sinangag + Itlog)
 DangSiLog (Danggit + Sinangag + Itlog)
 SpamSiLog (Spam + Sinangag + Itlog)
 ChoSiLog (Chorizo + Sinangag + Itlog)
 CornSiLog (Corned Beef + Sinangag + Itlog)
 AdoSiLog (Adobo + Sinangag + Itlog)
 5.1.2 Lunch and Dinner Menus

 Inihaw na Bangus  Pork Menudo

 Inihaw na Pusit  Bistek
 Inihaw na Baboy  Kare-kare
 Inihaw na Manok  Bicol Express
 Inihaw na Liempo  Crispy Pata
 Dinuguan  Pork Giniling
 Tinolang Tahong  Sinigang na Baboy
 Lechon Kawali  Sinigang na Bangus
 Beef Pares  Nilagang Baboy
 Beef Kaldereta  Nilagang Baka
 Ginataang Tilapia  Laing
 Chicken Pochero  Lumpiang Shanghai
 Adobong Baboy  Lumpiang Sariwa
 Adobong Manok  Escabeche
 Adobong Pusit  Relleno
 Binagoongang Baboy  Pinakbet
 Chicken Afritada  Ginisang Monggo

Kusina ni Nanay offers Filipino dishes not limited to

menus listed above. It also offers soups and stews, noodle
dishes and vegetables.

5.2 Product Pricing Strategy

The menu is a main driving force in getting customers
in the door, and they want to pay for the quality they
are receiving. The prices on the menu directly affect
your restaurant’s profitability and these guidelines
 can help you get the most out of your pricing
decisions.
Kusina ni Nanay will be using the competition pricing
method which is the price slightly lower than the
competitors and pricing a little bit higher seasonal
dishes to maximize profit.

6.0 Operations Management

The strength of our management staff positions us for success. Kusina Ni Nanay assembled a
team that embraces different disciplines, accomplished professionals with expertise in all
areas of the business, including marketing and restaurant management.

Management Team

Day to day operational management will be conducted by Glades and Charvie, as hands on
managers.

Glades Cacho: General Manager

(Marketing, Financial and Business Development)

Glades has a background in business and skillful to financial aspects of the business. She is a
Certified Public Accountant and has taken trainings related to food technology. As the
registered owner, Glades Cacho is responsible for overseeing the business growth. She is a
strong business leader responsible for strategic planning and continued growth of restaurant
services and business development. In addition, Glades will be the management lead for all
public relations, financial and investor services.

Charvie Cacho: Operations Manager

(Restaurant Operations)

Charvie Cacho is responsible for the concept and the daily operations management, with
yearly sales targets of $7 million.

With a course and training in related to food industry, she is charged with leading the
Restaurant Operations, Staff Selection, Menu Definition and Training initiatives for Kusina
ni Nanay

Managing Partner Responsibilities

In addition to the management of day to day operations, both managers, as principals within
the company, will oversee menu development, purchasing, portioning, pricing and inventory
control, including approval of all financial obligations of the company. They will plan,
develop, and establish customer service policies and objectives, and write, explain, and
enforce an employee's manual for all employee-related policies.
Responsibilities for hiring and firing employees lie solely with the two operations managers,
and any decisions in these areas will be made jointly.

Personnel Plan

We believe the personnel plan is in good proportion to the size of the restaurant and projected
revenues. The staff will include 7 full-time employees and 5 part-time employees, who will
work a total of 616 hours per week for every employee. Wage rates of the staffs will be based
on the minimum daily wage rate of the Aklan Province for 8 hours of work.

Kitchen:

The Chef will be assisted by:

 Assistant cooks (2)

 Kitchen Assistants/Dishwasher (2)
 Servers (3)

Restaurant Operations:

Glades Cacho will manage the Financial Management, Bookkeeping, marketing, and Investor
Services.

Charvie Cacho will be the Restaurant Manager. He will be the primary responsible for daily
Restaurant Operations. The chef and the assistant cooks will be supervised by Charvie and she
will have servers that will work as ‘captains' (these people have experience in managing and
waiting tables) and take care of service and make sure the restaurant is in excellent shape.

