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FAR EASTERN UNIVERSITY

Institute of Accounts, Business, & Finance

A Feasibility Study Presented to the Faculty of

Department of Accountancy

In Partial Fulfillment

of the Requirements for the Degree of

Bachelor of Science in Accountancy

By

BRAVO, MELISSA S.

CABRITIT, IRAH P.

CORNEL, KAREN C.

ENRIQUEZ, MICHELLE D.

FABABIER, JOY MARIE P.

LEBICO, DARYL JOSHUA N.

SALONGA, MARK JOSHUA V.

VILLAR, AYRA JANE I.

2019

i
CERTIFICATION

This Feasibility Study, Chick ‘N Cheese prepared and submitted by Melissa S.


Bravo, Irah P. Cabritit, Karen C. Cornel, Michelle D. Enriquez, Joy Marie P. Fababier,
Daryl Joshua N. Lebico, Mark Joshua V. Salonga and Ayra Jane I. Villar in partial
fulfillment of the requirements for Management Consultancy has been examined and
recommended for acceptance and approval for ORAL EXAMINATION.

_____________________________________
MR. RODOLFO M. LEDESMA, CPA, MBA
Feasibility Adviser

AAPROVAL SHEET

Approved by the PANELOF EXAMINERS ON ORAL EXAMINATION with


a grade of_____.

_______________________________

Chairman

____________________________ ____________________________

Member Member

Accepted and approved in partial fulfillment of the requirements for the degree
BACHELOR OF SCIENCE IN ACCOUNTANCY

_________________________________________________
MR. EARL JOSEPH M. BORGOÑA, CPA, MBA, LLB, CFMP
Dean, Institute of Accounts, Business and Finance

ii
ACKNOWLEDGEMENT

The proponents of the business express sincere gratitude to the following people

who contributed and provided support and assistance to make the completion of this

feasibility study possible:

To Mr. Rodolfo Ledesma, our feasibility study adviser, for his guidance,

constructive criticisms, and suggestions to improve the study;

To Mr. Gerald L. Villar, DBA, for his eagerness in providing the necessary

information about the student population of Far Eastern University - Manila and FEU

High School;

To all the students from various universities and colleges for the time they

spent in answering the demand survey and for the efforts to help the proponents reach

the student body of their respective schools;

To the businesses whom the proponents surveyed for the willingness to

answer the supply survey which provided vital information;

To the proponents’ families for the valuable insights, encouragement, financial

and moral support;

To the proponents’ friends and batchmates for the helpful feedback and

support;

Above all, to God Almighty for his divine protection and abundant graces.

Table of Content

iii
s

I. Project Summary

 Background of the Study.....................................................................................2

 Business Name...................................................................................................2

 Business Logo.....................................................................................................3

 Brief Description of the Product..........................................................................4

 Form of Business Organization...........................................................................4

 Business Location...............................................................................................4

 Statement of the Problem...................................................................................6

 Investment Cost..................................................................................................8

 Mode of Financing...............................................................................................8

II. Marketing Aspect

 Market Description............................................................................................10

 Target Market....................................................................................................15

 Sampling Area...................................................................................................16

 Demand Sample Size.......................................................................................17

 Sampling Method..............................................................................................19

 Survey Results..................................................................................................20

 Demand Analysis..............................................................................................46

 Supply Analysis.................................................................................................53

 Demand Gap.....................................................................................................85

 SWOT Analysis.................................................................................................88

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 Product Pricing - Basis......................................................................................92

 Marketing Program, Mix, and Strategies...........................................................94

III. Management Aspect

 Form of Business Organization.......................................................................104

 Legal Requirements and Steps to Register the Business..............................104

 Project Time Table (Gantt Chart)………….………………………………….....119

 Organizational Chart.......................................................................................120

 Manpower Requirements................................................................................121

 Organizational Policies....................................................................................129

 Internal Control................................................................................................142

IV. Technical and Production Aspect

 Step-By-Step Process/Flowchart....................................................................149

 Purchase Process Flowchart Description.......................................................151

 Pre-Production Process Flowchart Description..............................................154

 Production Process Flowchart Description.....................................................156

 Selling Process/Flowchart Description............................................................158

 Office and Store Schedule..............................................................................160

 Manpower Schedule/Shifting..........................................................................162

 Business Location...........................................................................................163

 Façade............................................................................................................163

 Vicinity Map.....................................................................................................163

 Floor Plan of the Business..............................................................................164

v
 Property, Plant and Equipment.......................................................................166

 Product Cost....................................................................................................189

 Direct Materials Requirement.........................................................................189

 Direct Labor Cost............................................................................................194

 Schedule of Overhead and Expenses............................................................195

V. Financial Aspect

 General Financial Assumptions......................................................................209

 Total Project Cost............................................................................................213

 Mode of Financing...........................................................................................214

 Pre - operating Statement of Financial Position.............................................215

 Pre - operating Statement of Cash Flows.......................................................216

 Projected Statements Financial Position........................................................217

 Projected Statements of Comprehensive Income..........................................218

 Projected Statement of Changes in Owner's Equity.......................................219

 Projected Statement of Cash Flows................................................................220

 Notes to Pre-operating and Projected Financial Statements..........................221

 Break-even Analysis.......................................................................................230

 Other Supporting Schedule.............................................................................232

 Financial Statement Analysis..........................................................................235

VI. Socio-economic Aspect

 Description of the Industry..................................................................................238

 Production...........................................................................................................238

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 Employment........................................................................................................239

 Taxes..................................................................................................................240

 Health Matters.....................................................................................................240

 Environment........................................................................................................241

VII. Appendices…………………………………………………………………………242

VIII. Curriculum Vitae………………………………………………………………….295

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List of Tables

Table No. Title Page No.


1 List of Direct Competitors.................................................... 11
2 List of Indirect Competitors.................................................. 12
3 Distribution of the Respondents According to Gender........ 20
4 Distribution of the Respondents According to Age.............. 21
5 Distribution of the Respondents According to School.......... 22
6 Distribution of the Respondents According to Year Level... 23
7 Source of Income of Respondents....................................... 24
8 Weekly Spending Allowance for Food of Respondents....... 25
9 Whether or Not Respondents Eat Chicken Wings............... 26
10 Frequency of Respondents’ Eat Chicken Wings................. 27
11 Number of Chicken Wings Consumed by Respondent
for Each Meal....................................................................... 28
12 Average Spending of Respondents on a Regular
Order of Chicken Wings....................................................... 29
13 Frequency of Eating Outside of Respondents..................... 30
14 Frequency of Eating Outside of Respondents..................... 31
15 Average Spending of Respondents when
Eating Outside...................................................................... 32
16 Companion of Respondents When Eating Outside............. 33
17 Number of Hours Respondents Stay in Food Stores........... 34
18 Taste Preference of the Respondents................................. 35

viii
19 Time Respondent is Willing to Wait for their Order.............. 36
20 Difficulty of Trying Out New Fast Food Store...................... 37
21 Preferred Pair with Chicken Wings...................................... 38
22 Factors Affecting Choice in Fast Food Stores..................... 39
Table No. Title Page No.
23 Reason of the Respondents for Buying Chicken Wings...... 41
24 Finding of Information of Fast Food Store........................... 43
25 Respondents’ Willingness to Try Boneless Chicken
Wings Stuffed with Mozzarella Cheese and Meat............... 44
26 Price Willing to be Spent by a Respondent on Boneless
Chicken Wings Stuffed with Mozzarella
Cheese and Meat................................................................. 45
27 Historical Student Population............................................... 46
28 Projected Student Population............................................... 47
29 Historical Demand................................................................ 48
30 Projected Demand............................................................... 50
31 Determination of Frequency................................................. 51
32 Historical Supply................................................................... 53
33 Projected Supply.................................................................. 55
34 Number of Years in Business............................................... 58
35 Number of Branches Located in Manila............................... 59
36 List of their Target Market.................................................... 60
37 Number of Competitors During the Start of Business.......... 61
38 Number of Competitors Added per Year.............................. 62
39 Taking into Consideration of Having Regular Customers.... 63
40 Age Bracket of Regular Customers..................................... 64
41 Marketing Strategy............................................................... 65
42 Use of Delivery System........................................................ 66

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43 Type of Delivery System...................................................... 67
44 Age Bracket of Regular Customers..................................... 68
45 Day with Most Number of Customers.................................. 69
46 Day with the Least Number of Customers........................... 70
Table No. Title Page No.
47 Number of Chicken Wings in One Regular Order................ 71
48 Number of Regular Orders of Chicken Wings Sold
During Regular Season on Average.................................... 72
49 Capability to Offer More Than the Required Minimum
Chicken Wings in One Regular Order.................................. 73
50 Maximum Number of Additional Chicken Wings.................. 74
51 Increase in Sales During Peak Season............................... 75
52 Increase in Demand of Chicken Wings................................ 76
53 Increase in Percentage of the Demand of Chicken
Wings................................................................................... 77
54 Existence of Regular Supplier.............................................. 78
55 Supplier of Raw Materials.................................................... 79
56 Supplier of Supplies other than Chicken Wings................... 80
57 Number of Times of Purchase of Raw Materials or
Supplies................................................................................ 81
58 Reorder Point for Raw Materials.......................................... 82
59 Reorder Point for Supplies................................................... 83
60 Number of Chicken Wings Required to Meet
Customer Demand............................................................... 84
61 Historical Demand-Supply Analysis..................................... 85
62 Projected Demand-Supply Analysis..................................... 86
63 Production Capacity............................................................. 87
64 List of Product Prices........................................................... 92

x
65 Product Pricing Basis........................................................... 93
66 Proposed Price for Chick ‘N Cheese................................... 94
67 Salary Scale......................................................................... 125
68 Minor Offenses..................................................................... 140
Table No. Title Page No.
69 Major Offenses..................................................................... 140
70 Production Schedule for One Week..................................... 158
71 Production Capacity............................................................. 160
72 Manpower Schedule/Shifting............................................... 161
73 Production Machinery and Equipment................................. 165
74 Production Furniture and Fixture......................................... 167
75 Office Machinery and Equipment......................................... 169
76 Office Furniture and Fixture................................................. 171
77 Store Machinery and Equipment.......................................... 173
78 Store Furniture and Fixture.................................................. 174
79 Production Tools.................................................................. 175
80 Kitchen Supplies................................................................... 178
81 Office Supplies..................................................................... 180
82 Store Supplies...................................................................... 186
83 List of Direct Materials of Stuffed Chicken Wing.................. 188
84 List of Direct Materials of Rice............................................. 188
85 List of Direct Materials of Classic Flavor.............................. 189
86 List of Direct Materials of Honey Sriracha Flavor................ 189
87 List of Direct Materials of Buffalo Wings Flavor................... 190
88 List of Direct Materials of Honey Citrus................................ 190
89 List of Direct Materials of Sour Cream................................. 191
90 Total Direct Material Cost Per Day...................................... 192
91 Salary Scale......................................................................... 193

xi
92 Allocation of Direct Labor Cost............................................ 193
93 Indirect Materials.................................................................. 194
94 Indirect Labor....................................................................... 194
95 Table for Employer’s Share in SSS..................................... 195
Table No. Title Page No.
96 Table for Employer’s Share in PhilHealth............................ 195
97 Table for Employer’s Share in HDMF.................................. 196
98 Allocation of Employer’s Share............................................ 196
99 Allocation of Employees 13th Month Pay............................ 197
100 Production Machinery and Equipment Depreciation............ 198
101 Production Furniture and Fixture Depreciation.................... 198
102 Office Machinery and Equipment Depreciation................... 199
103 Office Furniture and Fixture Depreciation............................ 199
104 Store Machinery and Equipment Depreciation.................... 200
105 Store Furniture and Fixture Depreciation............................. 200
106 Depreciation Allocation........................................................ 201
107 Rent Allocation..................................................................... 201
108 Repairs and Maintenance Allocation................................... 201
109 Utilities Allocation................................................................. 202
110 List of Variable Overhead..................................................... 202
111 Lists of Fixed Overhead....................................................... 203
112 List of Product Cost of Wings............................................... 204
113 Chart of Accounts................................................................. 211

xii
List of Figures

Figure No. Title Page No.


1 Business Logo...................................................................... 3
2 Façade................................................................................. 5
3 Vicinity Map.......................................................................... 5
4 Distribution of the Respondents According to Gender........ 20
5 Distribution of the Respondents According to Age.............. 21
6 Distribution of the Respondents According to School......... 22
7 Distribution of the Respondents According to Year Level... 23
8 Source of Income of Respondents....................................... 24
9 Weekly Spending Allowance for Food of Respondents....... 25
10 Whether or Not Respondents Eat Chicken Wings............... 26
11 Frequency of Respondents’ Eat Chicken Wings................. 27
12 Number of Chicken Wings Consumed by Respondent
for Each Meal....................................................................... 28
13 Average Spending of Respondents on a Regular
Order of Chicken Wings....................................................... 29
14 Frequency of Eating Outside of Respondents..................... 30
15 Places Where the Respondents Eat Outside...................... 31
16 Average Spending for Food of Respondent when
Eating Outside...................................................................... 32
17 Companion of Respondents When Eating Outside............. 33
18 Number of Hours of Respondents Stay in Food Stores...... 34
19 Taste Preference of the Respondents................................. 35
20 Time Respondent is Willing to Wait for their Order.............. 36
21 Difficulty of Trying Out New Fast Food Store...................... 37
22 Preferred Pair with Chicken Wings...................................... 38

xiii
Figure No. Title Page No.
23 Factors Affecting Choice in Fast Food Stores..................... 39
24 Reason of the Respondents for Buying Chicken Wings...... 41
25 Finding of Information of Fast Food Store........................... 43
26 Respondents’ Willingness to Try Boneless Chicken
Wings Stuffed with Mozzarella Cheese and Meat............... 44
27 Price Willing to be Spent by a Respondent on
Boneless Chicken Wings Stuffed with Mozzarella
Cheese and Meat................................................................. 45
28 Number of Years in the Business........................................ 58
29 Number of Branches Located in Metro Manila.................... 59
30 List of their Target Market.................................................... 60
31 Number of Competitors During the Start of Business.......... 61
32 Number of Competitors Added per Year............................. 62
33 Taking into Consideration of Having Regular Customers.... 63
34 Age Bracket of Regular Customers..................................... 64
35 Marketing Strategy............................................................... 65
36 Use of Delivery System........................................................ 66
37 Type of Delivery System...................................................... 67
38 Number of Days Operating in a Week................................. 68
39 Day with the Most Number of Customers............................ 69
40 Day with the Least Number of Customers........................... 70
41 Number of Chicken Wings in One Regular Order................ 71
42 Number of Regular Orders of Chicken Wings Sold
During Regular Season on Average.................................... 71
43 Capability to Offer More Than the Required Minimum
Chicken Wings in One Regular Order.................................. 72
44 Maximum Number of Additional Chicken Wings.................. 73

xiv
Figure No. Title Page No.
45 Increase in Sales During Peak Season............................... 74
46 Increase in Demand of Chicken Wings................................ 75
47 Increase in Percentage of the Demand of Chicken Wings. . 76
48 Existence of Regular Supplier.............................................. 77
49 Supplier of Raw Materials.................................................... 78
50 Supplier of Supplies other than Chicken Wings................... 80
51 Number of Times of Purchase of Raw Materials
or Supplies........................................................................... 81
52 Reorder Point for Raw Materials.......................................... 82
53 Reorder Point for Supplies................................................... 83
54 Number of Chicken Wings Required to Meet
Customer Demand............................................................... 84
55 SWOT Matrix........................................................................ 88
56 Product Physical Evidence.................................................. 101
57 Project Timetable (Gantt Chart)........................................... 119
58 Organizational Chart............................................................ 120
59 Daily Schedule (During No Days-Off).................................. 127
60 Weekly Schedule................................................................. 128
61 Employees Uniform.............................................................. 138
62 Purchase Process................................................................ 149
63 Pre – Production (Preparation Process).............................. 153
64 Production Process.............................................................. 155
65 Selling Process.................................................................... 157
66 Façade................................................................................. 163
67 Vicinity Map.......................................................................... 163
68 Floor Plan of the Business................................................... 164

xv
List of Schedules

Schedule No. Title Page No.

1 Average Customers per Year.............................................. 54

2 Historical Values................................................................... 56

3 Break-even Computation..................................................... 231

4 Allocation of Break-even Point in Units................................ 232

5 Fixed Production Costs........................................................ 233

6 Fixed Administrative Expenses............................................ 233

7 Variable Administrative Expenses....................................... 234

8 Variable Production Expenses............................................. 234

9 Fixed Selling Expenses........................................................ 234

10 Taxes and Licenses............................................................. 235

11 Computation of Projected Student Population of

Far Eastern University-Manila for 2020-2024...................... 254

12 Computation of Projected Student Population of

Far Eastern University- Manila for 2020-2024..................... 254

13 Computation of Projected Student Population of

FEU-Institute of Technology for 2020-2024......................... 255

14 Computation of Projected Student Population of

FEU-Institute of Technology for 2020-2024......................... 255

15 Computation of Projected Student Population of Philippine

School of Business Administration – Manila for 2020-2024 256

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Schedule No. Title Page No.

16 Computation of Projected Student Population of

Philippine School of Business Administration – Manila

for 2020-2024....................................................................... 256

17 Computation of Projected Student Population of

University of the East – Manila for 2020-2024..................... 257

18 Computation of Projected Student Population of

University of the East – Manila for 2020-2024..................... 257

19 Computation of Projected Student Population of

University of Santo Tomas for 2020-2024........................... 258

20 Computation of Projected Student Population of

University of Santo Tomas for 2020-2024........................... 258

21 Computation of Sales Mix.................................................... 259

xvii
Project
Summary
Background of the Study

Nowadays, people place a great value on convenience due to their hectic

schedules. In fact, conveniency has become a factor affecting food preference. People

tend to buy products such as ‘instant’ foods like noodles and coffee, canned or

packaged goods that are ready to eat, and frozen and processed foods that are easy to

cook. Such products can be easily located in the markets and can be found even in

convenience stores and small sari-sari stores. Also, they prefer food establishments

such as fast-food chain restaurants wherein customers spend less time in waiting for

their orders. Among these fast-food chains, it is noticeable that one of the most common

meals is chicken. This is due to the fact that chicken is cheaper and easier to cook

compared to other meats.

However, with the growing demand for convenience when it comes to food

preference, the quality of the food especially in terms of nutritional value is being

compromised.

With this, the proponents seek to invest in the fast-food industry by establishing

Chick ‘N Cheese. The business aims to serve a deboned chicken wing meal that will not

only satisfy the people’s preference for conveniency, but will also satiate their desire for

something new and exciting yet delicious and nutritious meal.

Business Name

The proponents named the business “Chick ‘N Cheese” for the customers to

easily recognize what we are trying to offer – chicken wings stuffed with mozzarella

cheese and meat. Also, the proponents abbreviated the word ‘chicken’ to make the

name catchy and easy to pronounce.


Business Logo

Figure 1
Business Logo

The business logo shows a chicken drawing attention to its wing – emphasizing

that it is the best part. Under the picture of a chicken is our business name which

represents the product that we will offer. The colors used in the design of “Chick ‘N”

signify the level of spiciness the store offers and the word “Cheese” is stylized as such

to indicate the cheesiness of the chicken that we offer. At the bottom right part, we

indicate that we offer the best quality of chicken wings.


Brief Description of the Product

Chick ‘N Cheese offers boneless chicken wings stuffed with mozzarella cheese

and bacon. The product is a new addition to the market which makes it distinct from

other fast-food restaurants that offer plain flavored chicken wings. The choice as to the

combination of the flavor is for the customer to decide. Among the selection is classic,

an easy go-to flavor, honey citrus, a flavor with the perfect mix of honey and citrus, sour

cream, for those who love a bit tanginess in their chicken, honey sriracha, for sweet and

spicy lovers, and lastly, buffalo flavor, a hot and spicy flavor for those who want to spice

up their taste buds.

Form of Business Organization

The project will adopt a sole proprietorship form of business organization. Sole

proprietorship is a business structure wherein a sole owner has the total responsibility

and authority over the business. The proponents opted to form the business under sole

proprietorship as they deemed it most suitable with the nature and capital requirements

of the project. Moreover, fewer requirements are needed to form the business and fewer

standards and regulations are applicable for this business structure.

Business Location

The business will be established at Don Lorenzo Building, 889 P. Paredes Street,

Sampaloc, Manila, 1008 Metro Manila.


Figure 2
Façade

Figure 3
Vicinity Map
Statement of the Problem

 Marketing Aspect

1. Where will the business be established?

2. Who are the business’ competitors?

3. Who is the target market?

4. How did the business formulate the projected demand and supply?

5. What are the strengths and weaknesses of the business including the

opportunities and threats present in the market?

6. How will the product be introduced in the market?

7. What are the forms and strategies of marketing that will be used in

penetrating the industry?

 Management Aspect

1. What is the type of business organization?

2. What are the legal requirements that must be complied with in order to

establish the business?

3. What is the management structure?

4. What are the manpower requirements for the operation of the business?

5. What are the qualifications and functions of the personnel, the work

schedules, and the corresponding compensation package?

6. What are the organizational policies that must be established to monitor

and control the business operations?

7. What are the rules employed to ensure the safety of the people and

cleanliness within the store?


8. What are the internal controls employed to maintain the effectiveness and

efficiency of the business operations?

 Technical/Production Aspect

1. What are the processes or procedures in conducting the business?

2. How many batches of product is the business capable of producing per

day?

3. Where will the business operate?

4. What is the internal layout of the place?

5. What property, plant, and equipment `are to be used in the business

operations?

6. What are the ingredients needed for the product and their corresponding

costs?

7. How much costs are incurred in producing the product?

8. How will the disposal of the waste be managed?

 Financial Aspect

1. What are the assumptions used as a basis for the preparation of the

financial statement?

2. What are the account numbers and account titles that will be used in

recording the transactions of the business?

3. How much capital is needed to start the business?

4. What are the sources of fund for the business?

5. How profitable will the business be during its first and succeeding years of

operations?
6. What are the criteria and ratios used for investment decision-making?

 Socio-Economic Aspect

1. How will the business handle the production to maintain the quality of the

products?

2. What is the impact of the business to the employees and the community?

3. How will the business comply with the payment of taxes to the

government?

4. What are the products’ effects on the health of the customers?

5. How will the business conduct its operation without harming the

environment?

Investment Cost

The project will be needing an amount of one million pesos (Php 1,000,000) to

fund the cost of the formation of the business and initiation of its operation.

Mode of Financing

The business, Chick ‘N Cheese, is financed with the sole proprietor’s savings

which he earned from his previous work as an Overseas Contract Worker amounting to

One Million Pesos (Php 1,000,000.00). This will be used for all necessary and required

expenses to be incurred including pre-operating expenses, desired working capital, and

capital expenditures for the establishment and operations of the business.


Marketing
Aspect
Market Description

Target Area

The location of the business is one of the first decisions to make in starting up a

business. A good location is highly significant in the success of a business thus its

selection must be done deliberately. There are factors that need to be considered in

choosing the location and it should be aligned with the company’s needs and objectives.

The proponents decided to establish the business along Nicanor Reyes Sr. St.,

Sampaloc, Manila. The location is accessible to the potential target market, which

consist of individuals studying in different schools, colleges, and universities, because it

is within the University Belt, a sub-district in Metro Manila where a lot of big universities

and colleges can be found.

Competitive Situation

Establishing a business within University Belt or U-belt is a great opportunity as

to market penetration. Mainly, this is due to the fact that the location, which is teeming

with universities, colleges, review schools, condominiums, and dormitories, is populated

by a large number of students. As such, the business will be accessible to the target

market, which are the students. In addition, a lot of fast-food restaurants can be found

within the University Belt and each business offer their products at different prices. It is

also noted that most fast-food chains have chicken as their main meal. On the other

hand, Chick ‘N Cheese offers a variety of flavors of chicken wings with stuffed

mozzarella cheese and bacon and this unique quality provides an advantage for the

business. The level of competition a business will face plays a significant role in

determining the attributes needed in order to attract the target market and obtain an
advantage against competitors. The proponents’ business is under a monopolistic

competition, wherein, many other competitors offer the same but not the exact product.

This type of competition can be easily penetrated by new competitors since the present

barriers are low. With this, the company’s objective is to gain competitive advantage

among direct and indirect competitors through customer satisfaction and loyalty.

List of Direct and Indirect Competitors

Direct Competitors

Chick ‘N Cheese offers products and services similar to other businesses near

the store location. The following are the direct competitors of our business:

Table 1
List of Direct Competitors
Direct Competitors Logo Address

 1223 Delos Reyes Street


D’ Bricks Sampaloc Manila, Sampaloc,
1008 Metro Manila

Buffalo’s Wings N’  866 Nicanor Reyes St.,


Sampaloc, Manila, 1015 Metro
Things Manila

 1173 Padre Noval St.,


24 Chicken Sampaloc, Manila, 1015 Metro
Manila

 1175 Padre Noval St., 466 -


Zone 46, Sampaloc, Manila,
1008 Metro Manila
Jacko's Burger Bar
 1601 Piy Margal St.,
Sampaloc, Manila, 1008 Metro
Manila
 1001 Tolentino St., Sampaloc,
Chiquitos
Manila, 1008 Metro Manila

 St. Thomas Square, 1150


For the Wing España Blvd, Sampaloc,
Manila, 1015 Metro Manila

 840 M.F. Jhocson St.,


Wing Bites Sampaloc, Manila, 1015 Metro
Manila

 1222 Delos Reyes St.,


Wing Vibe Sampaloc, Manila, 1008 Metro
Manila

Indirect Competitors

We have also considered the businesses that are not the same as our products

and services but can satisfy the customers’ needs. Here are the lists of our indirect

competitors:

Table 2
List of Indirect Competitors
Indirect Competitors Logo Address
 886 Nicanor Reyes St.,
Sampaloc, Manila, 1008 Metro
Manila
 Shop B, University Shopping
Arcade, Ground Floor, 2219
Jollibee Recto Ave., Sampaloc, Manila,
1008 Metro Manila
 907 Padre Noval St.,
Sampaloc, Manila, 1015 Metro
Manila
 810, 1008 Nicanor Reyes St.,
Sampaloc, Manila, Metro
Manila Isetann Cinerama
Complex, G/F, Evangelista St.,
Manila
McDonald’s  1800 España Blvd., cor. Padre
Campa St., Sampaloc, Manila,
1008 Metro Manila
 850 Padre Noval St.,
Sampaloc, Manila, 1008 Metro
Manila

 844 Nicanor Reyes St.,


Sampaloc, Manila, 1008 Metro
Manila
 UST Carpark, León María
Guerrero Dr., Sampaloc,
KFC Manila
 1008 Metro Manila San Jose
Building, (G/F), 917 Padre
Campa St., Sampaloc, Manila,
1008

 Morayta St., España Blvd.,


396, Manila, 1015 Metro
Mang Inasal Manila

 España Boulevard, Sampaloc,


Manila, 1008 Metro Manila
Greenwich

 1104-1118 España Blvd,


Chowking Sampaloc, Manila, 1008 Metro
Manila

 Lot 41, 42, 55, 56, Block 88,


Baliwag Paquita Street, Sampaloc,
Manila, 1008 Metro Manila
Target Market

Market Structure
The target market of Chick ‘N Cheese are those students, who have a weekly

allowance of Php 500 to Php 3001 and above, populating the University Belt in

Sampaloc, Manila. Location is one of the key factors in business strategy. As such, our

location is surrounded with big schools, universities, condominiums, and dormitories. It

will help in increasing the sales because of its accessibility from the target market.

Likewise, the location is accessible to the suppliers giving rise to an easy transportation

of the materials needed. Also, the nearby universities in the business’ location have a

large number of student population. This provides an opportunity for Chick ‘N Cheese

since most of the students are looking for near establishments, and affordable meals for

their tight budget and hectic schedules.

Age Bracket

The target market is within the age bracket of 16 to 24 years old. Such age

bracket is chosen because most of the prospective customers are students. Also, many

students are known to love chicken wings as well as cheese. Additionally, most of them

belong to the demographic group called ‘Millennials’ and ‘Generation Z’ and these

generations are notorious for wanting to try new and different things. That being said,

chicken wings stuffed with mozzarella cheese and bacon will certainly appeal to the

target market.
Sampling Area

The necessary data were gathered by conducting surveys to selected sampling

areas where there is a high number of prospective target market and competitors.

Online survey questionnaires, in the form of Google Forms, were used in the

distribution of demand questionnaires to students from chosen schools, colleges, and

universities that are located near the place of business and within the University Belt.

The demand questionnaires were distributed through social media applications like

Facebook.

In the gathering of data for the supply analysis, the survey was conducted with

the aid of printed supply questionnaires which were personally given to all the direct

competitors identified by the business.


Demand Sample Size

In determining the number of students to be surveyed, the proponents used the

Slovin’s formula. The total number of projected students enrolled for the Academic Year

2018 from universities namely Far Eastern University – Manila, FEU -Institute of

Technology, Philippine School of Business Administration – Manila, University of Santo

Tomas, and University of the East – Manila were used as the total population with a

total of 73, 422 students. A margin of error of ten percent (10%) was also used. It

yielded 99.86 students which was rounded to the nearest tenths resulting to a total of

100 students. The supporting computation is shown below:

N
n=
1+ Ne2

Where:

n = number of samples

N = total population

e = margin of error

73,422 73,422
n= 2
n=
1+[ (73,422 ) ( 0.10 ) ] 1+[ (73,422 ) ( 0.01 ) ]

73,422
n=
1+734.22

73,370
n=
735.22

n=99.79∨100

The same formula was used in the computation of competitors to be surveyed.

The number of competitors that are identified to be located the near the place of
business were 8 which was shown in Table 1. The same margin of error was used,

which was 10%. It yielded 7.41 which was rounded off to the nearest tenths, 7

competitors. Supporting computation is presented below.

N
n=
1+ Ne2

Where:

n = number of samples

N = total population

e = margin of error

8
n=
1+[ ( 8 )( 0.10 )2 ]

8
n=
1+[ ( 8 )( 0.01 )]

8
n=
1+.09

8
n=
1.09

n=7.41∨7
Sampling Method

The proponents of the business used the cluster sampling technique in

determining the respondents for the demand analysis. This is a method where clusters

or sections from an already existing grouping of the entire population are randomly

selected. The population is the students within the University Belt and the schools,

colleges and universities are its clusters. Online survey forms were used as survey

questionnaires to gather data from the target market that is necessary for the business.

The identified clusters are Far Eastern University – Manila, FEU -Institute of

Technology, Philippine School of Business Administration – Manila, University of Santo

Tomas, and University of the East – Manila.


Survey Results

Presented below are the results of the survey conducted upon students from

selected universities of the proposed business.

Male
35%

Male
Femele Femele
65%

Figure 4
Distribution of the Respondents According to Gender

Table 3
Distribution of the Respondents According to Gender
Response Number Percentage
Female 65 65%
Male 35 35%
Total 100 100%

Figure 4 shows that 65% of respondents were female and 35% were male.
16 - 18
22 - 24 3%
19%

16 - 18
19 - 21
22 - 24
19 - 21
78%

Figure 5
Distribution of the Respondents According to Age

Table 4
Distribution of the Respondents According to Age
Response Number Percentage
16-18 3 3%
19-21 78 78%
22-24 19 19%
Total 100 100%

Figure 5 presents the profile of the respondents in terms of age. Out of 100

respondents, there are 3% whose age ranges from 16-18 years old; 78% whose age

ranges from 19-21 years old; and 19% whose age is 22-24 years old.
17%
26%

Far Estern University


FEU - Institute of Technology
Philippine School of Business
10% Administration - Manila
1% University of Santo Tomas
46% University of the East

Figure 6
Distribution of the Respondents According to School

Table 5
Distribution of the Respondents According to School
Response Number Percentage
Far Eastern University-
26 26%
Manila
FEU - Institute of
10 10%
Technology
Philippine School of
Business Administration – 1 1%
Manila
University of Santo Tomas 46 46%
University of the East –
17 17%
Manila
Total 100 100%

As presented in Figure 6, 26% of the respondents are from Far Eastern

University – Manila, 10% are from FEU – Institute of Technology, 1% from Philippine

School of Business Administration – Manila, 46% from University of Santo Tomas, and

17% from University of the East – Manila.


1%
2% 8%
2%
31% 8%
Grade 11
Grade 12
1st Year College
2nd Year College
3rd Year College
4th Year College
48% 5th Year College

Figure 7
Distribution of the Respondents According to Year Level

Table 6
Distribution of the Respondents According to Year Level
Response Number Percentage
Grade 11 1 1%
Grade 12 2 2%
1st Year College 8 8%
nd
2 Year College 2 2%
rd
3 Year College 8 8%
4th Year College 48 48%
5th Year College 31 31%
Total 100 100%

As presented in Figure 7, among 100 respondents, 1% of the respondents is

grade 11 students, 2% of the respondents are grade 12 students, 8% of the

respondents are 1st year students, 2% of the respondents are 2 nd year students, 8% of

the respondents are 3rd year students, 48% of the respondents are 4 th year students,

and the remaining 31% are 5th year students.


;
;
;
100%

Figure 8
Source of Income of Respondents

Table 7
Source of Income of Respondents
Response Number Percentage
Allowance/ “Baon” 100 100%
Part-time Job 0 0%
Salary 0 0%
Savings 0 0%
Total 100 100%

As presented in Figure 8, 100% of the respondents’ source of income is from

their allowance/ “baon”. None of them are receive income from part-time jobs, salaries,

and savings.
6%
8%
28%
4%
Php 500 - 1,000
Php 1,001 - 1,500
19% Php 1,501 - 2,000
Php 2,001 - 2,500
Php 2,501 - 3,000
Php 3,001 - and above
35%

Figure 9
Weekly Spending Allowance for Food of Respondents

Table 8
Weekly Spending Allowance for Food of Respondents
Response Number Percentage
Php 500 – Php 1,000 28 28%
Php 1,001 – Php 1,500 35 35%
Php 1,501 – Php 2,000 19 19%
Php 2,001 – Php 2,500 4 4%
Php 2,501 – Php 3,000 8 8%
Php 3,001 and above 6 6%
Total 100 100%

As presented in Figure 9, 28% of the respondents are spending Php 500 – Php

1,000 of their allowance weekly on food, 35% have food spending allowance of Php

1,001 – Php 1,500, 19% have a food spending allowance of Php 1,501 – Php 2,000, 4%

have a food spending allowance of Php 2,001 – Php 2500, 8% have Php 2,501 – Php

3,000, and there are 6% who have food spending allowance of Php 3,001 and above.
Yes
No

100%

Figure 10
Whether or Not Respondents Eat Chicken Wings

Table 9
Whether or Not Respondents Eat Chicken Wings
Response Number Percentage
Yes 100 100%
No 0 0
Total 100 100%

As shown in Figure 10, 100% of the respondents eat chicken wings.


5%
11%

Once a week
46% 2 times a week
3 times a week
4 times a week
5 times a week
38%
6 times a week
Everyday

Figure 11
Frequency of Respondents’ Eat Chicken Wings

Table 10
Frequency of Respondents’ Eat Chicken Wings
Response Number Percentage
Once a week 46 46%
2 times a week 38 38%
3 times a week 11 11%
4 times a week 5 5%
5 times a week 0 0%
6 times a week 0 0%
Everyday 0 0%
Total 100 100%

As shown in the Figure 11, 46% of the respondents eat chicken wings once a

week, while 38% eats chicken wings 2 times a week. 11% of respondents eat chicken

wings 3 times a week, and 5% of them eat chicken wings 4 times in a week.
1%
5% 1%

21%
45% 1 to 3
4 to 5
6 to 8
9 to 15
15 to 20
27% 20 to 25

Figure 12
Number of Chicken Wings Consumed by Respondent for Each Meal

Table 11
Number of Chicken Wings Consumed by Respondent for Each Meal
Response Number Percentage
1-3 45 45%
4-5 27 27%
6-8 21 21%
9-15 5 5%
15-20 1 1%
20-25 1 1%
Total 100 100%

As presented in Figure 12, there are 45% of respondents who can consume 1-3

chicken wings during a meal. 27% consumes 4-5 chicken wings, 21% consumes 6-8

chicken wings, 5% consumes 9-15 chicken wings, 1% consumes for about 15-20

chicken wings, and another 1% who consumes 20-25 chicken wings during a meal.
7%
13%
31%

Php 85 - Php 100


Php 101 - Php 125
Php 126 - Php 145
23%
Php 146 - Php 180
Php 181 - Php 250
26%

Figure 13
Average Spending of Respondents on a Regular Order of Chicken Wings

Table 12
Average Spending of Respondents on a Regular Order of Chicken Wings
Response Number Percentage
Php 85 – Php 100 31 31%
Php 101 – Php 125 26 26%
Php 126 – Php 145 23 23%
Php 146 – Php 180 13 13%
Php 181 – Php 250 7 7%
Total 100 100%

On the average, there are 31% of respondents who spends Php 85 – Php 100 on

a regular order, 26% spends Php 101 – Php 125, 23% spends Php 126 – Php 145, 13%

are spending for about Php 146 – Php 180 per regular order, and the remaining 7%

spends Php 181 – Php 250.


10%

30% Everyday
53%
Once week
Twice a week
Thrice a month

7%

Figure 14
Frequency of Eating Outside of Respondents

Table 13
Frequency of Eating Outside of Respondents
Response Number Percentage
Everyday 53 53%
Once week 7 7%
Twice a week 30 30%
Thrice a month 10 10%
Total 100 100%

As shown in the Figure 14, 53% of the respondents eat outside every day, 7%

eat outside once a week, 30% of them eat outside twice a week and 10% of the only eat

outside thrice a month.


11%
18%

16% Food stalls


Fast food
Carinderia
Restaurants
55%

Figure 15
Places Where the Respondents Eat Outside

Table 14
Places Where the Respondents Eat Outside
Response Number Percentage
Food stalls 11 11%
Fast food 55 55%
Carinderia 16 16%
Restaurants 18 18%
Total 100 100%

As shown in Figure 15, out of the 100 respondents, there are 11% of the

respondents who often eat at food stalls, 55% of them often eat at fast food chains, 16%

often eat at Carinderia and there are 18% who often eat at restaurants.
6% 8%
6%
7%
Php 50 - Php 80
Php 81 - Php 100
12% 34%
Php 101 - Php 150
Php 151 - Php 200
Php 201 - Php 250
Php 251 - Php 350
27% Php 351 - Php 500

Figure 16
Average Spending for Food of Respondent when Eating Outside

Table 15
Average Spending of Respondents when Eating Outside
Response Number Percentage
Php 50 - Php 80 8 8%
Php 81 - Php 100 34 34%
Php 101 - Php 150 27 27%
Php 151 - Php 200 12 12%
Php 201 - Php 250 7 7%
Php 251 - Php 350 6 6%
Php 351 - Php 500 6 6%
Total 100 100%

As shown in Figure 16, 8% of the respondents spend Php 50 - Php 80 on their

food when they eat outside, 34% are spending Php 81 - Php 100, 27% are spending

Php 101 - Php 150, 12% are spending Php 151 - Php 200, 7% are spending Php 201 -

Php 250, and there are 6% of respondents who spend Php 251 - Php 350 and another

6% who spend Php 351 - Php 500.


Schoolmates 61

Workmates 5

Partner 26

Friends 96

Family 47

0 20 40 60 80 100 120

Figure 17
Companion of Respondents When Eating Outside

Table 16
Companion of Respondents When Eating Outside
Response Number Percentage
Family 47 47%
Friends 96 96%
Partner 26 26%
Workmates 5 5%
Schoolmates 61 61%
Base: 100

As presented in Figure 17, 100 of the respondents were allowed to select more

than 1of who they usually go with when eating outside. There are 235 responses that

were gathered where 47% of the responses say that they usually go with their family,

96% of responses are with friends, 26% of the responses are with their partner, 5% of

the responses are with their workmates, and 61% of the responses are with their

schoolmates.
5%
15%
18%

Less than 15 minutes0


15-30 minutes
27%
31-45 minutes
46 minutes-1 hour
More than 1 hour
35%

Figure 18
Number of Hours of Respondents Stay in Food Stores

Table 17
Number of Hours of Respondents Stay in Food Stores
Response Number Percentage
Less than 15 minutes 5 5%
15 - 30 minutes 18 18%
31 - 45 minutes 35 35%
46 minutes - 1 hour 27 27%
More than 1 hour 15 15%
Total 100 100%

As shown in the Figure 19 on how long do respondents usually stay to hang out

at food store, there are 5% who say that they only took less than 15 minutes, 18% say

that they stay 15 - 30 minutes, 35% took 31 - 45 minutes, 27% took 46 minutes - 1hour

and the remaining 15% took more than an hour hanging out at food stores.
Sweet and Spicy 51

Sour 27

Salty 45

Spicy 55

Sweet 48

0 10 20 30 40 50 60

Figure 19
Taste Preference of the Respondents

Table 18
Taste Preference of the Respondents
Response Number Percentage
Sweet 48 21.24%
Spicy 55 24.34%
Salty 45 19.91%
Sour 27 11.95%
Sweet and Spicy 51 22.572%
Base: 226

As presented in Figure 19, 100 of the respondents were allowed to select more

than 1 taste of preference they want. There are 226 responses that were gathered and

among these, there are 21.24% who prefer sweets, 24.34% prefer spicy, 19.91% prefer

salty flavor, 11.95% prefer sour flavor, and 22.57% of them prefer sweet and spicy.
7% 2% 12%

21%
Less than 5 minutes
5-10 minutes
11-15 minutes
16-20 minutes
21 minutes and above
58%

Figure 20
Time Respondent is Willing to Wait for their Order

Table 19
Time Respondent is Willing to Wait for their Order
Response Number Percentage
Less than 5 minutes 12 12%
5-10 minutes 58 58%
11-15 minutes 21 21%
16-20 minutes 7 7%
21 minutes and above 2 2%
Total 100 100%

As shown in Figure 20, among the 100 respondents that were asked on how long

they can wait for their order in any store. 12% can wait for about less than 5 minutes,

while others can wait for about 5-10 minutes which is 58% of the respondents. 21% can

wait for about 11-15 minutes, 7% can wait for 16-20 minutes, and 2% can wait for 21

minutes and above for their order.


27%

Yes
No
73%

Figure 21
Difficulty of Trying Out New Fast Food Store

Table 20
Difficulty of Trying Out New Fast Food Store
Response Number Percentage
Yes 27 27%
No 73 73%
Total 100 100%

Respondents were asked if they were having difficulty in trying out new fast food

store. As shown in Figure 21, 27% of the respondents are having difficulty in trying out

new fast food store, while the other 73% are willing to try new fast food stores.
Just chicken wings itself 1

Pasta 31

Burger 20

Chips 12

Nachos 18

Fries 68

Rice 97

0 20 40 60 80 100 120

Figure 22
Preferred Pair with Chicken Wings

Table 21
Preferred Pair with Chicken Wings
Response Number Percentage
Rice 97 97%
Fries 68 68%
Nachos 18 18%
Chips 12 12%
Burger 20 20%
Pasta 31 31%
Just chicken wings itself 1 1%
Base: 100

Respondents were allowed to select more than 1 of the preferred or usually pair

with their chicken wings. 247 responses were gathered. As shown in Figure 22, 97% of

the responses usually pair their chicken wings with rice, 68% pair their chicken wings

with fries, 18% with nachos, 12% with chips, 20% with burger, 31% with pasta, and only

1% like the chicken wing itself.


Taste1

Air-conditioned store2

Sanitation of the shop 51

Spacious area of the shop 80

Customer involvement in the product (Do-it-your-own) 18

Complimentary services (Internet Connection, Free use of electric sockets) 38

Ambiance of the shop 65

Accessibility of the shop 74

Appearance of the shop 70

0 10 20 30 40 50 60 70 80 90

Figure 23
Factors Affecting Choice in Fast Food Stores

Table 22
Factors Affecting Choice in Fast Food Stores
Response Number Percentage
Appearance of the shop 70 70%
Accessibility of the shop 74 74%
Ambiance of the shop 65 65%
Complimentary services 38 38%
(Internet Connection, Free
use of electric sockets)
Customer involvement in the 18 18%
product (Do-it-your-own)
Spacious area of the shop 80 80%
Sanitation of the shop 51 51%
Air-conditioned 2 2%
Taste 1 1%
Base: 100

Respondents where ask on the factors that usually make them visit fast food

stores where they are allowed to select more than 1 of the choices. 399 responses were

gathered from the 100 respondents. As shown in Figure 23, 71% of what make them
visit a store are the appearance of the shop, 74% says that it is the accessibility of the

shop, 65% are the ambiance of the shop, 38% are the complimentary services, 18% are

the customer involvement in the product, 80% if the shop are spacious, 51% are the

sanitation of the shop, 2% are the air-conditioning of the shop and 1% says that it is the

taste of the product.


Innovation of the product 19

Serving size 80

Appearance of the product/Presentation 46

Nutritional value 31

Affordable Price 76

Wide variety of offered flavors 55

Taste/Flavor 97

0 20 40 60 80 100 120

Figure 24
Reason of the Respondents for Buying Chicken Wings

Table 23
Reason of the Respondents for Buying Chicken Wings
Response Number Percentage
Taste/Flavor 97 97%
Wide variety of offered 55 55%
flavors
Affordable Price 76 76%
Nutritional value 31 31%
Appearance of the 46 46%
product/Presentation
Serving size 80 80%
Innovation of the product 19 19%
Base: 100

Respondents where ask on the factors that usually make them buy a chicken

wing where they are allowed to select more than 1 of the choices. 404 responses were

gathered from the 100 respondents. As shown in Figure 24, 97% says that it is the

Taste/Flavor of the product that will make them to buy it, 55% says that it is the wide

variety of offered flavors, 76% says that it is the affordability of the product, 31% is the
nutritional value, 46% is the appearance of the product/presentation, 80% says that it is

the serving size, and 19% of them says that it is the innovation of the product.
TV Commercials and Radio Broadcasts 17

Print Advertisements (Flyers, Posters, etc. 25

Recommendation/Word of Mouth 86

Social media/Internet 92

0 10 20 30 40 50 60 70 80 90 100

Figure 25
Finding of Information of Fast Food Store

Table 24
Finding of Information of Fast Food Store
Response Number Percentage
Social media/Internet 92 92%
Recommendation/Word of 86 86%
Mouth
Print Advertisements 25 25%
(Flyers, Posters, etc.
TV Commercials and 17 17%
Radio Broadcasts
Base: 100
Respondents where ask on where the usually find information about fast food

stores where they are allowed to select more than 1 of the choices. 220 responses were

gathered from the 100 respondents. As shown in Figure 25, 92% usually find

information from social media/internet, 86% is coming from recommendations/word of

mouth, 25% are from printed advertisements, and 17% of the responses find

information from television commercial and radio broadcast.