7.0 Financial Plan

7.1 Initial Capital Requirements

To start up the business, owner will invest Php and

will get additional funds from borrowings in financial
institution.

7.2 Total Project Costs

Presented in the table is the estimates of the

project’s initial cost/asset requirements that are
based on the materials, supplies, equipment, facility
and manpower needs of the project.
Descriptions Amounts
Land Leasehold (2 Years) Php 360,000.00
Business Permits 15,000.00
Construction of Restaurant 550,000.00
Supplies, Tools and Equipment 800,000.00
Raw Materials 1,500,000.00
Cash 1,775,000.00
Total Investments Php 5,000,000.00

Note: Cash is appropriated for other annual expenses needed to

run the operations.

7.3 Financial Assumptions

 Total sales increase each year ranging to 5% to 15%

based from previous year’s sales
 Ending inventory is estimated to be 10% of the total
inventory available for production for the year
 Cost of sales is 35% for the first two years of
operations and increases to 40% in the next year.
 Freight-in costs for the first year is Php 10,000.00
and increase by 5% each year based on previous year’s
costs.
 Salaries and wages expense is increase based on the
percentage of increase of rate from last year.
 Operating expenses is 45% of total sales in each year
for the first year of operations and decreases to 40%
on the following years.
 80% of cash on hand will be deposited in the bank for
the first two years and 85% on the succeeding year.
 7.4 Projections
7.4.1 Projected Profit and Loss

The profit and loss demonstrates modest increases in

revenues over the three expected years with
adjustments for inflation.

Year 1 Year 2 Year 3

Income:
Sales Php 3,240,000 Php 3,402,000 Php 3,776,220
Less: Cost of Sales 1,134,000 1,190,700 1,510,488
Gross Profit Php 2,106,000 Php 2,211,300 Php 2,265,732
Less: Expenses
Transportation Expense Php 10,000 Php 10,500 Php 11,025
Rent Expenses 180,000 180,000 180,000
Utility Expenses 190,000 197,800 211,758
Insurance Expense 30,000 30,000 30,000
Salaries and Wages 750,000 779,200 810,772
Miscellaneous Expenses 298,000 333,400 266,933
Total Php 1,458,000 Php 1,530,900 Php 1,510,488
Net Profit Php 541,000 Php 680,400 Php 755,244

7.4.2 Projected Cash Flows

Year 1 Year 2 Year 3

Cash, beg - Php 591,900 Php 1,099,000
Cash from Operation Php 3,240,000 3,402,000 Php 3,776,220
Cash from Financing 2,000,000 - -
Cash from Investing - - -
Total Cash Available Php 5,240,000 Php 3,993,900 Php 4,875,220
Less: Expenses
Expenses for Operation Php 2,158,100 Php 2,302,900 Php 2,607,400
Loan Repayments 640,000 592,000 544,000
Expenses for PPEs 2,400,000 100,000 285,000
Total Php 4,648,100 Php 2,994,900 Php 3,436,400
Cash, end Php 591,900 Php 999,000 Php 1,438,820
 7.4.3 Projected Balance Sheet

Year 1 Year 2 Year 3

Assets
Current Assets
Cash Php 591,900 Php 999,000 Php 1,438,820
Inventory 126,000 132,300 167,832
Other Current Assets 2,050,900 1,948,353 1,594,112
Noncurrent Assets
Long Term Assets Php 2,400,000 Php 2,500,000 Php 2,785,000
TOTAL ASSETS Php 5,168,800 Php 5,579,653 Php 5,985,764
Liabilities and Capital
Current Liabilities
Accounts Payable Php 968,800 Php 1,236,900 Php 1,650,850
Noncurrent Liabilities
Long Term Liabilities 1,200,000 800,000 400,000
TOTAL LIABILITIES Php 2,168,800 Php 2,036,900 Php 2,050,850
Owners, Capital Php 3,000,000 Php 3,542,753 Php 3,907,914
TOTAL LIBILITIES AND CAPITAL Php 5,168,800 Php 5,579,653 Php 5,958,764