4%

Yes
No

96%

Figure 26
Respondents’ Willingness to Try Boneless Chicken Wings Stuffed with
Mozzarella Cheese and Meat

Table 25
Respondents’ Willingness to Try Boneless Chicken Wings Stuffed with
Mozzarella Cheese and Meat
Response Number Percentage
Yes 96 96%
No 4 4%
Total 100 100%

As presented in Figure 26, 100 respondents were asked if they are willing to try

Boneless Chicken Wings stuffed with Mozzarella Cheese and Meat, 96% says yes, and

only 4% that says that they are not.


5%
12%
28%

P85-P100
P101-P120
19%
P121-P140
P141-P160
P161-P180

36%

Figure 27
Price Willing to be Spent by a Respondent on Boneless Chicken Wings Stuffed
with Mozzarella Cheese and Meat

Table 26
Price Willing to be Spent by a Respondent on Boneless Chicken Wings Stuffed
with Mozzarella Cheese and Meat
Response Number Percentage
P85-P100 28 28%
P101-P120 36 36%
P121-P140 19 19%
P141-P160 12 12%
P161-P180 5 5%
Total 100 100%

Respondents were asked on how much they are willing to spend in a Boneless

Chicken Wings Stuffed with Mozzarella Cheese and Meat. As shown in Figure 27, 28%

of the respondents are willing to spend for about 85-100pesos for it, 35% for 101-

120pesos, 19% for 121-140pesos, 12% for 141-160, 5% for 161-180 and only 1% is

willing to spend for other amount not in the choices.


Demand Analysis

The list of projected population of the student on selected universities for the next five (5) years are also discussed.

Table 27
Historical Student Population
School 2015 2016 2017 2018 2019
Far Eastern University - Manila 24,611 21,235 18,806 19,273 19,167
Far Eastern University - Institute of Technology 9,081 10,715 6,439 6,411 6,383
Philippine School of Business Administration 1,365 1,371 1,377 1,327 1,277
University of the East – Manila 17,071 13,732 12,376 11,020 9,664
University of Santo Tomas 44,748 41,614 38,711 37,821 36,931
Total 96,876 88,667 77,709 75,852 73,422

The historical student population of the schools and universities were obtained through direct queries through their

respective registrar’s office. Such population pertained to the whole student population regardless of age, year level, and

degree program. As observed, the population of the students is decreasing until 2020 due to the

implementation of K-12 Program where there were little to no freshmen enrollees for two (2) consecutive

years leaving a gap in the student population. Due to the implications of the gap, two different methods

were used in computing the projected population for the next five (5) years.
Table 28
Projected Student Population
School 2020 2021 2022 2023 2024
Far Eastern University - Manila 17,806 25,710 25,324 25,196 25,153
Far Eastern University - Institute of
5,709 7,857 8,292 8,437 8,486
Technology
Philippine School of Business Administration 1,255 1,483 1,452 1,442 1,438
University of the East - Manila 7,812 17,105 16,873 16,796 16,770
University of Santo Tomas 34,977 43,605 44,049 44,197 44,247
Total 67,559 95,760 95,991 96,068 96,094

For the year 2020, the projected population were computed using arithmetic method. Such method is computed

using the formula below.

Yc=a+Yi−1

Yn−Yc
a=
N−1

Where:
Yc = Initial Value
Yn = Final Value
N = Numbers
Yi = Value for the past years

On the other hand, the projected population for 2021 is the average of the student population during 2013 to 2015.

Such method was used since 2013 up to 2015 are the Academic Years before K-12 were implemented and will definitely

decrease enrollees during 2016 and the succeeding year. However, 2021 to 2024 enrollment will be at its normal case

again. Supporting calculations for the historical and projected student population are shown in the appendices.
Table 29
Historical Demand
A B C D E F G H I J

% of Potential
Capable % of
Populatio capable customers
Historical % of of willing
n based of willing to Frequenc Historical
Year Populatio Target affording to try
on target Affordin try y Demand
n Market the chicken
market g the chicken
product wings
product wings
2015 99,876 100% 99,876 100% 99,876 96% 95,881 133 12,752,173
2016 88,667 100% 88,667 100% 88,667 96% 85,120 133 11,320,960
2017 77,709 100% 77,709 100% 77,709 96% 74,601 133 9,921,933
2018 75,852 100% 75,852 100% 75,852 96% 72,818 133 9,684,794
2019 73,422 100% 73,422 100% 73,422 96% 70,485 133 9,374,505

The total historical population statistics as discussed in the previous tables, were gathered from schools and

universities – Far Eastern University - Manila, Far Eastern University - Institute of Technology, Philippine School of

Business Administration - Manila, University of Santo Tomas, and University of the East - Manila. Since the business’

target market are students and the statistics of the historical data that came from their respective universities and

colleges, the whole population (100%) will represent the percentage of target market. To get the population based on

target market, the historical population is multiplied by its respective percentage of target market.

To compute for the percentage of the target market who can afford the product, the total percentage of

respondents’ weekly allowance/income as well as their average spending on a regular order of chicken wings (3 pcs.) per
visit are considered and were asked in the survey conducted. Based on such factors, it was noted that students of such

schools and universities can afford the product of the business; thus assigning 100% capability of purchasing the product.

The population based on the target market is multiplied to the percentage of capable to afford the product to get the total

number of individuals in the target market who can afford the product.

The percentage of those who are willing to eat chicken wings are derived from the survey results wherein 96% of

the respondents answered that they are eating chicken wings. To compute for the potential customers willing to eat and

try or spend chicken wings, the number of individuals in the target market who can afford the product of the business is

multiplied to the percentage of those who are willing to eat chicken wings.

Lastly, the historical demand is computed as the product of number of potential customers who are willing to eat

and spend by its respective frequency explained in Table 30.


Table 30
Projected Demand
A B C D E F G H I J

% of
Populatio capable
Historical % of % of
n based of Capable Market Frequenc Projected
Year Populatio Target Willing
on target availing Buyers Availing y Demand
n Market buyers
market the
product
2020 67,559 100% 67,559 100% 67,559 96% 64,857 133 8,625,981
2021 95,760 100% 95,760 100% 95,760 96% 91,930 133 12,226,690
2022 95,991 100% 95,991 100% 95,991 96% 92,151 133 12,256,083
2023 96,068 100% 96,068 100% 96,068 96% 92,225 133 12,265,925
2024 96,094 100% 96,094 100% 96,094 96% 92,250 133 12,269,250

The total projected population statistics were computed using the percentage of change as year 2018 and 2019 as

the basis. Like what had been discussed above, the target market are the students and the projected population were

forecasted using the historical student population which came from the registrar of its respective Universities and

Colleges, thus the whole (100%) population will represent the percentage of the target market. To get the population

based on the target market, the projected population is multiplied by its respective percentage of target market

Also, same as to what has been stated earlier, the percentage of the target market who can afford the product is

based on the total percentage of respondents’ weekly allowance/income as well as their average spending on a regular

meal of chicken wings (3pcs.) per visit. All the respondents (100%) are capable of availing the product. The population
based on the target market is multiplied by the percentage of capable of affording the product. The percentage of willing

buyers is derived from the conducted survey wherein 96% (Table 25) who are willing to try boneless chicken wings.

The projected demand is computed by the product of market availing the product and its respective frequency

computed in table 31.

Table 31
Determination of Frequency
A B C D
(A / 100) (B x C)
Number of
Number of times Percentage of Total
Respondent Frequency
per year Sample
  s
Regular (5-7 times per week) 16 312 16% 50
Moderate (2-4 times per
38 156 38% 59
week)
Occasional (once a week) 46 52 46% 24
Never 0 0 0% 0
TOTAL 100 520 100% 133

Frequency is divided into four (4) categories namely regular, moderate, occasional and never. Regular is the

classification of those individuals who eat chicken wings five (5) times to seven (7) times per week; Moderate is the for

those who eat chicken wings two (2) times to four (4) times in per week, on the other hand Occasional for those

individuals who eat chicken wings once a week and Never, for those who do not eat chicken wings. The number of

respondents (100) is based from the sample size derived using the Slovin’s formula. The median of the range, six (6) and
three (3), for regular and moderate respectively is multiplied by the total number of weeks in a year (52 weeks) to get the

number of times per year. As a result, the whole year can be forecasted. The percentage of total sample is derived by

getting the ratio of the number of respondents to its total. The frequency of each classification is the product of number of

times per year and the percentage of total sample. The sum of frequency of its classification is used to get the historical

and projected demand.


Supply Analysis

The numerical figures presented below are derived from the results of the survey conducted to 7 would-be

competitors Such number is based on the sample size generated using Slovin’s formula.

N
n=
1+ Ne2

8
n=
1+8 ( .10 )2

¿7

Table 32
Historical Supply
Average Number of Chicken Wings Number of Competitors Historical Supplies per
Year
Sold Per Year Per Year Year
2015 29,340 6 176,040
2016 62,157 6 372,942
2017 73,935 7 517,545
2018 129,546 7 906,822
2019 163,911 8 1,311,288
The average number of customers per year is supported by the schedule below. Approximately, six (6) shops were

present in the specified area during 2015 and 2016, one (1) additional competitor is added in 2017 and 2019. Such

information is gathered from the survey conducted upon the competitors. Historical supply per year is computed by getting

the product of average number of customers per year and number of competitors per year.

Schedule 1
Average Customers per Year
Name of Competitors Average Sales per Year
2015 2016 2017 2018 2019
Jackos 36,000 54,180 81,541 122,719 184,692
Buffalo Wings N’ Things 22,680 34,133 51,371 77,313 116,356
D’ Bricks 36,000 54,180
For the Wing 9,000
24 Chicken 9,000 9,000
Wing Bites 13,680 15,048
Chiquitos 36,000 39,600 43,560 47,916
Average Sales 58,680 124,313 172,512 302,272 437,092
Average Competitors 6 6 7 7 8
Average Customers 9,780 20,719 24,645 43,182 54,637

The average sales per year per shop is computed based on the number of chicken wings being sold per day during

regular days. Such total prior sales from years 2015 to present are divided to its corresponding number of competitors to

get the average customers per year.


Table 33
Projected Supply
Year A B X C B(X) CX² Projected Supply (YC)
2020 562,670 280,438 3 47,129 841,314 424,161 1,828,145
2021 562,670 280,438 4 47,129 1,121,752 754,064 2,438,486
2022 562,670 280,438 5 47,129 1,402,190 1,178,225 3,143,085
2023 562,670 280,438 6 47,129 1,682,628 1,696,644 3,941,942
2024 562,670 280,438 7 47,129 1,963,066 2,309,321 4,835,057

where:

Yc = projected supply
a = aggregate mean
b = rate of variability of historical data
x = years from the median year, 2017

The projected supply per year (Yc) is derived by using the formula for statistical parabolic method. The coefficients,

aggregate mean (a) and rate of variability of historical data (b), are supported by the succeeding schedule. The total sales

of all the listed competitors, which are based on the historical supply, were consolidated in order to arrive with the total

sales per year (Y). The years from the median year (X) is also used and computed by counting the years from the median

year which is 2017.


Schedule 2
Historical Values
Year Y X X² X4 XY X²Y
2015 176,040 -2 4 16 -352,080 704,160
2016 372,942 -1 1 1 -372,942 372,942
2017 517,545 - - - - -
2018 906,822 1 1 1 906,822 906,822
2019 1,311,288 2 4 16 2,622,576 5,245,152
TOTAL 3,284,637 0 10 34 2,804,376 7,229,076

where:

Y = historical supply
X = number of year/s from the median year, 2017

Yc = a + bX + CX2

where:

{(Σ X 4)( ΣY ) – ( Σ X 2)( Σ X 2 Y )}


a=
{N (Σ X 4 ) – ¿ ¿

{(34 )(3,284,637) – (10)(7,229,0746)}


a=
{5(34) – (10)2 }

a=562 ,670
( ΣXY )
b=
Σ X2

(2,804,376)
b=
10

b=280 , 438

{N (Σ X 2 Y )– ( Σ X 2 Y )( ΣY ) }
c=
{N ( Σ X 4) – ¿¿

{ 5 ( 7,229,076 ) – ( 7,229,076 ) ( 3,284,637 ) }


c=
5( 34) – ¿ ¿

c=47,129

The historical values presented above were used in order to compute for the coefficients of statistical parabolic

equation, following the formula for each coefficient shown above. The total sales per year, as mentioned, is the
consolidated sales of all the listed competitors which is shown in Schedule 1. The year 2017 is used as the median year

thus assigning zero (0) as the value of its variable denoted by X.


14%
29%

More than 5 years


5 Years
4 Years
3 Years
43% 14% 2 Years
1 Year

Figure 28
Number of Years in the Business

Table 34
Number of Years in the Business
Response Number Percentage
1 Year 1 14%
2 Years 3 43%
3 Years - -
4 Years 1 14%
5 Years - -
More than 5 years 2 29%
Total 7 100%

As shown in Figure 28 out of the 7 competitors 43% have been in the business

for 2 years, 14% for 1 year, 14% for 4 years, and 29% that have been existing for more

than 5 years.
29% 29%

None
1-2 branches
3-4 branches
14% More than 4 braches
29%

Figure 29
Number of Branches Located in Metro Manila
Table 35
Number of Branches Located in Metro Manila
Response Number Percentage
None 2 29%
1-2 2 29%
3-4 1 14%
More than 4 2 29%
Total 7 100%

As shown in figure 29, 14% respond that they had 3 to 4 branches; 28% respond

that they had no branches; 29% respond with more than 4 branches, and 29%

responded with 1 to 2 branches.


12%

41%
24% Students
Residents around the area
Employees
Reviewees
Others
24%

Figure 30
List of their Target Market

Table 36
List of their Target Market
Response Number Percentage
Students 41 41%
Residents around the area 24 24%
Employees 24 24%
Reviewees 12 12%
Others - -
Total 100 100%

As shown in Figure 30, 12% of their target market is reviewees; 23% are

residents around the area; 24% are employees, and 41% are students.
17%

50% 1-2 competitors


3-4 competitors
5-6 competitors
33%
More than 6 competitors

Figure 31
Number of Competitors During the Start of Business

Table 37
Number of Competitors During the Start of Business
Response Number Percentage
1-2 competitors 17 17%
3-4 competitors 33 33%
5-6 competitors - -
More than 6 competitors 50 50%
Total 100 100%

As shown in Figure 31, 50% started with more than 6 competitors, 33% with 3 to

4 competitors, and 17% with 1 to 2 competitors.


6

3
5
2

1
1
0
1 competitor 2 competitors

Figure 32
Number of Competitors Added per Year

Table 38
Number of Competitors Added per Year
Response Number Percentage
1 competitor 5 71%
2 competitors 1 14%
None 1 14%
Total 7 100%

As shown in Figure 32, 5 out of 7 responded with 1 competitor added per year,

only one respond with 2 competitors are added per year and the other one did not

answer.
Yes
No

100%

Figure 33
Taking into Consideration of Having Regular Customers

Table 39
Taking into Consideration of Having Regular Customers
Response Number Percentage
Yes 100 100%
No - -
Total 100 100%

As shown in Figure 33,100% of them have their own regular customers.


35 years old and above 5

30-34 years old 5

25-29 years old 5

20-24 years old 6

16-19 years old 6

4.4 4.6 4.8 5 5.2 5.4 5.6 5.8 6 6.2

Figure 34
Age Bracket of Regular Customers

Table 40
Age Bracket of Regular Customers
Response Number Percentage
16-19 5 19
20-24 5 19
25-29 5 19
30-34 6 22
35 years old and above 6 22
Total 27 100%

Competitors were asked from what age bracket did their regular come from. As

shown in Figure 34, 6 of them responded with 16 to 24 years old and the rest answered

25 to 35 years old.
Direct Endorsement 4

Radio Broadcasting 2

TV Commercials 2

Print Advertising 2

Promotion ( Food tasting,etc.) 2

Social media 6

0 1 2 3 4 5 6 7

Figure 35
Marketing Strategy

Table 41
Marketing Strategy
Response Number Percentage
Direct Endorsement 4 22
Radio Broadcasting 2 11
TV Commercials 2 11
Print Advertising 2 11
Promotion 2 11
Social media 6 33
Total 18 100%

As shown in Figure 35, all of them used social media as they market their

product; no one use TV Commercial; 2 used radio broadcasting, print advertising,

promotion; and 4 used direct endorsement.


14%

Yes
No

86%

Figure 36
Use of Delivery System

Table 42
Use of Delivery System
Response Number Percentage
Yes 86 86%
No 14 14%
Total 100 100%

As shown in Figure 36, 86% used delivery system and 14% does not.
20%

Food Express
Door-to-Door Delivery

80%

Figure 37
Type of Delivery System

Table 43
Type of Delivery System
Response Number Percentage
Food Express 80 80%
Door-to-Door Delivery 20 20%
Total 100 100%

As shown in Figure 37,80% used Door-to-Door Delivery System and the other

20% used food express.


14%

1-2 days in a week


57% 29% 3-4 days in a week
5-6 days in a week
7 days in a week (Daily)

Figure 38
Number of Days Operating in a Week

Table 44
Number of Days Operating in a Week
Response Number Percentage
1-2 days - -
3-4 days 1 14%
5-6 days 2 29%
7 days (Daily) 4 57%
Total 100 100%

As shown in Figure 37, 57% operates daily; 29% operates 5 to 6 days in a week

and the other 14% operates 3 to 4 days a week.


Sunday 3

Saturday 1

Friday 6

Thursday 4

Wednesday 3

Tuesday 4

Monday 3

0 1 2 3 4 5 6 7

Figure 39
Day with Most Number of Customers

Table 45
Day with Most Number of Customers
Response Number Percentage
Sunday 3 13
Saturday 1 4
Friday 6 25
Thursday 4 16
Wednesday 3 13
Tuesday 4 16
Monday 3 13
Total 24 100%

As shown in Figure 38, 25% respond that they have the most number of

customers in Friday; 16% answers Tuesday and Thursday; 13% answers Monday,

Wednesday and Sunday; 14% for Saturday.


Monday 2

Tuesday 1

Wednesday

Thursday

Friday 0

Saturday 4

Sunday 2

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Figure 40
Day with the Least Number of Customers

Table 46
Day with the Least Number of Customers
Response Number Percentage
Sunday 2 20%
Saturday 4 40%
Friday - -
Thursday - -
Wednesday 1 10%
Tuesday 1 10%
Monday 2 20%
Total 10 100%

As shown in Figure 39, 40% of them answers Saturday is the day where they

have the least number of customers; 20% answered Monday and Sunday; 10% on

Tuesday and Wednesday no one answer on Thursday and Friday.


Unlimited chicken wings 2

5-6 chicken wings 2

3-4 chicken wings 4

1-2 chicken wings 1

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Figure 41
Number of Chicken Wings in One Regular Order

Table 47
Number of Chicken Wings in One Regular Order
Response Number Percentage
Unlimited Chicken Wings 2 22%
5-6 Chicken Wings 2 22%
3-4 Chicken Wings 4 45%
1-2 Chicken Wings 1 11%
Total 9 100%

As shown in Figure 40, 45% of them responds that they offer 3 to 4 chicken

wings in one regular order; 22% offers unlimited and 5 to 6 chicken wings; and only

11% offer 1 to 2 chicken wings in one regular order.


19% 13%

6% 0-25
26-50
51-75
75-100
More than 100
63%

Figure 42
Number of Regular Orders of Chicken Wings Sold During Regular Season on
Average

Table 48
Number of Regular Orders of Chicken Wings Sold During Regular Season on
Average
Response Number Percentage
0-25 13 13%
26-50 63 63%
51-75 6 6%
75-100 - -
More than 100 19 19%
Total 100 100%

As shown in Figure 41, 13% had responded that they can sell up to 25 regular

orders of chicken wings during regular season; 63% for 26 to 50; only 6% for 51 to 75

and 19% for more than 100.


29%

Yes
No
71%

Figure 43
Capability to Offer More Than the Required Minimum Chicken Wings in One
Regular Order

Table 49
Capability to Offer More Than the Required Minimum Chicken Wings in One
Regular Order
Response Number Percentage
Yes 71 71%
No 29 29%
Total 100 100%

As shown in Figure 42, 79% offer more than the required minimum chicken wings

in one regular order and the rest of 29% does not.


40% 40%
6-7 chicken wings
8-9 chicken wings
10-11 chicken wings
Not applicable (unlimited chicken
wings)
20%

Figure 44
Maximum Number of Additional Chicken Wings

Table 50
Maximum Number of Additional Chicken Wings
Response Number Percentage
6-7 Chicken wings 40 40%
8-9 Chicken wings - -
10-11 Chicken wings 20 20%
Not applicable 40 40%
Total 100 100%

As shown in Figure 43 and related to the previous question, 40% maximize up to

8 to 9 chicken wings; 20% had 10 to 11 chicken wings and the other 40% do not set

their maximum, meaning they offer unlimited chicken wings.


29%

43% 1% - 20%
21% - 40%
41% - 60%
61% - 80%
14% 81% - 100%
101% and above
14%

Figure 45
Increase in Sales During Peak Season

Table 51
Increase in Sales During Peak Season
Response Number Percentage
1%-20% 3 43%
21%-40% 1 14%
41%-60% 1 14%
61%-80% 2 29%
81%-100% - -
101% and above - -
Total 7 100%

As shown in Figure 44, 43% respond that approximately sales increased by 1%

to 20%; 29% respond with 61% to 80%; 14% respond with 21% to 40% and 14% with

41% to 60%.
14%

Yes
No

86%

Figure 46
Increase in Demand of Chicken Wings

Table 52
Increase in Demand of Chicken Wings
Response Number Percentage
Yes 86 86%
No 14 14%
Total 100 100%

As shown in Figure 45, 86% confirmed that demand for chicken wings were

expanding and 14% are not.


43%
1% - 20%
21% - 40%
57% 41% - 60%
61% - 80%
81% - 100%

Figure 47
Increase in Percentage of the Demand of Chicken Wings

Table 53
Increase in Percentage of the Demand of Chicken Wings
Response Number Percentage
1%-20% 4 57%
21%-40% - -
41%-60% 3 43%
61%-80% - -
81%-100% - -
Total 7 100

As shown in Figure 46, 57% respond that demand increased by 1-20%; 43%

respond that the increased is 41-60%.


14%

Yes
No

86%

Figure 48
Existence of Regular Supplier

Figure 54
Existence of Regular Supplier
Response Number Percentage
Yes 86 86%
No 14 14%
Total 100 100%

As shown in Figure 47, 86% had regular supplier for their raw materials or

supplies and the others do not have.


14% 14%

14%
Grocery Store
Wholesaler/ Distributor
Wet Market
Family Friend

57%

Figure 49
Supplier of Raw Materials

Table 55
Supplier of Raw Materials
Response Number Percentage
Grocery Store 1 14%
Wholesaler/Distributor 4 57%
Wet Market 1 14%
Family Friend 1 14%
Total 7 100%

As shown in Figure 48, and related to the previous question, 57% purchase their

raw materials specifically chicken wings to the wholesaler/distributor; same percentage

of 14% from wet market and family friend; the rest 15% from grocery store.
14% 14%

Grocery Store
Wholesaler/ Distributor
Wet Market
Family Friend

71%

Figure 50
Supplier of Supplies other than Chicken Wings

Figure 56
Supplier of Supplies other than Chicken Wings
Response Number Percentage
Grocery Store 1 14%
Wholesaler/Distributor 5 72%
Wet Market - -
Family Friend 1 14%
Total 7 100%

As shown in Figure 49, 72% purchase their supplies other than chicken wings

from wholesaler; 14% from grocery store and 14% from a family friend.
43% 43%
1-2 times in a week
3-4 times in a week
5-6 times in a week
Daily

14%

Figure 51
Number of Times of Purchase of Raw Materials or Supplies

Table 57
Number of Times of Purchase of Raw Materials or Supplies
Response Number Percentage
1-2 times 3 43%
3-4 times 1 14%
5-6 times - -
Daily 3 43%
Total 7 100%

As shown in Figure 50, 43% purchase raw materials or supplies 1 to 2 times a

week; 14% purchased 3 to 4 times a week and the rest of 43% purchase daily.
1.2

0.8

0.6

1 1

0.4

0.2

0
75% Weekly

Figure 52
Reorder Point for Raw Materials

Table 58
Reorder Point for Raw Materials
Response Number Percentage
75% 1 14%
Weekly 1 14%
Did not answer 5 72%
Total 7 100%

As shown in Figure 51, one of them respond with 75% as their minimum point in

the inventory level in the case of raw materials and the other one responds with weekly

as their minimum point, the other five did not respond at all.
1.2

0.8

0.6

1 1

0.4

0.2

0
75% Every other Day

Figure 53
Reorder Point for Supplies

Table 59
Reorder Point for Supplies
Response Number Percentage
75% 1 14%
Every other day 1 14%
Did not answer 5 72%
Total 7 100%

As shown in Figure 52, one of them respond with 75% as their minimum point in

the inventory level in the case of supplies and the other one respond with every other

day as their minimum point and the other 5 did not respond.
14%

43% 100-250 chicken wings


251-400 chicken wings
29% 401-550 chicken wings
551-700 chicken wings
701- 850 chicken wings
more than 850 chicken wings
14%

Figure 54
Number of Chicken Wings Required to Meet Customer Demand

Table 60
Number of Chicken Wings Required to Meet Customer Demand
Response Number Percentage
100-250 3 43%
251-400 1 14%
401-550 2 29%
551-700 - -
701-850 - -
More than 850 1 14%
Total 7 100%

As shown in figure 53,43% approximately need 100 to 250 chicken wings to meet

the customers demand in a week; 29% needs 401 to 550; 14% needs 251 to 400

chicken wings and the rest of 14% need more than 850 chicken wings.
Demand Gap

Table 61
Historical Demand-Supply Analysis

A B C (A - B)
YEAR

Historical Demand Historical Supply Historical Demand Gap


2015 12,752,173 176,040 12,576,133
2016 11,320,960 372,942 10,948,018
2017 9,921,933 517,545 9,404,388
2018 9,684,794 906,822 8,777,972
2019 9,374,505 1,311,288 8,063,217

Presented above is the student population gathered from different schools and universities of our target market

customer. The historical demand for the years 2015 to 2019 computed and presented under Table 29. Historical supply

for the years 2015 to 2019 were inferred from the supply survey conducted to selective competitors presented under

Table 32. The historical demand gap is computed by historical demand less historical supply
Table 62
Projected Demand-Supply Analysis
A B C D E F G
(A - B) (C / A) (B + E) (E / F)
Year Projected
Projected Total Projected Projected Demand Market Market
Annual
Demand Total Supply Demand Gap Gap % size share %
Sales
2020 8,625,981 1,828,145 6,797,836 79% 110,000 1,938,145 5.68
2021 12,226,690 2,438,486 9,788,204 80% 150,000 2,588,486 5.79
2022 12,256,083 3,143,085 9,112,998 74% 195,000 3,338,085 5.84
2023 12,265,925 3,941,942 8,323,983 68% 250,000 4,191,942 5.96
2024 12,269,250 4,835,057 7,434,193 61% 310,000 5,145,057 6.03

Based on the supporting calculations provided under Table 30 for the projected demand and Table 33 for the

projected supply, the projected demand gaps for the next five years are computed. The difference between projected

demand and projected supply is projected demand gap. The percentage of demand gap for each year is derived by

dividing the projected demand gap by its corresponding projected demand. The projected annual sales is discussed under

Table 36 The market size per year is derived by adding the projected supply and projected annual sales for each year.

Moreover, the percentage of market share per year is the proportion of the projected annual sales to its corresponding

market size.
Table 63
Production Capacity
Year A B C D E F G H I J K
B*C A*D F/E D*G H*360 I*J
Time Unit Number Units Hours Production Batch Capacity Capacity Estimated Projected
required in capacity of cooks per per hours per per day (in per year Percentage Annual
hrs per batch batch day units) (in units) of Capacity Capacity
strainer Availed
basket
2020 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 29.10% 110,000
Time sec per units units mins
unit
2021 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 39.68% 150,000
Time sec per units units mins
unit
2022 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 51.59% 195,000
Time sec per units units mins
unit
2023 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 66.14% 250,000
Time sec per units units mins
unit
2024 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 82.01% 310,000
Time sec per units units minsb
unit bb b
SWOT Analysis

STRENGTHS
WEAKNESSES
1. First to offer boneless chicken wings stuffed
with mozzarella cheese and meat 1. Lack of business reputation since the
business is new.
2. Wide variety of flavors are offered.
2. Limited start-up cost.
3. High product quality.
4. Location is accessible to a large number of
consumers.
5. Customer-oriented culture
SWOT ANALYSIS
THREATS
OPPORTUNITIES 1. Epidemic widespread of bird flu virus.
1. High demand for chicken wings in the market. 2. Food poisoning and allergies.
2. Expanded menu 3. Huge number of competitors already in
existence.
3.Delivery Service
4. Possible imitation of products by existing
4. Expansion of business competitors and possible entrants in the market.
5. Population increase 5. Low entry barrier for new competitors
6. Increase in inflation rate.

Figure 55
SWOT Matrix
Strengths

1. The combination of boneless chicken wings, mozzarella cheese, and meat is a

new addition to the market. The product is guaranteed to catch the attention of

consumers. In fact, this sets apart Chick ‘N Cheese is among other chicken fast

food restaurants due to the fact that none has offered the product yet.

2. On top of offering a new product, the satisfaction of the differing taste

preferences of individuals are taken into consideration by Chick ‘N Cheese as the

chicken wings stuffed with mozzarella cheese and meat come in a variety of

flavors and seasonings.

3. Food quality, being one of the fundamental concepts in business, is provided by

Chick ‘N Cheese to its customers.

4. With the business being located within the University Belt area, the store

becomes accessible to a large number of students. The place will be abuzz come

the lunch or snack time of students. Also, the population of the schools continue

to increase as time passes by increasing Chick ‘N Cheese possible customers.

5. Chick ‘N Cheese puts emphasis on satisfying its customers. Having a customer-

oriented culture means that the business’ goal is the attainment and maintenance

of customer satisfaction and loyalty.

Weaknesses

1. Being a newly established business in the market, a perceived weakness of

Chick ‘N Cheese is that it has not yet known to consumers and is yet to earn its

reputation.
2. Limitation on capital resources is also something that every business encounters

in the industry especially since the investment comes from a sole proprietor.

Opportunities

1. Recently, there has been a rise in the number of food stores offering chicken

wings wherein long customer waiting lines could be spotted. This sudden surge

of demand for chicken wings is one of the opportunities for Chick ‘N Cheese.

2. Adding exciting new meals and snacks to the existing menu or creating new

flavors can increase business’ profitability by attracting more customers and

keeping customers interested and coming back for more.

3. Through expanding marketing promotion, Chick ‘N Cheese can reach a lot of

people from areas a little farther away from the University Belt area. By

establishing a successful delivery service, customers will have more ways for

ordering which can significantly increase Chick ‘N Cheese’s profits.

4. Additionally, as a result of business growth, opportunities for business expansion

become apparent.

5. The rise of new high-rise buildings, condominiums, and dormitories resulting from

increase in population can mean a high demand in the future.

Threats

1. One of the relative possible threat for Chick ‘N Cheese is the sudden epidemic

widespread of bird flu virus which could greatly affect the supply of the business’

main product.

2. In the food industry, the possibility of food poisoning always exists even though

businesses follow all necessary procedures and life-threatening reactions from


customers with food allergies can ensue. Such circumstances can seriously

damage the reputation of the business and worse, cause the business to cease

to exist.

3. A huge number of chicken fast food restaurants already exist within the

University Belt area.

4. Current competitors and possible new entrants to the market could imitate the

innovation of the product and sell them as their own. This is a significant issue for

the business since existing competitors have already established their

reputations.

5. The food industry is also an incredibly competitive market that has low barriers to

entry for businesses.

6. One thing that is inherent in every business is the threat of inflation and

consequently, the rise of prices is a major concern for business owners,

suppliers, and customers.


Product Pricing - Basis

  Meal Ala Carte Unli


Business Name (2pcs) (3pcs) (5pcs) (5pcs) (6pcs) (8pcs) (10pcs) (12pcs) (15pcs) (16pcs) (24pcs)  
Chick ‘N Cheese   130              
Wing Vibe   89   130   208 260   390      
D' Bricks   79     220     399        
FTW 85                     259
Wing Bite         120             269
24 Chicken 88 94   168     323          
Chiquitos   89 105   169     299        
Jacko's   60 85             280 415 199
Buffalo Wings & Things         268              
Table 64
List of Product Prices

The prices set for Chick ‘N Cheese are based on meal per serving.

From the listed prices above, it is shown that Chick ‘N Cheese’ price is relatively high compared to other competitors because

Chick ‘N Cheese offers quality chicken stuffed with mozzarella cheese and it also gives high quality services that satisfy the customers

need. The key driver to Chick ‘N Cheese ‘pricing strategy lies on creating value to customers. It is the most important factor to the

business that the customers feel they getting what they paid for. The business’ internal processes were also looked into to determine

cost drivers upon which we can set prices without sacrificing profit while being competitive in the market.
Table 65
Product Pricing Basis
Company Name Flavors Price per meal
 Son of Chick Spicy 88
 Chick Next Door 93
 Hot Chick Buffalo 88
Chiquitos 88
 In chick Soy Garlic
 Chick Magnet hickory 88
bbq
 Honey Citrus 88
 Buffalo wings 88
Wing vibe  Honey Sriracha 88
 Soy Garlic 88
 Barbeque 88
 Honey Citrus 78
 Buffalo wings 78
D’ Bricks  Honey Sriracha 78
 Soy Garlic 78
 Barbeque 78
 Honey Citrus 85
 Buffalo wings 85
FTW 85
 Honey Sriracha
 Soy Garlic 85
 Barbeque 85
 Honey Citrus 60
 Buffalo wings 60
Wingbite  Honey Sriracha 60
 Soy Garlic 60
 Barbeque 60
 Honey Citrus 88
 Buffalo wings 88
24 Chicken  Honey Sriracha 88
 Soy Garlic 88
 Barbeque 88
 Honey Citrus 60
 Buffalo wings 60
Jacko’s  Honey Sriracha 60
 Soy Garlic 60
 Barbeque 60
Buffalo Wings & Things  Honey Citrus 134
 Buffalo wings 134
 Honey Sriracha 134
 Soy Garlic 134
134
 Barbeque

Table 66
Proposed Price for Chick ‘N Cheese
Honey Buffalo Honey Sour
  Classic
Citrus Wings Sriracha Cream
Cost 60.29 58.60 58.94 59.84 56.61
Mark up % 49.76% 51.17% 50.88% 50.13% 52.83%
Mark up 59.71 61.40 61.06 60.16 63.39
Total Price 120 120 120 120 120

Marketing Program, Mix, and Strategies

Product

The Chick N’ Cheese product mix constitute a broad range of products that

appeal primarily to customers who love chicken wings. The business will be introducing

a variety of flavored boneless chicken wings which comes with the combination of

mozzarella cheese and meat as its stuffing. The newly introduced product of Chick N’

Cheese will attract the customer’s attention since the combination of mozzarella cheese

and meat as a stuffing to a chicken wing is a new addition to the market. The Chick N’

Cheese customers will be assured that its product will be made using high quality

ingredients free from any defects.

Place

Chick ‘N Cheese, being a start-up business, shall initially establish a

student-friendly space since the business is located in the University Belt

area where the customers are mostly students. Such strategy will easily gain

the business customers because the strategy used by the business is

customized in accordance to the majority if the population.


Promotion

A. Advertising

Chick ‘N Cheese will use different advertising strategies to effectively promote

its products to the market.

A.1 In-store advertising

Poster and banner advertisements will be displayed and strategically

placed on the walls inside the store and within the boundaries of the

establishment. The poster and banner ads will feature recommendations and

bundle discount offers which will provide alternative flavors and more information

on the products and their prices. Additionally, since the posters and banners will

be posted within the parameters of the store, it will attract passers-by who walk

within the University Belt. Bright colors will be used in the infographics of the

banners and posters to ensure that the advertisements are mouthwatering and

pleasing to the eye since colors, when effectively used, are proven to affect

consumer behavior.

A.2 Flyers

Before the soft opening of the store, flyers will be handed out to potential

customers within the target area. The flyers will contain a visual presentation of

the product and an insight of the product and the store to spread awareness and

attract customers. It will be distributed at strategically planned times where a

large number of the target markets are out and about. Also, during the first month

of the operations, more flyers will be given out to the market


A.3 Social Networking Sites

Social networking sites such as Facebook, Twitter, and Instagram will be

utilized as an advertising strategy to promote the business. A Facebook page will

be created to provide more information on Chick ‘N Cheese’s menu and act as

an update on new products, additional flavors, and current promos offered by

Chick ‘N Cheese. On top of that, Chick ‘N Cheese will make use of the ‘food

porn’ trend by posting close-up mouthwatering visuals of the products offered by

Chick ‘N Cheese in its Instagram account. A Twitter account will also be created

to communicate with the ‘netizens’ especially since the public is more outspoken

on Twitter. In addition, Chick ‘N Cheese will take advantage of using hashtags

when posting on social media to easily filter the queries, comments, and

suggestions of the public.

B. Suggestive Marketing

Employees are tasked to approach customers, especially those who are new

and unsure of their order, by suggesting Chick ‘N Cheese’s best seller or

recommending products that they might want to avail. Also, customers will be given

suggestions to try any new products added to the menu. Moreover, Chick ‘N Cheese

employees will be trained to communicate the product’s components via

personalized statements and to be careful in aiming for the right balance of sales

talk and genuine concern.


C. Feedback Cards

Customer feedback is essential in obtaining public judgment and outsider

comments as regards to the business which is why feedback cards will be handed

out to customers to gather their responses. The feedback cards shall contain a few

questions and a comment box for the customers to express their opinions. Through

the feedback cards, Chick ‘N Cheese can measure customer’s satisfaction, gain an

evaluation of the store, its products and staff, and provide a quick insight of any

improvements Chick ‘N Cheese needs. Also, the feedback cards will be positioned in

a place readily available to the customer and a treat will be given to the customers

for every completed feedback.

People

Chick ‘N Cheese will heavily incorporate its people into its marketing strategy as the

proponents believe that human resources play an important role on the growth and

success of the business.

A. Culture

Business culture is an integral aspect of the business; it defines the

personality of the business and identifies the organization’s principles and concerns

that guides the business to its purpose. The culture sets the values and attitudes

that determine how the business handle its internal activities including employee and

management interaction and its external transactions with its customers and

suppliers; and consequently, shapes the business’ internal culture and the public’s
perception. Moreover, a strong positive culture is the best way of attracting potential

employees and customers. Policies, business hours, employee treatment, customer

handling, and other aspects of the business’ operations reflect the business culture.

Chick ‘N Cheese will focus on the core values of integrity, respect, passion, team

work, commitment to employee loyalty and customer satisfaction and loyalty, and

continuous innovation.

B. Management

A business is founded by its owner thus, a business’ culture. As such, the

owner, must establish the purpose, vision, and mission of the business. In addition

to leading the business, must set an example for the employees. Through actions,

the owner must show support to the business’ core values and its established

culture. Likewise, the owner must establish trust, keep an open mind, empower his

people, and exercise proper communication among them in order for a strong

positive culture to thrive.

C. Employees

Developing an established positive culture would not be attainable without the

people possessing the willingness to share the same core values. As such, Chick ‘N

Cheese will initiate its culture development starting from the recruitment process.

The recruitment process will involve an interview which will filter applicants whose

values align with the organization and determine culturally fit applicants. The goal is

to have cohesion and common understanding among the people comprising the

business in order to achieve the business’ purpose and mission. In addition, this

recruitment process will be a recurring practice. Hired applicants will be continuously


trained individually and collectively to maintain high quality service of Chick ‘N

Cheese. Moreover, Chick ‘N Cheese invests on employee loyalty and job

satisfaction by appraising and motivating them and providing them with ample

benefits. At times, outings and parties will be organized to boost employee morale

and promote collaboration among them.

D. Customer Service

Excellent customer service is one of the foundations for the core values of

Chick ‘N Cheese which is customer satisfaction and loyalty. Creating a good

relationship with the customers is essential in making them come back and nurturing

the business’ reputation can bring new customers to the store. Customer service

starts from the moment the customer enters the parameters of the store, where they

will be met with the greetings of the employees. In taking orders, the employees are

instructed to give recommendations in a way that shows the business’ genuine

concern for the customer’s satisfaction. Most importantly, employees will also be

trained in listening and dealing with customer complaints and indication of customer

dissatisfaction. Complaints or expressions of dissatisfaction must be handled with

utmost tolerance and attention in order to mitigate the situation. Building a good

customer-employee relationship will be incorporated into employee trainings and

customer service shall be given focus.

Process

Chick ‘N Cheese highly invests on the quality of the products it offers to its

customers. However, product quality alone is not sufficient in attaining and sustaining

customer satisfaction. As mentioned above, commitment to achievement of customer


satisfaction and loyalty is one of the core values of the business. Also, the proponents

believe that customer satisfaction and loyalty play a vital role in the growth and success

of the business. Consequently, processes are designed to be beneficial not only to the

company but also to its personnel and customers.

Chick ‘N Cheese will operate on a first come, first served basis. Customers who

arrived and placed their order first will be given priority and served within the waiting

time of five (5) to ten (10) minutes per order. Moreover, Chick ‘N Cheese employs a no

reservations allowed policy. Also, customers will be given a buzzer upon receiving their

order and the device will alert them to the counter when the order is ready. This will

ensure that customers who ordered first are served first whilst reducing the serving time

and preventing long queue lines.

Before the start of the business operations, employees will be thoroughly trained.

As such, newly hired employees will also undergo training and orientation before they

start. Employees will receive various types of trainings including interactions with

customers and comprehensive knowledge of the products and equipment. Each day

before the store opens, brief question and answer sessions will be held in relation to

product ingredients. Also, they will be tasked to enhance their efficiency in deboning

chicken wings. Interpersonal skills will also be enhanced to teach employees how to

better engage with customers and how to deal with problematic situations. These

trainings are to be conducted continually and are designed to focus on improving

employee morale and efficiency and enhancing customer service.


Physical Evidence

Chick ‘N Cheese tempts its customers’ taste buds with the new and

exciting boneless chicken wings stuffed with mozzarella cheese and bacon.

The chicken wings come in different flavors each engineered to satisfy the

customer’s taste preference. Additionally, each chicken wing possesses a

handful serving of the mixture of mozzarella cheese and bacon. The chicken

wings are deep-fried until they reach a golden-brown color to achieve the

chicken wings’ perfect state. With each bite, the taste buds become

overwhelm with a surge of gooey cheese and bacon. Presented below is a

picture of the Chick ‘N Cheese product – chicken wings stuffed with

mozzarella cheese and bacon.


Figure 56

Product Physical Evidence

Chick ‘N Cheese offers to its customers not just its products but also

the lively environment of the store where they can have fun and relieve

stress while eating. The ambiance is tailored specifically not only to be

conducive for appetite boosting but also, stress relieving for customers who

want to chitchat with friends, relatives and significant others. Customers get

to choose their preferred flavor of boneless chicken wings. The store also

emphasizes its policy on maintaining cleanliness within the parameters of

the store. Lastly, in line with the business’ customer-oriented culture, a

friendly atmosphere full of welcoming staffs is to be perpetuated within the

store for the customers to feel at ease and to consider Chick N’ Cheese a go-

to place for every student.


Management
Aspect
Form of Business Organization

The project will adopt a sole proprietorship form of business organization. Sole

proprietorship is a business structure wherein a sole owner has the total responsibility

and authority over the business. The proponents opted to form the business under sole

proprietorship as they deemed it most suitable with the nature and capital requirements

of the project. Moreover, fewer requirements are needed to form the business and fewer

standards and regulations are applicable for this business structure.

Legal Requirements and Steps to Register the Business

1. Register a business name at Department of Trade and Industry (DTI)

A. Come up with three (3) business names

B. Search in the DTI’s website if there is an existing name similar to the

proposed name

C. If the desired business name is available, fill-up the Business Name (BN)

Application Form

D. Submit the completed BN application form to any DTI branch or office

along with the following:

I. Two copies of a recent 2x2 picture of the owner

II. Three alternative names aside from the preferred name

III. Three documentary stamps

E. Pay Php500 for DTI Certificate of Registration.


F. Wait for the DTI Certificate of Registration

2. Apply for a barangay permit

A. Go to the barangay where your business is located to secure and fill-up

application form

B. Submit your completed application form together with the following:

I. Certificate of Business Registration from DTI

II. Two (2) valid IDs

III. Proof of Address such as Contract of Lease (if rented) or Certificate

of Land Title (if owned)

C. Wait for the assessment.

D. Pay 500 for the application and processing fees.

E. Claim your Barangay Certificate of Business Registration.

3. Register the business in the Mayor’s Office

A. Apply for building permit & electrical inspection certificate

o Duly accomplish building permit form and file the following

requirements:

 Building plans (including fencing, signboard, etc.)

 Lot plan

 Clearances (home owners, barangay, MMDA, etc.)

 Fire safety requirements


 Contract of lease and authorization of owner (if rented) or

title/tax declaration/tax receipt (if owned)

 Contractor’s business permit

 Sketch

 Old building permit

 Bill of materials, specifications, structural computation

 PRC/PTF of the Engineer

o Submit the papers to the Office of the Building Official

o Submit each folder of each set of forms to the Assessor’s Office

who will issue an Acknowledgement Slip which bears the date of

the status of your application. If the application is approved and

compliant with the National Building Code, an Order of Payment to

will be given.

o Present the Order of Payment at the Treasurer’s Office and pay

Php 2,323.04 for the building permit fees.

o Photocopy the OR (Official Receipt) and bring a copy to the Office

of the Building Official releasing section.

o After several working days, go back to the releasing section of the

Office of the Building Official and claim your building permit.

B. Apply for Fire Safety Inspection Certificate (FSIC) for new business permit

at Fire Department of the City or Municipality where you will locate

o Secure FSIC Application Form with the list of requirements from

Customer Relation Officer (CRO)


o Submit to the CRO duly accomplished application form with

complete requirements:

 Building plans

 Building permit

 Barangay Business clearance

 Fire insurance coverage

 Compliance to requirements and recommendations from fire

safety inspectors

o Wait for the release of Order of Payment (OP)

o Pay Php 3,165.55 for the assessed Fire Code Fees/Taxes and

receive claim stub after presentation of Official Receipt (OR)

o Claim FSIC (FSIC for Business Permit will be issued within a

maximum period of 3 days from application if no violation found

during inspection)

C. Apply for Sanitary Permit at the Health Office of the City or Municipality

where you will locate with the following requirements:

o Request for issuance of health certificate

 Wait for the issuance of Order of Payment (OP) and proceed

to Taxpayer's Lounge for payment

 Fill-up and submit health certificate application form along

with the following documentary requirements:

 Official Receipt issued by the City of Manila as

payment for health certificate


 Drug test Result of food handlers

 Stool Exam Result of food handlers

 Sputum Exam Result of food handlers

 Cedula (current year)

 Proceed to training area (for new applicant) for orientation-

seminar

 Proceed to biometrix area and pay the service fee before

picture taking & release of Health Certificate Card.

 Pay Php 194 for the Health Certificate Card.

o Fill up and submit sanitary permit application form along with the

following requirements:

 Business Permit

 Medical Certificate / Health Card issued by the City Health

Officer or duly authorized representative

 Municipal License

 Inspection documents of establishment (i.e. Microbiological

water analysis (company office), Pest control from

accredited pest control operators (sanitary office have the list

of their accredited pest control operators)

o Pay Php90 for the sanitary permit and sanitation inspection fees.

o Claim sanitary permit

D. Apply for Locational Clearance


o Get a checklist of requirements and the application form in the

Office of the Municipal/City Planning and Development

o After the completion of your requirements, go back to the office and

submit the duly filled-up and notarized application form along with

your documents. It shall be verified and evaluated by a Zoning

Officer.

o A Zoning Inspection will be scheduled to check if the building

project conforms to the existing Comprehensive Land Use Plan and

Zoning Ordinance in the locality.

o A Zoning Inspection Report shall then be submitted by the Zoning

Inspector and you’ll be asked to secure an Order of Payment.

Proceed to the Treasurer’s Office and pay Php 1,600 for the

corresponding fees.

o Present your proof of payment to the person-in-charge in the Office

of the Municipal/City Planning and Development. Your clearance

will then be prepared and be made ready for approval.

o Claim your Locational Clearance.

E. Apply for Certificate of Occupancy at the City or Municipal Hall Where you

will locate

o Fill up and submit accomplished application form along with the

following requirements:

 Pictures of the site

 Fire Inspection Certificate


o Get your Order of Payment and pay Php 9,689 at the cashier.

o Claim your certificates, tax declaration (for new improvements or

additional floor area) and official receipts at the Releasing Section.

F. Apply for Mayor’s Permit by securing and filling-up the application form

G. Submit to the Bureau of Permits (BP) your completed application form

together with the following:

o Certificate of Business Registration from DTI

o Community Tax Certificate

o Barangay Clearance Certificate

o Locational Clearance

o Certificate of Occupancy

o Building Permit

o Fire Safety Inspection Permit

o Electrical Inspection Certificate

o Public Liability Insurance

o Authorization Letter of owner with ID

o Proof of Address such as Contract of Lease (if rented) or Certificate

of Land Title (if owned)

o Two (2) valid IDs

H. The BP personnel shall issue a computer-generated Business

Identification Number (BIN) slip to the applicant.


I. Present the issued BIN to the licensing officer on duty at the License

Division of the City Treasurer's Office. The latter then compute and

generate the License and Regulatory Fees Form (LRF) which shall be

given to the applicant.

J. Proceed to the cashier, present the issued LRF Form and pay the fees.

The LRF Form will be validated and will serve as the official receipt.

K. Go back to the business transaction office and a BP personnel will

generate the Business Permit and secure the approval and signature of

the Department Head of the BP.

L. Pay the total amount of Php 5,000 for the Mayor’s permit and Php1,300

for the Community Tax Certificate.

M. Claim you Mayor’s Business Permit and License.

N. When you already got all the certificate and permits from DTI and LGUs,

you may now register to the Bureau of Internal Revenue (BIR)

4. Register the business in the Bureau of Internal Revenue (BIR)

A. Go to the Regional District Office (RDO) where your business is located

B. Fill-up the BIR Form 1901 – Application for Registration (for Sole

Proprietor)

C. Submit completed registration form together with the following:

a. Certificate of Registration form DTI

b. Barangay Clearance

c. Mayor’s Business Permit


d. Proof of Address such as Contract of Lease (if rented) or Certificate

of Land Title (if owned)

e. Valid IDs, if applicable.

D. Pay the assessed registration fee, the Documentary Stamp Tax on

Subscription, and the Documentary Stamp Tax on Lease.

E. Submit the Payment Form (BIR Form 0605) and Documentary Stamp Tax

loose form or BIR Form 2000

F. Purchase, register and present for stamping the book of accounts together

with the accomplished BIR Form 1905

G. Claim your Certificate of Registration (BIR Form 2303).

H. Apply for Authority to Print (ATP) receipts and invoices with the

accomplished BIR Form 1906, photocopy of COR, and Registration BIR

0605

I. Print receipts and invoices at the print shops accredited by the BIR

J. Have books of accounts and Printer’s Certificate of Delivery of Receipts

and Invoices (PCD) stamped by the BIR

5. Secure License to Operate (LTO) at BFAD

A. Download the integrated application form (in XLS or XLSX format) from

ww2.fda.gov.ph.

B. Fill up 6-part application form correctly. If the part is appropriately filled up,

a green 'PROCEED' will be indicated. If the form is appropriately filled up,

the composed body text (in the green box) will appear.
C. Send an email to pair@fda.gov.ph. In the XLS application form, the

worksheet 'Email' composes the subject and body of the email that should

be sent to pair@fda.gov.ph. Copy and paste the appropriate fields onto

the email. Include CCs as needed. The XLS or XLSX file should not be

attached but it will be required during submission. Any attachment will lead

to rejection of schedule request. Up to ten applications in a single email

are acceptable.

D. Wait for a Document Tracking Log (DTL) with a schedule for submission

to be sent

E. Once a DTL is received, pay at any branch of the Land Bank of the

Philippines or at the main FDA cashier. Bring a copy of the DTL and a

copy of the application form. Indicate in the application form the tracking

number provided.

F. Check if all requirements are in order. The requirements are as follow:

I. GENERAL REQUIREMENTS

1. Accomplished Integrated Application Form

2. Proof of Payment of Fees

3. Proof of Business Registration (For Single Proprietorship:

Valid Certificate of Business Name Registration with the DTI

indicating the same name, address and ownership as the

establishment applying for a license

4. Proof of Occupancy (per facility and/or address declared as

part of the establishment);


a. If the facility and/or address declared as part of

application is not owned by the applicant: Notarized

valid Contract of Lease of the space or building

occupied

b. If the facility and/or address declared as part of

application is owned by the applicant: Copy of

Transfer Certificate of Title;

5. Product List –

a. The list of food products to be manufactured,

processed or repacked with proposed brand name

per product

b. The list of products to be distributed, sold, or offered

for sale or use, as appropriate, including the following

information per product:

i. Business name and address of direct source;

ii. Business name and address of facility where

the product is last packaged, if different from

source;

iii. Business name and address of facility where

product is last processed, if different from last

packaging site and direct source;

iv. If product is to be imported, a unique global

product identification number (if applicable)


6. Location Map – a graphic illustration indicating the address,

landmarks, immediate environment, type of building, and

Global Positioning System (GPS) coordinates (if available)

for each facility and/ or address declared part of the

establishment

7. Floor plan/ layout with dimensions

a. Food Manufacturer- Manufacturing Plant

b. Food Distributor- Office and warehouse/s (if different

from the Office)

II. SPECIFIC REQUIREMENTS APPLICABLE TO THE BUSINESS

1. Description of the products to be manufactured (e.g. list of

ingredients, physicochemical, and/or microbiological

specifications)

2. Description of manufacturing process or food

processing/preparation, including a flowchart with quality

control points, as appropriate to the size of operation

3. Quality control procedures, as appropriate to the size of

operation

4. Results of analysis of Finished Product/s showing

compliance with applicable standards

5. Facsimile of proposed product label, compliant with FDA

standards
G. Submit application on schedule. Include a notarized petition or declaration

and a copy of the OnColl Payment Slip.

H. Claim the LTO certificate

6. Register products/ apply for Certificate of Product Registration (CPR) at FDA

website (as per FDA Circular 2016-014)

A. Secure username and password and submit/upload the required

documents:

I. Letter of Authorization

II. Affidavit of Undertaking

B. Log-in to FDA website e-portal

(https://eportal.fda.gov.ph/sysFDA_WorkFlow/en/neoclassic/login/login)

C. Click new case (for initial application) and input/type on the required fields

the information pertaining to the product

D. Upload the required documents (maximum of 2 MB per attachment in .png

or .pdf format & maximum of 25 MB for all attached files)

I. Valid LTO

II. Scanned copy of clear and complete loose labels or artworks ad

picture of the product in different angles in different packaging sizes

and presentation as applicable from at least 2 different perspectives

III. Documents to substantiate claims, as applicable

E. Print the Order of Payment and pay the corresponding assessed fees for

the product registration through FDA Main Office cashier or Bancnet


online payment gateway or any applicable payment system prescribed by

FDA.

F. Track the application through the Process Map

7. Register at Social Security System (SSS)

A. Accomplish and submit the SSS Forms R-1 (Employer Registration) and

R-1A (Employment Report) with the photocopy of an Authority to Operate

from appropriate government office/s (e. g. Registration of Business

Name, Business Permit, or any proof of business operations).

8. Register at PhilHealth

A. Register through the Philippine Business Registry (PBR). Once registered

in this system, they will no longer be required to submit documents.

However, if the employer fails to register through the PBR, a DTI

Registration document (for sole proprietorship) shall be submitted.

B. Register employees by submitting the following to any PhilHealth Office:

I. Employer Data Record (ER1) Form (in duplicate)

II. PhilHealth Membership Registration Form (PMRF) for each

employee (in duplicate)

C. After processing, the employer will be issued the following:

I. PhilHealth Employer Number (PEN)

II. Certificate of Registration (required to be displayed in conspicuous

area of the office)

III. PhilHealth Identification Number (PIN)

IV. Member Data Record (MDR) of registered employees


9. Register at HDMF/PAG-IBIG

A. Register with the Fund thru any of the following modes:

I. Register thru the Philippine Business Registry (PBR)/Integrated

Business Registration (IBR) Facility; or

II. Submit to Members Services Office (MSO)/Members Services

Branch (MSB) servicing counter duly accomplished Employer’s

Data Form (EDF, HQP-PFF-002) and required supporting

documents:

1. Specimen Signature Form (SSF, HQP-PFF-003)

2. Proof of business existence:

a. SSS Certification (if already registered with SSS)

b. Business Permit/Mayor’s Permit

c. Department of Trade and Industry (DTI) COR

B. The Pag-IBIG Branch will notify the Employer of the Pag-IBIG Employer

ID Number, if applicable.
2019 2020
Activities Aug Sept Oct Nov Dec Jan
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Grand Opening of the Business
Final Preparation for the Grand Opening
Process and analyze customer’s feedbacks from the
soft opening
Implement necessary improvements on the business as
a whole
Finalization of the menu
Soft opening of the Business
Initial product launch to determine the best sellers
among the products
Launch market campaigns
Ask feedbacks from the customers
Launching of Marketing Campaign
Hiring and Training of Personnel
Purchase of Raw Materials
Looking for Suppliers
Purchase of PPE
Establishment of Infrastructure
Obtaining a lease
Obtaining the necessary legal requirements for
business registration/licensing
Finding a contractor for construction/renovation of office
Conducting Market Research
Finding a Business Location
Conducting Market Survey
Conducting a Feasibility Study
Conceptualization of the project
Assessment of start-up costs
Finalization of the projects to be pursued

Figure 57
Projects Time Table (Gantt Chart)
Organizational Chart

Manager

Supervisor
Accountant

Bookkeeper

Cook 1 Cook 2 Cook 3

Cashier Cashier

Figure 58
Organizational Chart
Manpower Requirements

Manager:

Qualifications:

 At least 25 years old

 Any gender

 Graduate of BS Business Administration and other related courses

 At least 2 years of meaningful experience

 Knowledgeable in finance and marketing

 Capable of multitasking and making decisions appropriately and accurately

Job Description:

 Ensure compliance with regulations applicable to the business

 Ensure proper marketing of the product

 Recruit and/or terminate employees

 Maintain employee work schedules

 Establish and maintain relevant controls

 Oversee physical counts by employees

Supervisor:

Qualifications:

 At least 25 years old

 Any gender

 Graduate of BS Business Administration and other related courses

 At least 1 year of meaningful experience


 Knowledgeable in finance and marketing

 Capable of leading and making decisions appropriately and accurately

Job Description:

 Oversee production processes

 Maintain safe and healthy work environment

 Monitor employee productivity

 Oversee employees’ compliance with the company’s policies

Bookkeeper:

Qualifications:

 At least 21 years of age

 Any gender

 At least an undergraduate of BS Accountancy (with majority of the accounting

courses taken)

 Great attention to detail

 Excellent analytical and organizational skills

Job Description:

 Maintain and update the company’s chart of accounts

 File documents and/or back-up files to maintain historical data

 Maintain and balance subsidiary ledger accounts

 Maintain general ledger accounts by posting subsidiary ledger summaries

Cook:

Qualifications:

 At least 21 years old


 Any gender

 At least vocational graduate of culinary arts or other related programs

 Possess full understanding of food safety and professional hygiene

 Skillful in deboning

 Expert in adjusting recipes

Job Description:

 Procure ingredients for the product

 Debone chicken wings

 Prepare the stuffing for the chicken wings

 Maintain health and sanitation across the work areas

 Ensure safety standards are maintained in the kitchen

Cashier:

Qualifications:

 At least 21 years of age

 Any gender

 At least high school graduate

 Possess basic computer and mathematical skills

 Possess strong communication skills

 Of good moral character and pleasing personality

Job Description:

 Operate registers and credit card/debit card terminals

 Perform basic math functions to collect payments and make change


 Take a tally of the funds in the cash register when required during a shift and

produce transaction reports

 Keep the checkout area clean and orderly

Janitor:

Qualifications:

 At least 18 years of age

 Any gender

 At least high school graduate

 Possess sufficient knowledge of cleaning chemicals and supplies

 Strong physical stamina and dexterity

 Ability to work independently

 Attention to detail

Job Description:

 Perform general clean-up of all areas

 Dispose and/or recycle garbage

 Monitor store premises’ security and safety (e.g. lock doors after operating hours,

check electrical appliance use to ensure that hazards are not created)

 Notify the manager of the need for major repairs


Table 67
Salary Scale
Hourly Daily Monthly Employee's Share Employer's Share Net
Employee Tax Net Amount
Rate Rate Salary SSS PhilHealth HDMF SSS PhilHealth HDMF Amount
Manager 125.00 1000.00 26,000 581.30 357.50 100.00 825.57 24,135.63 1,208.70 357.50 100.00 1,666.20
Supervisor 87.50 700.00 18,200 581.30 250.25 100.00 - 17,268.45 1,208.70 250.25 100.00 1,558.95
Bookkeeper 57.69 461.54 12,000 435.98 165.00 100.00 - 11,299.03 894.03 165.00 100.00 1,159.03
Cook 1 75.00 600.00 15,600 563.13 214.50 100.00 - 14,722.37 1,151.87 214.50 100.00 1,466.37
Cook 2 75.00 600.00 15,600 563.13 214.50 100.00 - 14,722.37 1,151.87 214.50 100.00 1,466.37
Cook 3 75.00 600.00 15,600 563.13 214.50 100.00 - 14,722.37 1,151.87 214.50 100.00 1,466.37
Cashier/Crew 1 68.75 550.00 14,300 526.80 196.63 100.00 - 13,476.57 1,078.20 196.63 100.00 1,374.82
Cashier/Crew 2 68.75 550.00 14,300 526.80 196.63 100.00 - 13,476.57 1,078.20 196.63 100.00 1,374.82
Cashier/Crew 3 68.75 550.00 14,300 526.80 196.63 100.00 - 13,476.57 1,078.20 196.63 100.00 1,374.82
Janitor 1 50.00 400.00 10,400 381.48 143.00 100.00 - 9,775.52 783.52 143.00 100.00 1,026.52
Grand Total 751.44 6011.54 156,300 5,249.87 2,149.13 1,000.00 825.57 147,075.44 10,785.13 2,149.13 1,000.00 13,934.26

Computation and Notes:

- All computations are counterchecked with the DOF Tax Calculator (https://taxcalculator.dof.gov.ph/)

- The annual salary of the bookkeeper, cashiers, and janitor are below the minimum taxable income

- The SSS is 11% of the monthly salary

 Employee’s Share (3.63%of the monthly salary credit not exceeding Php 16,000)

 Employer’s Share (7.37% of the monthly salary credit not exceeding Php 16,000 + EC of P10.00 for salaries less than Php

16,000 or Php 30.00 for salaries Php 16,000 and above)

- PhilHealth (2.75%) split equally to employer and employee

- HDMF (2% for the employee and 2% for the employer at Php 5,000 monthly compensation (thus, if the monthly compensation of an

employee exceeds Php 5,000, the employee contribution and employer counterpart will remain at Php 100).
Other Benefits

The employer will remit monthly contribution to the SSS, PhilHealth, and HDMF fund of his employees. The employees will also receive

a monthly meal allowance for overtime worth Php 2,500.


Figure 59
Daily Schedule (During No Days-Off)

Superviso Bookkeep Cashier/ Cashier/ Cashier/


Time Manager Cook 1 Cook 2 Cook 3 Janitor
r er Server 1 Server 2 Server 3

8:00 - 9:00

9:00 - 10:00

10:0 - 11:00
0

11:0 - 12:00
0

12:0 - 13:00 BREAK BREAK BREAK BREAK


0

13:0 - 14:00
0

14:0 - 15:00 BREAK BREAK


0

15:0 - 16:00
0

16:0 - 17:00 BREAK BREAK


0

17:0 - 18:00 BREAK BREAK


0

18:0 - 19:00
0

19:0 - 20:00
0

20:0 - 21:00
0

21:0 - 22:00
0

Figure 60
Weekly Schedule

Position Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Manager 1:00-22:00 1:00-22:00 1:00-22:00 1:00-22:00 1:00-22:00 DAY-OFF 1:00-22:00

Supervisor 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 DAY-OFF

Bookkeeper 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 DAY-OFF

Cook 1 8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 DAY-OFF 8:00-17:00 8:00-17:00

Cook 2 10:00-19:00 10:00-19:00 10:00-19:00 10:00-19:00 8:00-17:00 DAY-OFF 12:00-21:00

Cook 3 13:00-22:00 13:00-22:00 13:00-22:00 13:00-22:00 12:00-21:00 12:00-21:00 DAY-OFF

Cashier/Server
8:00-17:00 8:00-17:00 8:00-17:00 8:00-17:00 DAY-OFF 8:00-17:00 8:00-17:00
1

Cashier/Server
10:00-19:00 10:00-19:00 10:00-19:00 10:00-19:00 8:00-17:00 DAY-OFF 12:00-21:00
2

Cashier/Server
13:00-22:00 13:00-22:00 13:00-22:00 13:00-22:00 12:00-21:00 12:00-21:00 DAY-OFF
3

Janitor 13:00-22:00 13:00-22:00 13:00-22:00 13:00-22:00 13:00-22:00 DAY-OFF 13:00-22:00


Organizational Policies

Recruitment Policy

The management of Chick ‘N Cheese will provide equal access to employment and

will ensure that the best person is chosen based on the knowledge, experience, and

skills needed of the company.

A. Selection Process

1. Flyers are to be posted on some places or on social media (Chick ‘N Cheese

official account) for job vacancies.

2. Applicants must send their resumes thru email or personally give it to the

manager or owner as the case may be.

3. The manager with the owner will conduct screening of applicants by checking

the resumes.

4. The applicants’ skills will be matched with the required skills for the job. The

necessary skills include but are not limited to the following: effective verbal

communication, persuasiveness, customer awareness, and numeracy.

5. Applicants who passed the screening process will be contacted via phone call

and email.

6. After contacting the applicants, they need to submit the following

requirements:

 2 pieces of 2x2 picture

 NBI clearance

 SSS

 PhilHealth
 Pag-IBIG/HDMF

 Tin number

 Photocopy of PSA birth certificate

 Barangay clearance

 Drug test result

 Medical examination

 TESDA certificate, if applicable

7. Prospective employees chosen by the manager will undergo 2-hour

orientation and 6 hours training.

8. In cases that the chosen applicants refuse to accept the employment offer, the

manager will conduct again the recruitment process.

B. Orientation and Training

1. Supervisor or the manager will introduce to the newly hired employees the

company’s policies, procedures, rules, regulations and employees’ duties and

responsibilities.

2. The manager or supervisor will train the newly hired employees by handling

their job duties such as familiarizing in the menu, preparation and production

of the foods, ordering process, cleaning the restaurant and completing other

task.
Employment Policy

 Manager will hire the prospective employees based on mental and physical

capacity needed in the job.

 The applicant must be age of 18 and above.

 The employees should wear the prescribe uniform.

 Sexual harassment is strictly unacceptable. It should be reported immediately.

 The Contract of Employment should be signed and executed.

Resignation and Dismissal

A. Resignation

1. Any employee who will voluntarily resign should notify the manager of the

resignation 30 days prior. The resignation letter must be in writing.

2. Employees resigned can reapply but subject again to recruitment process.

B. Dismissal

Any employees who will commit the following should be terminated by

dismissal:

1. Unauthorized taking of money, in any amount, and property of the company;

2. Giving free and/or unpaid foods or drinks to anyone;

3. Use of any kinds of prohibited drugs; and

4. Involvement in crime including moral turpitude.

5. There will be no rehiring of terminated employees.


Compensation and Benefits Policy

Basic Salaries

Employees are entitled a basic compensation based on their position in the

company. Salaries will be given on 15th and 30th day of the month. Cut-off periods for

the computation of the salaries are 10th and 25th of the month.

Other benefits

SSS, PhilHealth, HDMF/Pag-ibig, 13th month pay, meal allowance, sick leave,

and uniform allowance will be given to the employees.

Policy on Attendance

A. Work Schedule

Employees should be report for work with the normal hours of work provided

by the Labor Code which is eight (8) hours. Such hours would not include the one

(1) hour allotted time for employees break.

B. Punctuality

Employees are expected to be inside the business establishment at eight (8)

in the morning. Tardiness is highly discouraged as it will affect the operations of the

business. The business will use time sheet and time card to record and monitor the

hours and days spent of an employee. An employee will be given a 15-minute grace

period; beyond that, employees will be marked late and directly a deduction to the

basic pay.
C. Absences

Anticipated absences shall be approved first by the owner. Leave of

Absences (LoA) slip shall be submitted one (1) week prior to leave. Approval shall

be sought and subject to the discretion of the manager.

D. Under-time and Overtime

Working less than the eight (8) hour working period considered us under-time.

Consequently, this will be directly chargeable deduction on the daily rate

computation of his/her salary.

Overtime work will be compensated according to the law regulations as

follows:

Table rates when an employee worked during the following days:

Day Rate
Rest day 130%
Special Non-Working day 130%
Special Non-Working day
150%
and Rest day
Regular Holiday 200%
Regular Holiday and Rest
260%
day

Table rates when an employee worked overtime during the following days:

Day Rate
Normal day 125%
Rest day 169%
Special Non-Working day 169%
Special Non-Working day
195%
and Rest day
Regular Holiday 260%
Regular Holiday and Rest
338%
day
E. Vacation Leave and Sick Leave

The law mandated to provide at least five (5) days of Service Incentive Leave

(SIL) with pay. However, this is not specifically vacation leave. The business will not

provide vacation leave to prevent interruptions of the business operations.

Employees are entitled to have a three (3) days sick leave per year after he or she

exceeded the probationary period. Each day of sick leave shall be equivalent 100%

of his regular daily rate.

Sick leave slip shall be secured with documents attached as proof of sickness

such as medical certificate. However, the concerned employee must negotiate to his

or her co-employee to substitute for him or her in order not to interrupt the flow of

operation of the business. Unused sick leave will not be converted into cash, but it

can be carried over in the subsequent years.

F. Emergency Leave

If emergency arise, employees shall file Leave of Absence (LoA) slip

immediately. Documents supporting the said leave shall be submitted upon return to

work and attach the said document to the slip. A maximum of five (5) working days

shall be allowed as emergency leave per annum. An employee is eligible to for

emergency leave on the following cases:

1. Serious illness of legitimate spouse, child, mother, father and siblings.

2. Death of legitimate spouse, child, mother, father and siblings.

3. Directly affected by natural calamities and disaster.


G. Unscheduled Leave

In times were absences cannot be avoided or prevented, the concerned

employees must inform the manager ahead of his or her scheduled time for work.

Upon return, documents supporting the said leave shall be submitted.

H. Paternity and Maternity Leave

Paternity and Maternity leave benefits as provided by the law shall be granted

to every employee entitled thereto. Married male employee is entitled to a leave of

seven (7) days with full pay for the first four (4) deliveries of the legitimate spouse.

The availment of paternity leave shall be after the delivery of his spouse.

For female employees, who already made three (3) monthly Social Security

System (SSS) contributions at least 12 months before giving birth are eligible for

maternity leave, whether married or unmarried. Sixty (60) days of fully paid leave for

normal delivery or miscarriage while seventy- eight (78) days for caesarian section

delivery shall be compensated.

I. Holiday

Employees may be requested to report for work during holidays compensated

by the rate provided by the law.

Regular Holidays:

Employees working on holidays will receive 200% of their salary for that day and

an additional 30% of his/her hourly rate in excess of the required time (8 hours).

Required time (8 [(Daily Rate +COLA) x 200%]


hours)
In excess of 8 hours [(Hourly Rate of the basic daily wage x 200% x
130% x number of hours worked)].
COLA- “Cost of Living Allowances” = 10 pesos

Special non-working holidays:

An employee will get an additional 30% of their salary for that day and in excess

of the required time (8 hours) will receive additional 30% of his/her hourly rate.

Required time (8 [(Daily Rate x 130%) + COLA]


hours)
In excess of 8 [(Hourly Rate of the basic daily wage x 130% x
hours 130% x number of hours worked)].
COLA- “Cost of Living Allowances” = 10 pesos

If the employee did not work on these days, the management implement the “no

work, no pay” policy.

Listed below are the holidays celebrated in the country.

Regular Holidays:

January 1 - New Year's Day

April 9 - Araw ng Kagitingan 

April 18 - Maundy Thursday 

April 19 - Good Friday

May 1 - Labor Day 

June 12 - Independence Day

August 26 - National Heroes' Day 

November 30 - Bonifacio Day

December 25 - Christmas Day 

December 30 - Rizal Day

Special Non- Working Holidays:


February 5 - Chinese New Year 

February 25 - EDSA Revolution Anniversary

April 20 - Black Saturday 

August 21 - Ninoy Aquino Day 

November 1 - All Saints' Day 

December 8 - Feast of the Immaculate Conception of Mary

December 31 - last day of the year

Employees Conduct and Work Rules

To ensure orderly operations and provide a harmonious work environment, the

Chick ‘N Cheese expects the employees to follow the rules of conduct that will protect

the interest and safety of our employees.

An employee is expected to render loyal and quality service to Chick ‘N Cheese

and to respect their co-workers in a professional way. Staffs should avoid participating

in serious disputes which may disrupt the workplace. They must show integrity and

professionalism. All employees should not misuse our equipment or use it frivolously.

The manager should have to take disciplinary action against employees who

repeatedly or intentionally fail to follow business code of conduct.

Possible consequences:

 Reprimand

 Demotion

 Suspension or termination for more serious offenses.


We promote freedom of expression and open communication. Chick ‘N Cheese is

open for suggestions from its employees and customers. Good work environment can

be maintained only by the performance of duties and applicable code of ethics.

Dress Code and Hygiene

Employees must follow with regard to attire, personal hygiene and appearance of

Chick ‘N Cheese. Standards of our company is in line of the organizational practices of

appropriate business conduct.

Personal Grooming

 Uniform must be clean, well-pressed, in good condition, and fit appropriately.

o White polo shirt with business logo imprinted at the upper left corner and

black pants Black shoes or rubber shoes, whichever is appropriate.

Figure 61
Employees Uniform
 Keeping clean mustaches and beards and well-groomed hair and covered or tied

back.

 Day make-up only

 Appropriate jewelry and no dangling or large hoop jewelry that may create a safety

hazard to self or others.

Hygiene

 Maintain personal hygiene by bathing daily and oral hygiene.

 Use deodorant to minimize body odor

 Clean and trimmed nails.

 No heavily scented perfume.

 Washing hands after using restrooms.

Safety, Cleanliness, Health, and Sanitation

Safety, cleanliness, health, and sanitation plan is important in any food service

preparation area. With this, the proponents set the following policies to be strictly

observed by employees concerned.

 All equipment is sanitary and ready for use when required. 

 Proper storage of food and equipment must be observed.

 Proper and regular handwashing before and after preparing the food must be

practiced.

 After working hours, employees must clean their respective areas.

 Using of gloves and mouth spit guard mask while working is required.
 The store and office premises must be double checked before leaving.

 Protective safety equipment should be available where such equipment is

required.

 Fire exit signage must be seen.


List of Major and Minor Offenses and Sanctions

Here is the sample list of minor offenses:

Table 68
Minor Offenses
Policy Nature of Offense Penalties
(MINOR)
Policy on Attendance  Successive absences. Written Reprimand

Harassment or Voluntary  Discourteous conduct


Discrimination towards to their co- Written Reprimand
workers and
customers.
 Disruptive or disorderly
conduct.
Employment Policy  Giving free and/or Written Reprimand
unpaid foods or drinks
to anyone;
Productivity of Workers  Sleeping or loafing Demotion, Verbal Warning
while on duty
Dress Code  Not wearing proper Verbal Warning
dress code at work

Here is the sample list of major offenses:

Table 69
Major Offenses
Policy Nature of Offense Disciplinary Actions /
Penalties
Protection of company  Damage, Destruction, Dismissal
Misappropriation, or
Unauthorized Use of
Equipment or Property
Owned by the business

Protection of information of  Unauthorized use of Dismissal


company non-public information.
Theft, fraud,  Unauthorized taking of Dismissal with proper
embezzlement, or other money, in any amount, investigation
proven acts of dishonesty and property of the
company.
 Involvement in crime
including moral
turpitude.
 Falsifying records

Misconduct  Use of any kinds of 1 to 3 times - Verbal


prohibited drugs Warning
3 to 5 Verbal warning and
considered 1-day absent
per day.
More than 6 times -
dismissal
Policy on Attendance  Absence without leave 1 to 3 times - Verbal
(AWOL) Warning
3 to 5 Verbal warning and
considered 1-day absent
per day.
More than 6 times -
dismissal
Ethical Standards  Neglect of Duty Dismissal with proper
 Violating the investigation
Standards of Ethical
Conduct.
 Collusion between
co-workers
Internal Control

Physical Control

1. Closed Circuit Television (CCTV)

 CCTVs will be installed in appropriate areas of the establishment to

monitor activities, encourage proper utilization of assets and other

equipment, and promote good behavior of the employees.

2. Fire Alarms/ Smoke Detectors

 Two smoke detectors will be located within the establishment to detect

any occurrence of fire. The smoke detectors will then alert the people

within the establishment, particularly the authorized personnel to act. The

supervisor is given the command, including crowd control, in case of fire

breakouts.

3. Fire Extinguishers

 There will be fire extinguishers placed within the establishment in case of

fire and emergencies.

4. Bundy Clock

 A Bundy clock will be installed to monitor and record employees’ working

hours.

5. Disallowance of Personal Belongings of Employees

 Employees will not be allowed to bring personal belongings such as

wallets and bags in the merchandise area. Lockers will be designated for

the employees’ personal belongings. The manager or supervisor is tasked


with the inspection of personal belongings of the employees before and

after work hours.

6. Periodic Inspection of Physical Assets

 The supervisor with the supervision of the manager will be responsible for

the periodic inspection of physical assets to confirm the existence of the

assets and ensure the assets are in good working condition.

7. Emergency Exit

 Aside for purposes of law compliance, an emergency exit door will be built

to provide a clear destination for evacuation for both customers and

employees in case of disaster or crisis.

8. Warning Signs

 Warning signs will put in appropriate areas to prevent accidents.

Financial Control

1. Safeguarding of Assets

 Cash and other similar assets should be managed properly and kept in a

safety cash vault box by the management to prevent theft and

misplacement of cash to which access is limited to the manager.

 Day-to-day cash management activities should be handled by the

manager and cashier-on-duty only.

 Each cashier will be assigned to a single cash drawer only to avoid

discrepancies as a result of borrowing money from other cash drawers.


 Requests for checks and/or cash disbursements should include the

original or copy of the receipt or invoice. The object purchase and its

amount must be clearly specified.

 All payments and place orders shall be authorized by the owner only.

2. Segregation of Duties

 Cash management activities such as cash collection, receipt recording,

and transaction review must not be handled solely by an individual so as

to minimize likelihood of error and theft.

3. Cash Collection and Cash Count

 Cash collections will be deposited daily and cash counts are scheduled

before the cashier will take his/her break and before he/she leave the

business premises. This will serve as a loss and/or theft prevention.

 Total cash receipts and collection must correspond with the sales

invoices. To ensure that the sales are being recorded by the employees,

receipts will be given to customers for every order.

 Any cash count resulting to cash shortage will be subject to investigation.

The person liable will be charged for the shortage.

4. Reconciliation of Payroll Record and Compensation

 The bookkeeper shall ensure that the employees’ compensation is in

correspondence with the calculated payroll. The bundy clock will be used

in the determination of the hours worked by the employees.

 The employees, upon receipt of their pay envelopes, shall sign on the

provided record by the owner. The owner shall count the cash given as
compensation to the employees and incorporate a pay slip within the pay

envelopes.

5. Supervision and Monitoring

 Strict rules for discrepancies will be implemented. This is to raise

awareness to the cashier to observe proper diligence in handling the cash.

A discrepancy threshold of P15 per month is to be implemented to which,

if exceeded, potential termination could ensue.

Inventory Control

1. Physical Count

 A crew supervised by the supervisor, will do physical counting and

matching of the items on-hand and items documented to ensure the

completeness of the inventories and verify the accuracy of the records.

 Physical count of inventories will be done weekly or whenever the

management deemed necessary. Surprise counts may also be done by

the owner or manager.

2. Storage

 Inventories will be stored in a secure location to monitor and control the

movement of inventories and prevent damage or loss. Freezers will be

used in the storing of the raw materials for the preservation of quality and

prolongation of the life of the raw materials.

 Additional measures such as CCTV and limited access to the storage

room will be implemented.


3. Inventory Management System

 An inventory management system will be put in place to track inventory,

manage quantity of inventory, and assess reordering time.

 When the inventory reaches its reorder point, the supervisor must

immediately notify the manager to refill the inventory and place the orders.

4. Inventory Inspection

 The inventory and its storage must be periodically inspected by the

manager or supervisor not only to confirm its existence and completeness,

but also to check that the raw materials are of quality and not damaged.

 Inventory must also be inspected by the supervisor to ensure that the

inventory is not overstocked.

5. Recording and Purchasing

 All inventories delivered and purchased will be recorded by the

bookkeeper.

 One of the kitchen staff will be assigned to ensure that the goods received

are in accordance with what is ordered and inspect the quality of the

goods received.

 The point of Sale will be used to record and determine the inventory still in

stock.

 Any incorrect or damaged shipment must be returned to the supplier

including an attachment notice.

6. Segregation of Duties
 Duties involving purchase, receipt, and storage of inventory will be

appointed to different employees.

Other Controls

1. The assigned cashier is task to enter the order of the customers. However, the

manager or supervisor are the only ones who have access to delete or cancel

any inputted order.

Vision

Chick ‘N Cheese strives to be the number one choice of the people of the

Philippines among chicken fast-food restaurants.

Mission

Chick ‘N Cheese provides a place which enables people to find an atmosphere

where relaxation and stress relief is possible whilst enjoying their food.

Through the employment of quality production techniques, Chick ‘N Cheese is able

to achieve and offer premium chicken wings designed to satisfy the taste buds.

Chick ‘N Cheese provides an ongoing commitment to the welfare of its employees

through providing them with benefits and future assistance along with their salaries.
Chick ‘N Cheese advocates environmental sustainability and fosters continuous

innovation with the use of creativity and technological breakthroughs.

Technical
and
Production
Aspect
Figure 62
Purchase Process

Supervisor

PR File A PO
Step-By-Step Process/Flowchart

PR Prepare i

PO

Prepare Purchase Pick


Order
Inv
Inventory file goods
Input the
transactions to
Inventory file
the system

Stock
PO Release
PO Packing
PO slips
Manager

PR
Cash file
yes
Prepare Purchase Invoice
Requisition

PR
PR File

File

File
Bookkeeper

Invoice

Receive and
match the
documents Check END
and prepare
a check.
Seller
sli
Pac

re
Rec
Check the
Inventory

minimum
inventory
reach the
START

Has the

level?

D
Crew Manager No
Bookkeeper Seller

C
Receiving Credit
report Memo

Received
and Update the
physical
count the file AP File
Prepare Credit Memo
goods

Credit
Memo
Credit
Memo

Do the
goods yes
match the Prepare receiving
report
desired
quantity?

Receiving
report
No

End
D

Prepare receiving
report

Receiving
report
Purchase Process Flowchart Description

1. The supervisor checks if the inventory reached the minimum level. If yes,

proceed to the next steps. If no, no purchases shall be made.

2. The supervisor prepares a purchase requisition in multiple copies. A copy will be

retained for file keeping, another copy will be sent to the manager.

3. The manager, upon receipt of the purchase requisition, prepares multiple copies

of a purchase order.

4. The manager sends a copy of the purchase order to the supplier. The remaining

copies, together with the purchase requisition, will be sent to the bookkeeper and

retained for filing purposes.

5. The supplier, upon receipt of the purchase order, picks the goods ordered,

prepares the stock release form, packing slips, and invoice.

6. The supplier ships the goods and sends the invoice and packing slip to the

manager.

7. The crew, upon receipt of the goods, conducts a physical count and prepares a

receiving report. If the goods does not match the desired quantity ordered, notify

the manager immediately, and the latter prepare a credit memo and send to the

corresponding supplier.

8. The crew sends the receiving report to the manager who matches it to the

documents accompanying the goods (i.e. invoice, packing slip). After matching, a

copy of the invoice shall be sent to the bookkeeper.

9. The manager prepares a check for the payment of goods ordered and received.
10. The bookkeeper, upon receipt of the purchase requisition, purchase order, and

invoice, inputs the transaction in the system.


Figure 63
Pre – Production (Preparation Process)

Start

Get the chicken and bacon from Get the ingredients for the sauce Get the rice from the rice
the refrigerator. in the cabinet dispenser
(3 mins.) (2 mins.) (1 min.)

Cut mozzarella cheese and Put it into rice pot and wash the
Defrost the chicken and bacon
Bacon
Mix the necessary
(25 mins.) rice 3 times
(10 mins.) Ingredients (6 mins.) (6 mins.)

Pour a necessary amount of


Wash the chicken water into the rice pot
(10 mins.) (2 mins.)

Put the mozzarella cheese and Put the rice pot into the rice
Debone the chicken wings cooker
bacon inside the chicken wings
(30 mins.) (30 secs.)
(15 mins.)

End
Pre-Production Process Flowchart Description

Chicken Wings Pre- Production Process Flowchart

1. Get the chicken and bacon from refrigerator and defrost it.

2. Wash the chicken.

3. Debone the chicken wings.

4. Cut the mozzarella cheese in cubes and cut the bacon in bits.

Sauce Pre- Production Process Flowchart

1. Measure the ingredients and put it separately in bowl.

2. Mix the ingredients needed based on the flavor of the chicken wings desired by

the customer/s.

Rice Pre- Production Process Flowchart

1. Get the rice from the dispenser.

2. Put the measured rice on the inner pot of the rice cooker and wash the rice 3

times.

3. Pour necessary amount of water in the inner rice pot. The amount of water

depends on the volume of rice to be cooked.

4. Put the rice pot into the rice cooker. (Before putting the inner pot in rice cooker,

make sure to wipe the lower and side of the inner pot.)

5. Cook the rice.


Figure 64
Production Process

Start Turn on the fryer and pre heat oil at


190°C
(5 mins.) B

Yes Is the food warmer


empty? Fry
(12 mins)
No

Strain the Chicken Wings


Is there enough (2 mins)
Yes quantity for order?

A
No Transfer to the food warmer (1
Get the prepared chicken min.)
wings (10 secs.)

Add desired sauce A


Weigh the chicken wings (1 min.)
(10 secs.)

Arrange the desired order of the


End
customer
(15 secs.)

Are there No
excess
wings left?

Return the excess chicken wings to


B
refrigerator (5 secs)
Yes
Production Process Flowchart Description

When the food warmer is empty or the remaining servings is not enough to meet

the quantity ordered by the customer, the kitchen staff will cook one batch of chicken

wings. One batch of chicken wings is equivalent to 100 pieces of chicken wings.

1. To cook the chicken wings, the staff will first get the prepared chicken wings

stuffed with mozzarella cheese and bacon. The deep fryer has the maximum

capacity of frying 100 pieces of chicken wings so the staff must weigh the

chicken wings and return the excess chicken wings to the freezer.

2. Next, the cook will pour the oil into the deep fryer and wait until the desired

temperature is reached.

3. The chicken wings will then be deep-fried for 12 minutes.

4. After deep frying the chicken, the cooked chicken wings will then be transferred

into the food warmer.

5. Upon receiving order from customer, the staff will get the quantity ordered and

coat the chicken wings with the sauce desired by the customer.

6. Lastly, after glazing the chicken wings with the customer’s desired sauce, the

staff will transfer the correct quantity of chicken wings ordered by the customer

into the plastic basket.

Assuming the staff had cooked the required amount of chicken wings, by

correctly weighing the chicken wings, the production of one batch of chicken wings will

need a total of seventeen minutes and twenty-five seconds.


Selling Process
Figure 65

Call the manager or START Accept payment and give


supervisor (3 secs.) change (10 secs.)

Ask to void the transaction Greet the customer Give the receipt
with smile (3 secs.) (5 secs.)
(5 secs.)

Ask for the order


Input the correct order to (15 secs.)
Give the order list to the
the cash register (10 secs.) production (5 secs.)

Input the order to the


Accept payment and give cash register
(10 secs)
END
change (10 secs.) (58 secs.)

Repeat the
Give the receipt customer’s order
(5secs.) to the customer
(10 secs)

Give the order list to the


production (5 secs.)

No Is the desired Yes


customer’s order
END correct?
(1 min. and 27 secs)
Selling Process/Flowchart Description

1. The cashier will greet the customer first and then take the order.

2. After taking the order, he will input the order to the cash register.

3. Repeat the customer’s order to the customer. This is to check if the inputted

order is correct. If the order is correct, proceed to the succeeding steps. If

incorrect, follow the steps enumerated below.

4. Accept the payment and give the change, if any.

5. Give the receipt to the customer.

6. Give the list of orders to the production.

7. The cashier, after preparation by the production of the ordered meal/s, serves the

ordered items to the customer/s.

If order is incorrect:

1. Call the manager or supervisor and ask the authorized personnel to void the

transaction.

2. Input the correct order to the cash register.

3. Follow steps 4 - 7 above.


Table 70
Production Schedule for One Week
Production Process
Quantity Time Production
Cook 1: Pre-production (Getting of chicken
wings, mozzarella cheese, and bacon from
8:00 – 8:03
the freezer; getting of rice; and getting
ingredients for sauce)
Cook 1: Pre-production (Defrosting of
8:03 – 8:28 chicken wings and bacon; and cooking of
rice)
Cook 1: Pre-production (Cutting of
8:10 – 8:20
mozzarella cheese and bacon)
Batch 1 Cook 1: Pre-production (Washing of the
(150 units) 8:28 – 8:38
chicken)
8:38 – 9:08 Cook 1: Pre-production (Deboning of wings)
Cook 1: Pre-production (Putting of
9:08 – 9:18 mozzarella and bacon inside the chicken
wing)
Cook 1: Production (Frying of Chicken
9:18 – 9:30 Wings;and mixing of the ingredients of the
sauce)
9:30 - 9:35 Cleaning of the kitchen
9:35 - 11:08 Cook 1&2: Pre-Production
Batch 2
(150 units) 11:08 - 11:20 Cook 1&2: Production
11:20 - 11:25 Cleaning of the kitchen
11:25 - 12:58 Cook 1&2: Pre-Production
Batch 3
12:58 - 13:10 Cook 1,2&3: Production
(150 units)
13:10 - 13:15 Cleaning of the kitchen
13:15 - 14:48 Cook 1,2&3: Pre-Production
Batch 4
14:48 - 15:00 Cook 1&3: Production
(150 units)
15:00 - 15:05 Cleaning of the kitchen
15:05 - 16:38 Cook 1,2&3: Pre-Production
Batch 5
16:38 - 16:50 Cook 1&2: Production
(150 units)
16:50 - 16:55 Cleaning of the kitchen
16:55 - 18:28 Cook 1,2&3: Pre-Production
Batch 6
18:28 - 18:40 Cook 2&3: Production
(150 units)
18:40 - 18:45 Cleaning of the kitchen
18:45 - 20:18 Cook 2&3: Pre-Production
Batch 7
20:18 - 20:30 Cook 3: Production
(150 units)
20:30 - 21:00 Cleaning of the kitchen
Office and Store Schedule

The employees shall report to work from 8:00 AM to 9:00 PM. However, they are

encouraged but not required to work until 10:00 PM, rendering additional one (1)

overtime hours. Chick ‘N Cheese is scheduled to be open from Mondays to Sundays,

from 9:30 AM to 9:00 PM.


Table 71
Production Capacity
Year A B C D E F G H I J K
B*C A*D F/E D*G H*360 I*J
Time Unit Number Units Hours Production Batch Capacity Capacity Estimated Projected
required in capacity of cooks per per hours per per day (in per year Percentage Annual
hrs per batch batch day units) (in units) of Capacity Capacity
strainer Availed
basket
2020 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 29.10% 110,000
Time sec per units units mins
unit
2021 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 39.68% 150,000
Time sec per units units mins
unit
2022 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 51.59% 195,000
Time sec per units units mins
unit
2023 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 66.14% 250,000
Time sec per units units mins
unit
2024 Pre-prod 15 secs
Prod 1 48 secs
Prod 2 6 sec
Total Prod 1mins & 7 50 3 150 1hr & 52 13hrs 7 1,050 378,000 82.01% 310,000
Time sec per units units minsb
unit bb b
Table 72
Manpower Schedule/Shifting

Cashier/ Cashier/ Cashier/


Time Cook 1 Cook 2 Cook 3 Janitor
Server 1 Server 2 Server 3

8:00 - 9:00

9:00 - 10:00

10:00 - 11:00

11:00 - 12:00

12:00 - 13:00 BREAK BREAK

13:00 - 14:00

14:00 - 15:00 BREAK BREAK

15:00 - 16:00

16:00 - 17:00 BREAK BREAK

17:00 - 18:00 BREAK

18:00 - 19:00

19:00 - 20:00

20:00 - 21:00

21:00 - 22:00
Business Location

The business will be established at Don Lorenzo Building, 889 P. Paredes

Street, Manila, Sampaloc, Manila, 1008 Metro Manila

Figure 66
Façade

Figure 67
Vicinity Map
Figure 68
Floor Plan of the Business
Floor Area

The Chick ‘N Cheese is to be placed on a 117 sq. meters area in Don Lorenzo

Building, 889 P. Paredes Street, Manila, Sampaloc, Manila, 1008 Metro Manila. Such

area will be divided into 3, namely; production, store and office.

Production Area Lay-out and Specification


The space for production area will be 15.24 sq. meters, where the chicken wings

are to be cooked and assembled at the customer’s flavor specifications.

Office Lay-out and Specification

A small space where the manager, supervisor and bookkeeper will do their office

work, it has a 6.1 sq. meters. This will also serve as a storage for documents, vault and

office supplies.

Store Lay-out and Specification

This is the area where the customers can enjoy their chicken wings. This area is

combined with the counter were foods will be placed on by the production personnel.

The area is measured at 80.91 sq. meters. Such area will be maximized when the

demand of our product will increase.


Property, Plant and Equipment

Table 73
Production Machinery and Equipment
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
009231901 Size: 900 x 600 x
Rinnai 1000 mm
Deep Temp.: 50 – 220
C° 7 years 2 09/23/19 P38,000.00 P38,000.00 P8,142.86 P67,857.14 P9,693.88
Fryer
Tank Cap.22*2 L

009231902 Size: 475 x 455 x


Shinil 370 mm
Electric Capacity : 5.4 L
Watts: 7 years 2 09/23/19 P6,781.00 P13,562.00 P1,453.07 P12,108.93 P864.92
Rice
Cooking – 1950 W
Cooker Warming – 103 W
SCJ-550S
009231903
FAB: Size:1800 x 800 x
Exhaust 650 mm
Hood – 15 1 09/23/19 P15,795.00 P15,750.00 P1,687.50 P14,062.50 P940.18
Wall type years

009231904 Size:
LABELLE H – 86.5 cm.
LCF 546C W – 142.4 cm. 15 1 09/23/19 P20,595.00 P20,595.00 P2,206.61 P18,388.39 P1,225.89
L – 68.5 cm. years
Capacity: 15 cu.
ft.
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
009231905 Size: 844 X 342 X
Aircon - 261 mm
AHAC- Watts:
Cooling Area: 16 10 1 09/23/19 P28,495.00 P28,495.00 P3,053.04 P25,441.96 P2,544.20
TI100STI
– 20 sq. meters
AME years
HOME 1HP
INV
3881219 Size: W48” x L19”
x H25.5”
8 Max safe
Ensue continuous 10 1 09/23/19 P50,872.00 P50,872.00 P5,450.57 P45,421.43 P4,542.14
Commercia working time:
years
l 8hrs.
Countertop Temp: 30 – 80
Food Celsius
warmer Watts: 1500

009231906  -Mineral
NEUCHI 3 filter
in 1Alkaline
 -
water
purifier maintaini
complete ng pH
set balance
 -Rich in 10 1 09/23/19 P1,991.00 P1,991.00 P238.92 P1,752.08 P177.77
mineral &
years
anions
 -micro-
cluster
for
excellent
cellular
hydration

TOTAL - - - - P189,265.00 P20,278.39 P168,986.61 P19,988.98


Table 74
Production Furniture and Fixture
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of (YEARLY)
life VAT VAT
019261901
FAB: Size:1500mmL
Working 20 2 09/26/19 P15,000.00 P30,000.00 P3,214.29 P26,785.71 P1,339.29
table under years
pipe

019261902
FAB: Wall Size:1200mmL
Cabinet – 20 2 09/26/19 P10,000.00 P20,000.00 P2,142.86 P17,857.14 P892.86
open type years

019261903
Locker room Size:W900 x
D400 x H1805 20 1 09/26/19 P8,800.00 P8,000.00 P942.86 P7,857.14 P392.86
mm years
Door/s: 9

019261904
Fire Weight: 10lbs.
Extinguisher Expiration: 5 5 years 1 09/26/19 P4,500.00 P4,500.00 P482.14 P4,017.86 P803.57
HCFC-123 years
(Green) Refillable

Est. Unit Date of Total cost Input Total cost Total


Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT Dep.
life VAT
019261905 Size: 844 X 342 X
Aircon - 261 mm
AHAC- Watts: 10 1 09/26/19 P28,495.00 P28,495.00 P3,053.04 P25,441.96 P2,544.20
Cooling Area: 16 years
TI100STI
– 20 sq. meters
AME
HOME
1HP INV
TOTAL - - - - 90,995.00 P9,749.47 P81,959.82 P5,972.77
Table 75
Office Machinery and Equipment
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
029281901
Dell Processor: Core
Inspiron 13 i7
Touch Memory: 8GB 12 3 09/28/19 P44,990.00 P134,970.00 P14,461.07 P120,508.92 P10,042.41
Windows Storage: 500 GB years
8.1 Laptop Display Size:
13.3”

029281902
Canon Specs: Print,
G4010 All- Scan, Copy and 10 1 09/28/19 P12,950.00 P12,950.00 P1,387.50 P11,562.50 P1,156.25
in-One Fax years
Printer Print Volume:150
-1500
029281903
Panasonic ECo Mode 90%
Digital transmission
Cordless power with lower 10 1 09/28/19 P2,295.00 P2,295.00 P245.89 P2,049.11 P204.91
Phone power years
consumption.

029281904 -4 Channel
Hikvision Digital Video
Turbo HD Recorder
CCTV - 2 Units Bullet
Package Type Camera
-2 Units Dome
10 1 09/28/19 P5,500.00 P5,500.00 P589.29 P4,910.71 P491.07
Type Camera years
-Support up to
4TB SATA 3.5″
hard drive
-Inclusive of
installation
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
029281905
ASUS Dimension: 207 x
Gigabit 148 x 35 ~ mm 10 1 09/28/19 P3,500.00 P3,500.00 P375.00 P3,125.00 P312.50
Wireless (WxDxH) years
Router Watts:
110V~240V
029281906
Safurance Size:380 x 310 x
Luxury 450 mm 20 1 09/28/19 P5,390.00 P5,390.00 P577.50 P4,812.50 P240.63
Digital Weight: 10 years
Depository kilogram
Cash safe
box
029281907
Aircon - Size: 844 X 342 X
AHAC- 261 mm
Watts: 10 1 09/28/19 P28,495.00 P28,495.00 P3,053.04 P25,441.96 P2,544.20
TI100STI
Cooling Area: 16
AME – 20 sq. meters
years
HOME 1HP
INV
TOTAL - - - - P193,100.00 P20,689.29 P172,410.71 P14,991.96
Table 76
Office Furniture and Fixture
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
039301901
6030 Office Size: L59” x W28” x
Table H29”
20 1 09/30/19 P5,500.00 P5,500.00 P589.29 P4,910.71 P245.54
years

039301902 Size:L64 cm x
Ergodynami H109 cm
c MBC -133 Weight Capacity: 15 1 09/30/19 P5,600.00 P5,600.00 P600.00 P5,000.00 P333.33
100 kg. years
Faux leather
360 degree swivel
office chair function
039301903
EFV4 Size:L18” x W24.5”
Vertical x H52.6”
Filling 20 1 09/30/19 P8,500.00 P8,500.00 P910.71 P7,589.29 P379.46
Cabinet years

039301904
Trash can
10 1 09/30/19 P400 P400 P42.86 P357.14 P35.71
years
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful require purchase Unit cost gross of VAT net of VAT (YEARLY)
life d VAT
039301905
Bulletin Size:18 inch x 24
Board inch 15 1 09/30/19 P1,530.00 P1,530.00 P163.93 P1,366.07 P91.07
Color: Maroon years
black

TOTAL - - - - P21,530.00 P2,306.79 P19,223.21 P1,085.11


Table 77
Store Machinery and Equipment
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchas Unit cost gross of VAT net of (YEARLY)
life e VAT VAT
049301901 Size: 844 X 342 X
Aircon 261 mm
-AHAC- Watts:
Cooling Area: 16 10 1 09/30/19 P28,495.00 P28,495.00 P3,053.04 P25,441.96 P2,544.20
TI100STI
– 20 sq. meters
AME HOME years
1HP INV

049301902
VIO touch Size: 37 x 22 x 34
screen POS cm
System Cash Memory: 4GB 20 2 09/30/19 P22,100.00 P44,200.00 P4,735.71 P39,464.29 P1,973.21
Register CPU: A5 years

049301903
Fire Alarm Size:86 x 86 x
Glass Break 50mm 20 1 09/30/19 P330.00 P330.00 P35.36 P294.64 P14.73
alarm button Operating tmep: years
-10°C~+50°

049301904
Connection 1.5 km connection
Wireless distance 15 2 09/30/19 P6,816.00 P13,632.00 P1,460.57 P12,171.43 P811.43
Queue years
Built-in Antenna -
Calling A built-in antenna
System creates a high
sensitivity to
enable base to
call pagers clearly
and correctly.
TOTAL - - - - P86,657.00 P9,284.69 P77,372.32 P5,343.57

Table 78
Store Furniture and Fixture
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of (YEARLY)
life VAT VAT
0510021901
iHome-CB Size:
Table: L1400 x
Camel W800 x H740mm 15 3 10/02/19 P8,000.00 P24,000.00 P2,571.43 P21,428.57 P1,428.57
back 6’s Chair/s: H830 x years
Dinning W430 x D420mm
set
0510021902
Size:
iHome-CB Table:L1100 x
Camel 15 4 10/02/19 P5,600.00 P22,400.00 P2,400.00 P20,000.00 P1,333.33
W700 x H740mm years
back 4’s Chair/s: H830 x
W430 x D420mm
Dinning
set
0510021903
SOGO Size:L60 x W60
H75 cm
Amara
15 2 10/02/19 P5,698.00 P11,396.00 P1,221.00 P10,175 P678.33
Dining set years
for 2

0510021904
Trash can Size:26.5cm,
– oval 37.5cm tall 5 years 1 10/02/19 P2,780.00 P2,780.00 P297.86 P2,482.14 P496.43
Holds upto 12
shape liters.

TOTAL - - - - P60,576.00 P6,490.29 P54,085.71 P3,936.66

Table 79
Production Tools
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
Image life VAT
0610041901
Chopping Size:20cm X
Board – 30.5cm - 2 10/04/19 P499.00 P998.00 P106.93 P891.07 -
Wood Big Color: Beige

0610041902
Cooking Temp: 0 – 120
Thermomete celcius - 1 10/04/19 P538.00 P538.00 P57.64 P480.36 -
r 2114

0610041903
Measuring Size: ½ tsp –
Spoon 1tbsp. - 1 10/04/19 P278.00 P278.00 P29.79 P248.21 -

0610041904
Measuring Size:½ cup – 5
Cup cups - 2 10/04/19 P270.00 P540.00 P57.86 P482.14 -

0610041905
Container Size:0 – 1L
Jar - Large - 5 10/04/19 P150.00 P750.00 P80.36 P669.64 -

0610041906
Kitchen Knife Size:12” - 5 10/04/19 P730.00 P3,650.00 P391.07 P3,258.93 -
wood handle
O#6
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of (YEARLY)
life VAT VAT
0610041907
Sharpening Size:15”
Rod - 2 10/04/19 P390.00 P780.00 P83.57 P696.43 -

0610041908
Stainless Size:7” x 16”
Knife Holder - 1 10/04/19 P673.00 P673.00 P72.11 P600.89 -

0610041909
Foonee Size:40mm x
digital 18mm
kitchen Weighs up to 5 - 1 10/04/19 P655.00 P655.00 P70.18 P584.82 -
scale kilos

0610041910
Kitchen
shears - 2 10/04/19 P585.00 P1,170.00 P125.36 P1,044.64 -

0610041911
HKS kitchen SIZE:Medium –
apron Large - 4 10/04/19 P842.00 P3,368.00 P360.86 P3,007.14 -
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0610041912
Face food Size:Large
mask spit
mouth - 5 10/04/19 P285.00 P1,425.00 P152.68 P1,272.32 -

TOTAL - - - - P14,825.00 P1,588.39 P13,236.61 -

Table 80
Kitchen Supplies
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0710041901
Kitchen Size:Large
Gloves PFV Pieces: 100
M - 1 10/04/19 P277.00 P277.00 P29.68 P247.32 -

0710041902
Hair net Size:Large
White Pieces: 100 - 1 10/04/19 P170.00 P170.00 P18.21 P151.79 -

0710041903
Dishwashing
liquid Size: 1 gallon - 1 10/04/19 150.00 P150.00 P16.07 P133.93 -

0710041904
Hand soap Size:370 ml.
- 2 10/04/19 P235.00 P470.00 P50.36 P419.64 -

0710041905
Sponge Size: Large
- 2 10/04/19 P51.67 P103.34 P11.07 P92.27 -

Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0710041906
Garbage Size:40 x 50cm
bag Pieces:50 pcs. - 1 10/04/19 P174.00 P174.00 P18.64 P155.36 -

0710041907
Cooking oil
Size: 17 L - -

4 10/04/19 P990.00 P3,960.00 P424.29 P3,535.71

0710041908
LPG Size: 11 kg.
4 10/04/19 P657.00 P2,628.00 P281.57 P2,346.43 -

TOTAL - - - - P7,932.34 P850.49 P7,081.85 -

Table 81
Office Supplies
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of (YEARLY)
life VAT VAT
0810041901
HBW Size:
Ballpen 1 Box – 12pcs. - 1 10/04/19 P4.00 P48.00 P5.14 P42.86 -

0810041902
Journal
Notebook
5 10/04/19 P39.00 P195.00 P20.89 P174.11 -

0810041903
Ledger
Notebook
1 10/04/19 P39.00 P39.00 P4.18 P34.82 -

0810041904
HBW Size: - -
permanent 1 Box – 12pcs. 1 10/04/19 P5.00 P60.00 P6.43 P53.57
marker

0810041905
Monggol Size:
Pencil #2 1 Box – 12pcs. - 1 10/04/19 P4.98 P59.75 P53.35 P64.02 -
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0810041906
Glue Gun
- 1 10/04/19 P150.00 P150.00 P16.07 P133.93 -

0810041907
Stapler and -
Staples - 1 10/04/19 P35.00 P35.00 P3.75 P31.25

0810041908
Paper clips
- 1 10/04/19 P30.00 P30.00 P3.21 P26.79 -

0810041909
Binder clips
- 1 10/04/19 P50.00 P50.00 P5.36 P44.64 -

0810041910
Ruler Size: 12 inch
- 1 10/04/19 P15.00 P15.00 P1.61 P13.39 -

0810041911
Cutter
- 1 10/04/19 P60.00 P60.00 P6.43 P53.57 -
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0810041912
Scotch tape
- 1 10/04/19 P30.00 P30.00 P3.21 P26.79 -

0810041913
Tape -
dispenser - 1 10/04/19 P70.00 P70.00 P7.50 P62.50

0810041914
Rubber
band - 1 10/04/19 P50.00 P50.00 P5.36 P44.64 -

0810041915
Sticky note
- 1 10/04/19 P120.00 P120.00 P12.86 P107.14 -

0810041916
Manual
calculator - 1 10/04/19 P600.00 P600.00 P64.29 P535.71 -

0810041917
Long plastic
clip board - 1 10/04/19 P100.00 P100.00 P10.71 P89.29 -
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0810041918
Short bond
paper - 1 10/04/19 P160.00 P160.00 P17.14 P142.86 -

0810041919
Long bond - 1 10/04/19 P190.00 P190.00 P20.36 P169.64 -
paper

0810041920
Toner
cartridges or - 1 10/04/19 P500.00 P500.00 P53.57 P446.43 -
printer ink

0810041921
Record
book - 1 10/04/19 P50.00 P50.00 P5.36 P44.64 -

0810041922
Petty cash
voucher - 1 10/04/19 P60.00 P60.00 P6.43 P53.57 -

0810041923
Time cards
- 1 10/04/19 P70.00 P70.00 P7.50 P62.50 -

Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0810041924
File folders
20 10/04/19 P1.75 P35.00 P3.75 P31.25 -

0810041925
File box 1 10/04/19 P250.00 P250.00 P26.79 P223.21 -

0810041926
Calendar
1 10/04/19 P25.00 P25.00 P2.68 P22.32 -

0810041927
Bathroom
tissue 4 10/04/19 P60.00 P240.00 P25.71 P214.29 -
0810041928
Ispropyl
alcohol 2 10/04/19 P195.75 P391.50 P41.95 P349.55 -

0810041929
First aid kit
1 10/04/19 P345.00 P345.00 P36.96 P308.04 -

Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0810041930
USB
- 2 10/04/19 P165.00 P330.00 P35.34 P294.64 -

0810041931
Extension
cord - 1 10/04/19 P345.00 P345.00 P36.96 P308.04 -

0810041932
Scissors
- 1 10/04/19 P50.00 P50.00 P5.36 P44.64 -

0810041933
Pencil
Sharpener - 1 10/04/19 P130.00 P130.00 P13.93 P116.07 -

0810041934
Glue Size:
130 grams - 1 10/04/19 P25.00 P25.00 P2.68 P22.32 -

0810041935
Thermal
Paper - 15 10/04/19 P19.00 P285.00 P30.54 P254.46 -

TOTAL P5,193.25 P616.52 P4,605.83

Table 82
Store Supplies
Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0910061901
Table Pre cut
Napkin 750 sheets/ pack - 13 packs 10/06/19 P56.00 P728.00 P78.00 P650.00 -

0910061902
Multi- -
purpose Size:1 L - 2 10/06/19 P170.75 P341.50 P36.59 P304.91
liquid
cleaner
0910061903
Paper bag Size:W8.88” x S4.5”
x H5.75” - 1 10/06/19 P1,198.00 P1,198.00 P128.36 P1,069.64 -
Pieces/bundle:1000

0910061904
Paper meal Size:19.4cm x
box (Large) 12.6cm x 4.8cm - 160 10/06/19 P3.72 P595.20 P398.57 P531.43 -

0910061905
Paper cup Size:diameter 8cm x
12oz. H11.7 cm - 160 10/06/19 P0.65 P104.00 P11.14 P92.86 -

Est. Unit Date of Total cost Input Total cost Total Dep.
Name Specifications Image Useful required purchase Unit cost gross of VAT net of VAT (YEARLY)
life VAT
0910061906
Disposable Dimension:
spoon 15.7cm x 3.4cm - 160 10/06/19 P0.375 P60.00 P6.43 P53.57 -

0910061907
Disposable Dimension: -
fork 15.7cm x 2.9cm - 160 10/06/19 P0.375 P60.00 P6.43 P53.57

0910061908
Paper plate Dimension: 10”
holder - 160 10/06/19 P6.00 P960.00 P102.86 P857.14 -

0910061909
Paper plate Dimension: 9”
- 160 10/06/19 P0.851 P136.16 P14.59 P121.57 -

TOTAL - - - - - - P4,182.85 P501.94 P3,734.69 -


Product Cost

Direct Materials Requirement

Table 83
List of Direct Materials of Stuffed Chicken Wing
Items
Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Chicken wings 126,000 grams 1,000 grams PHP 95.00 PHP 11,970.00
Mozzarella 329 grams 1,000 grams 300.00 98.70
Bacon 4,375 grams 1,000 grams 275.00 1,203.13
Total DM PHP 13,271.83
Units Produced 1,050
Cost per Stuffed Chicken
PHP 12.64
Wing

Table 84
List of Direct Materials of Rice
Item Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Uncooked Rice
29,160 grams 50,000 grams PHP 2,250.00 PHP 1,312.20
(1 kg = 4 cups)
Total DM PHP 1,312.20
Units Produced
(1 cup of uncooked rice = 3 350
serving cups of cooked rice)
Cost per serving of rice PHP 3.75

Table 85
List of Direct Materials of Classic Flavor
Items
Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Chicken wings 25,200 grams 1,000 grams PHP 95.00 PHP 2,394.00
Mozzarella 66 grams 1,000 grams 300.00 19.74
Bacon 875 grams 1,000 grams 275.00 240.63
Total DM PHP 2,654.37
Units Produced
(1,050 units * 20%) 210
Cost per Stuffed Chicken
PHP 12.64
Wing

Table 86
List of Direct Materials of Honey Sriracha Flavor
Items Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Honey 383 grams 9,110 grams PHP 1,950.00 PHP 81.98
Sriracha 219 grams 3,859 grams 1,680.00 95.34
Minced Garlic 28 grams 1,000 grams 50.00 1.40
Sesame Oil 26 milliliters 1,000 milliliters 159.00 4.17
Total DM PHP 182.90
Units produced
236
(1,050 units* 22.50%)
Cost per Flavor PHP 0.77
Unit Cost per Chicken Wing
12.64
(refer to table 82)
Total Unit Cost Per Unit PHP 13.41

Table 87
List of Direct Materials of Buffalo Wings Flavor
Quantity Required Per
Items Unit Cost (In Peso) Total Cost Per Day
Day
Hot Sauce 324 grams 9,110 grams PHP 1,498.00 PHP 53.24
Sriracha 258 grams 3,859 grams 1,680.00 112.32
Minced Garlic 101 grams 1,000 grams 50.00 5.05
Total DM PHP 170.60
Units produced
256
(1,050 units * 24.38%)
Cost per Flavor PHP 0.67
Unit Cost per Chicken Wing
12.64
(refer to table 82)
Total Unit Cost Per Unit PHP 13.31

Table 88
List of Direct Materials of Honey Citrus
Items Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Honey 595 grams 9,110 grams PHP 1,950.00 PHP 127.36
Lemon 8 pieces 1 piece 12.00 96.00
Orange 4 pieces 1 piece 12.50 50.00
Total DM PHP 273.36
Units Produced
223
(1,050 units * 21.25%)
Cost Per Flavor PHP 1.23
Unit Cost per Chicken Wing
12.64
(refer to table 82)
Total Unit Cost Per Unit PHP 13.86

Table 89
List of Direct Materials of Sour Cream
Items Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
Sour cream 197 grams 3,800 grams PHP 893.00 PHP 46.30
Black Pepper Ground (.375 of
6 grams 35 grams 74.50 13.73
garlic)
Garlic Powder (3/4 of onion) 16 grams 35 grams 67.00 30.63
Onion Powder (.5) 21 grams 37 grams 76.25 43.28
Total DM PHP 133.93
Units produced
125
(1,050 units * 11.88%)
Cost per Flavor PHP 1.07
Unit Cost per Chicken Wing
12.64
(refer to table 82)
Total Unit Cost Per Unit PHP 13.71

Table 90
Total Direct Material Cost Per Day
Items Quantity Required Per Day Unit Cost (In Peso) Total Cost Per Day
PHP
Chicken Buffalo Wings 126,000 grams 1,000 grams PHP 95.00
11,970.00
Mozzarella 329 grams 1,000 grams 300.00 98.70
Bacon 4,375 grams 1,000 grams 275.00 1,203.13
Rice 29,160 grams 50,000 grams 2,250.00 1,312.20
Honey 978 grams 9,110 grams 1,950.00 209.34
Sriracha 477 grams 3,859 grams 1,680.00 207.66
Garlic 129 grams 1,000 grams 50.00 6.45
Sesame Oil 26 milliliters 1,000 milliliters 159.00 4.17
Hot Sauce 324 grams 9,110 grams 1,498.00 53.24
Lemon 8 pieces 1 piece 12.00 96.00
Orange 4 pieces 1 piece 12.50 50.00
Sour Cream 197 grams 3,800 grams 893.00 46.30
Black Pepper 6 grams 35 grams 74.50 13.73
Garlic Powder 16 grams 35 grams 67.00 30.63
Onion Powder 21 grams 37 grams 76.25 43.28
Total PHP
15,344.82

Direct Labor Cost

Table 91
Salary Scale
Net
Hourl Daily Monthly Employee's Share Net Employer's Share
Employee Tax Amount
y Rate Rate Salary Amount
SSS PhilHealth HDMF SSS PhilHealth HDMF
Manager 125.00 1,000.00 26,000.00 800.00 357.50 100.00 781.83 23,960.67 1,630.00 357.50 100.00 2,087.50
Supervisor 87.50 700.00 18,200.00 720.00 250.25 100.00 - 17,129.75 1,470.00 250.25 100.00 1,820.25
Bookkeeper 57.69 461.54 12,000.00 480.00 165.00 100.00 - 11,255.00 970.00 165.00 100.00 1,235.00
Cook 1 75.00 600.00 15,600.00 620.00 214.50 100.00 - 14,665.50 1,270.00 214.50 100.00 1,584.50
Cook 2 75.00 600.00 15,600.00 620.00 214.50 100.00 - 14,665.50 1,270.00 214.50 100.00 1,584.50
Cook 3 75.00 600.00 15,600.00 620.00 214.50 100.00 - 14,665.50 1,270.00 214.50 100.00 1,584.50
Cashier/Crew
68.75 550.00 14,300.00 580.00 196.63 100.00 - 13,423.38 1,170.00 196.63 100.00 1,466.63
1
Cashier/Crew
68.75 550.00 14,300.00 580.00 196.63 100.00 - 13,423.38 1,170.00 196.63 100.00 1,466.63
2
Cashier/Crew
68.75 550.00 14,300.00 580.00 196.63 100.00 - 13,423.38 1,170.00 196.63 100.00 1,466.63
3
Janitor 1 50.00 400.00 10,400.00 420.00 143.00 100.00 - 9,737.00 850.00 143.00 100.00 1,093.00
Grand Total 751.44 6,011.54 156,300.00 6,020.00 2,149.13 1,000.00 781.83 146,349.04 12,240.00 2,149.13 1,000.00 15,389.13

Table 92
Allocation of Direct Labor Cost
Portion applicable to Chicken
Manpower Requirements Direct Labor Rate per Day Amount
Wings
Cook 1 PHP 600.00 100% PHP 600.00
Cook 2 600.00 100% 600.00
Cook 3 600.00 100% 600.00
Total PHP 1,800.00 PHP 1,800.00
Units produced 1,050
Unit Cost PHP 1.71

Schedule of Overhead and Expenses

Table 93
Indirect Materials
Quantity Quantity
Unit per
Items Required Per Unit Cost (In Peso) Required Per Total Cost Per Day
meal
Day Piece
Salt 250 grams 1000 grams PHP 15.00 0.26 grams PHP 0.0039 PHP 3.75
Oil 0.71 liters 17 liters 600.00 0.00067 liters 0.0236 25.06
Black Pepper 100 grams 25 grams 17.25 0.10 grams 0.0690 69.00
Paper Plate 320 pieces 1500 pieces 1,139.73 1 piece 0.7598 243.14
Disposable Spoon 320 pieces 2500 pieces 837.05 1 piece 0.3348 107.14
Disposable Fork 320 pieces 2500 pieces 837.05 1 piece 0.3348 107.14
Table Napkin 640 sheets 750 sheets 250.00 2 sheets 0.6667 213.33
Total PHP 2.1927 PHP 768.57

Table 94
Indirect Labor
Employee Salary Overhead Selling Admin
Manager PHP 26,000.00 PHP 18,200.00 PHP 5,200.00 PHP 2,600.00
Supervisor 18,200.00 12,740.00 3,640.00 1,820.00
Bookkeeper 12,000.00 0.00 0.00 12,000.00
Cashier/Crew 1 14,300.00 4,290.00 7,150.00 2,860.00
Cashier/Crew 2 14,300.00 4,290.00 7,150.00 2,860.00
Cashier/Crew 3 14,300.00 4,290.00 7,150.00 2,860.00
Janitor 10,400.00 0.00 0.00 10,400.00
Monthly Total PHP 109,500.00 PHP 43,810.00 PHP 30,290.00 PHP 35,400.00
Yearly Total PHP 1,314,000.00 PHP 525,720.00 PHP 363,480.00 PHP 424,800.00

Table 95
Table for Employer’s Share in Sss
Employee Monthly Salary Credit Employer’s Share in % EC Employer’s Share
Manager PHP 20,000.00 8.00% PHP 30.00 PHP 1,630.00
Supervisor 18,000.00 8.00% 30.00 1,470.00
Bookkeeper 12,000.00 8.00% 10.00 970.00
Cook 1 15,500.00 8.00% 30.00 1,270.00
Cook 2 15,500.00 8.00% 30.00 1,270.00
Cook 3 15,500.00 8.00% 30.00 1,270.00
Cashier/Crew 1 14,500.00 8.00% 10.00 1,170.00
Cashier/Crew 2 14,500.00 8.00% 10.00 1,170.00
Cashier/Crew 3 14,500.00 8.00% 10.00 1,170.00
Janitor 10,500.00 8.00% 10.00 850.00
Monthly Total PHP 12,240.00

Table 96
Table for Employer’s Share in PhilHealth
Employee Monthly Salary Total Contribution % Employer's Share in % Employer's Share
Manager PHP 26,000.00 2.75% 50.00% PHP 357.50
Supervisor 18,200.00 2.75% 50.00% 250.25
Bookkeeper 12,000.00 2.75% 50.00% 165.00
Cook 1 15,600.00 2.75% 50.00% 214.50
Cook 2 15,600.00 2.75% 50.00% 214.50
Cook 3 15,600.00 2.75% 50.00% 214.50
Cashier/Crew 1 14,300.00 2.75% 50.00% 196.63
Cashier/Crew 2 14,300.00 2.75% 50.00% 196.63
Cashier/Crew 3 14,300.00 2.75% 50.00% 196.63
Janitor 10,400.00 2.75% 50.00% 143.00
Monthly Total PHP 2,149.13

Table 97
Table for Employer’s Share in HDMF
Monthly Salary Threshold Base Amount Employer's Share
Employee Employer's Share
(A) (B) (Lower, A vs. B) in %
Manager PHP 26,000.00 PHP 5,000.00 PHP 5,000.00 2% PHP 100.00
Supervisor 18,200.00 5,000.00 5,000.00 2% 100.00
Bookkeeper 12,000.00 5,000.00 5,000.00 2% 100.00
Cook 1 15,600.00 5,000.00 5,000.00 2% 100.00
Cook 2 15,600.00 5,000.00 5,000.00 2% 100.00
Cook 3 15,600.00 5,000.00 5,000.00 2% 100.00
Cashier/Crew 1 14,300.00 5,000.00 5,000.00 2% 100.00
Cashier/Crew 2 14,300.00 5,000.00 5,000.00 2% 100.00
Cashier/Crew 3 14,300.00 5,000.00 5,000.00 2% 100.00
Janitor 10,400.00 5,000.00 5,000.00 2% 100.00
Total PHP 1,000.00

Table 98
Allocation of Employer’s Share
Employee EC SSS PhilHealth HDMF Total Overhead Selling Admin

Manager PHP 30.00 PHP 1,600.00 PHP 357.50 PHP 100.00 PHP 2,087.50 PHP 1,461.25 PHP 417.50 PHP 208.75
Supervisor 30.00 1,440.00 250.25 100.00 1,820.25 1,274.18 364.05 182.03
Bookkeeper 10.00 960.00 165.00 100.00 1,235.00 0.00 0.00 1,235.00
Cook 1 30.00 1,240.00 214.50 100.00 1,584.50 1,584.50 0.00 0.00
Cook 2 30.00 1,240.00 214.50 100.00 1,584.50 1,584.50 0.00 0.00
Cook 3 30.00 1,240.00 214.50 100.00 1,584.50 1,584.50 0.00 0.00
Cashier/Crew 1 10.00 1,160.00 196.63 100.00 1,466.63 439.99 733.31 293.33
Cashier/Crew 2 10.00 1,160.00 196.63 100.00 1,466.63 439.99 733.31 293.33
Cashier/Crew 3 10.00 1,160.00 196.63 100.00 1,466.63 439.99 733.31 293.33
Janitor 10.00 840.00 143.00 100.00 1,093.00 0.00 0.00 1,093.00
Monthly Total PHP 200.00 PHP 12,040.00 PHP 2,149.13 PHP 1,000.00 PHP 15,389.13 PHP 8,808.89 PHP 2,981.49 PHP 3,598.75
Yearly Total PHP 2,400.00 PHP 144,480.00 PHP 25,789.50 PHP 12,000.00 PHP 184,669.50 PHP 105,706.65 PHP 35,777.85 PHP 43,185.00
Note: Manager and Supervisor = 70% in Production; 20% in Selling; 10% in Admin
Cashier/ Crew = 30% in Production; 50% in Selling; 20% in Admin

Table 99
Allocation of Employees 13th Month Pay
Employee Salary Overhead Selling Admin
Manager PHP 26,000.00 PHP 18,200.00 PHP 5,200.00 PHP 2,600.00
Supervisor 18,200.00 12,740.00 3,640.00 1,820.00
Bookkeeper 12,000.00 0.00 0.00 12,000.00
Cook 1 15,600.00 15,600.00 0.00 0.00
Cook 2 15,600.00 15,600.00 0.00 0.00
Cook 3 15,600.00 15,600.00 0.00 0.00
Cashier/Crew 1 14,300.00 4,290.00 7,150.00 2,860.00
Cashier/Crew 2 14,300.00 4,290.00 7,150.00 2,860.00
Cashier/Crew 3 14,300.00 4,290.00 7,150.00 2,860.00
Janitor 10,400.00 0.00 0.00 10,400.00
Monthly Total PHP 156,300.00 PHP 90,610.00 PHP 30,290.00 PHP 35,400.00
Yearly Total PHP 156,300.00 PHP 90,610.00 PHP 30,290.00 PHP 35,400.00
Note: Manager and Supervisor = 70% in Production; 20% in Selling; 10% in Admin
Cashier/ Crew = 30% in Production; 50% in Selling; 20% in Admin

Table 100
Production Machinery and Equipment Depreciation
Est.
Unit Total cost gross Input Total cost net of Total Dep.
Name Useful Unit cost
required of VAT VAT VAT (YEARLY)
life
Rinnai Deep
7 years 2 PHP 38,000.00 PHP 76,000.00 PHP 8,142.86 PHP 67,857.14 PHP 9,693.88
Fryer
Shinil Electric
7 years 1 6,781.00 6,781.00 726.54 6,054.46 864.92
Rice Cooker SCJ-550S
FAB: Exhaust Hood – Wall
15 years 1 15,795.00 15,795.00 1,692.32 14,102.68 940.18
type
LABELLE LCF 546C 15 years 1 20,595.00 20,595.00 2,206.61 18,388.39 1,225.89
Aircon – AHAC-TI100STI
10 years 1 28,495.00 28,495.00 3,053.04 25,441.96 2,544.20
AME HOME 1HP INV
Ensue Commercial
10 years 1 50,872.00 50,872.00 5,450.57 45,421.43 4,542.14
Countertop Food warmer
NEUCHI 3 in 1Alkaline water
10 years 1 1,991.00 1,991.00 213.32 1,777.68 177.77
purifier complete set
Total       PHP 200,529.00 PHP 21,485.25 PHP 179,043.75 PHP 19,988.98

Table 101
Production Furniture and Fixture Depreciation
Est.
Unit Total cost gross Input Total cost net Total Dep.
Name Useful Unit cost
required of VAT VAT of VAT (YEARLY)
life
FAB: Working table under
20 years 2 PHP 15,000.00 PHP 30,000.00 PHP 3,214.29 PHP 26,785.71 PHP 1,339.29
pipe
FAB: Wall Cabinet – open
20 years 2 10,000.00 20,000.00 2,142.86 17,857.14 892.86
type
Employees locker room 20 years 1 8,800.00 8,800.00 942.86 7,857.14 392.86
Fire Extinguisher HCFC-123
5 years 1 4,500.00 4,500.00 482.14 4,017.86 803.57
(Green)
Aircon - AHAC-TI100STI AME
10 years 1 28,495.00 28,495.00 3,053.04 25,441.96 2,544.20
HOME 1HP INV
Total       PHP 91,795.00 PHP 9,835.18 PHP 81,959.82 PHP 5,972.77

Table 102
Office Machinery and Equipment Depreciation
Name Est. Unit Unit cost Total cost gross Input Total cost net Total Dep.
Useful
required of VAT VAT of VAT (YEARLY)
life
Dell Inspiron 13 Touch
12 3 44,990.00 134,970.00 14,461.07 120,508.93 10,042.41
Windows 8.1 Laptop
Canon G4010 All-in-One
10 1 12,950.00 12,950.00 1,387.50 11,562.50 1,156.25
Printer
Panasonic Digital Cordless
10 1 2,295.00 2,295.00 245.89 2,049.11 204.91
Phone
Hikvision Turbo HD CCTV
10 1 5,500.00 5,500.00 589.29 4,910.71 491.07
Package
ASUS Gigabit Wireless 10 1 3,500.00 3,500.00 375.00 3,125.00 312.50
Safurance Luxury Digital
20 1 5,390.00 5,390.00 577.50 4,812.50 240.63
Depository Cash safe box
Aircon – AHAC-TI100STI
10 1 28,495.00 28,495.00 3,053.04 25,441.96 2,544.20
AME HOME 1HP INV
Total       193,100.00 20,689.29 172,410.71 14,991.96

Table 103
Office Furniture and Fixture Depreciation
Est.
Unit Total cost gross Input Total cost net Total Dep.
Name Useful Unit cost
required of VAT VAT of VAT (YEARLY)
life
6030 Office Table 20 years 1 PHP 5,500.00 PHP 5,500.00 PHP 589.29 PHP 4,910.71 PHP 245.54
Ergodynamic MBC -133 Faux
15 years 1 5,600.00 5,600.00 600.00 5,000.00 333.33
leather office chair
EFV4 Vertical Filling Cabinet 20 years 1 8,500.00 8,500.00 910.71 7,589.29 379.46
Trash can 10 years 1 400.00 400.00 42.86 357.14 35.71
Bulletin Board 15 years 1 1,530.00 1,530.00 163.93 1,366.07 91.07
Total       PHP 21,530.00 PHP 2,306.79 PHP 19,223.21 PHP 1,085.12

Table 104
Store Machinery and Equipment Depreciation
Name Est. Unit Unit cost Total cost gross Input Total cost net Total Dep.
Useful
required of VAT VAT of VAT (YEARLY)
life
Aircon -AHAC-TI100STI AME
10 years 1 PHP 28,495.00 PHP 28,495.00 PHP 3,053.04 PHP 25,441.96 PHP 2,544.20
HOME 1HP INV
159487660
VIO touch screen POS 20 years 2 22,100.00 44,200.00 4,735.71 39,464.29 1,973.21
System Cash Register
Fire Alarm Glass Break alarm
20 years 1 330.00 330.00 35.36 294.64 14.73
button
Connection Wireless Queue
Calling System 15 years 2 6,816.00 13,632.00 1,460.57 12,171.43 811.43

Total       PHP 86,657.00 PHP 9,284.68 PHP 77,372.32 PHP 5,343.57

Table 105
Store Furniture and Fixture Depreciation
Est.
Unit Total cost Input Total cost net Total Dep.
Name Useful Unit cost
required gross of VAT VAT of VAT (YEARLY)
life
iHome-CB Camel back 6’s
15 years 3 PHP 8,000.00 PHP 24,000.00 PHP 2,571.43 PHP 21,428.57 PHP 1,428.57
Dinning set
iHome-CB Camel back 4’s
15 years 4 5,600.00 22,400.00 2,400.00 20,000.00 1,333.33
Dinning set
SOGO Amara Dining set for 2 15 years 2 5,698.00 11,396.00 1,221.00 10,175.00 678.33
Trash can – oval shape 5 years 1 2,780.00 2,780.00 297.86 2,482.14 496.43
Total       PHP 60,576.00 PHP 6,490.29 PHP 54,085.71 PHP 3,936.67

Table 106
Depreciation Allocation
Depreciable Asset Total Production Selling Admin
Production machinery and equipment PHP 19,988.98 PHP 19,988.98 PHP 0.00  PHP 0.00 
Production furniture and fixture 5,972.77 5,972.77 0.00  0.00 
Office machinery and equipment 14,991.96 0.00  0.00  14,991.96
Office furniture and fixture 1,085.12 0.00  0.00  1,085.12
Store machinery and equipment 5,343.57 0.00  5,343.57 0.00 
Store furniture and fixture 3,936.67 0.00  3,936.67 0.00 
Total PHP 51,319.07 PHP 25,961.75 PHP 9,280.24 PHP 16,077.08

Table 107
Rent Allocation
Production Overhead Administrative Expense
Amount Selling Expense (70%)
(20%) (10%)
Monthly Rent PHP 40,000.00 PHP 8,000.00 PHP 28,000.00 PHP4,000.00
Daily Rent PHP 1,333.33 PHP 266.67 PHP P933.33 PHP 133.33

Table 108
Repairs and Maintenance Allocation
Production Overhead Selling Expense Administrative Expense
Amount
(20%) (70%) (10%)
Monthly Repairs and
PHP 1,500.00 PHP 300.00 PHP 1,050.00 PHP 150.00
Maintenance
Daily Repairs and
PHP 50.00 PHP 10.00 PHP 35.00 PHP 5.00
Maintenance

Table 109
Utilities Allocation
Production Overhead Administrative Expense
Amount Selling Expense (70%)
(20%) (10%)
Monthly Electricity Bill PHP 15,000.00 PHP 3,000.00 PHP 10,500.00 PHP 1,500.00
Monthly Water Bill 3,000.00 600.00 2,100.00 300.00
Total PHP18,000.00 PHP 3,600.00 PHP 12,600.00 PHP 1,800.00
Daily Rate PHP 600.00 PHP 120.00 PHP 420.00 PHP 60.00

Table 110
List of Variable Overhead
Total Cost Total Cost Total Cost
Overheads
(per day) (per month) (per year)
Indirect Materials PHP 768.57 PHP 23,057.08 PHP 276,684.97
Total PHP 768.57 PHP 23,057.08 PHP 276,684.97
Units Produced (1,050 per day) 1,050 31,500 378,000
Variable Overhead per Unit     PHP 0.73

Table 111
Lists of Fixed Overhead
Total Cost Total Cost Total Cost
Overheads
(per day) (per month) (per year)
Indirect Labor PHP 1,460.33 PHP 43,810.00 PHP 525,720.00
Depreciation-Production 72.12 2,163.48 25,961.75
Rent 266.67 8,000.00 96,000.00
Gas (LPG) 87.60 2,628.00 31,536.00
Repairs and Maintenance 10.00 300.00 3,600.00
Utilities-Electricity 100.00 3,000.00 36,000.00
Utilities-Water 20.00 600.00 7,200.00
Employees Benefits 545.32 16,359.72 196,316.65
Miscellaneous Expenses 50.00 1,500.00 18,000.00
Total PHP 2,612.04 PHP 78,361.20 PHP 940,334.40
Days in a year     360
Fixed Overhead per day     PHP 2,612.04

Table 112
List of Product Cost of Wings
Total Cost Per Day Total Cost Per Month Total Cost Per Year
CLASSIC      
Direct Material PHP 2,654.37 PHP 79,630.95 PHP 955,571.40
Direct Labor 360.00 10,800.00 129,600.00
Overhead      
Variable 153.71 4,611.42 55,336.99
Fixed 522.41 15,672.24 188,066.88
Total Product Cost PHP 3,690.49 PHP 110,714.61 PHP 1,328,575.27
Unit 210 6,300 75,600
Unit Cost per piece     PHP 17.57
Unit in a meal     3
Unit Cost in a meal     PHP 52.72
Rice     3.75
Unit cost per meal     PHP 56.47

HONEY SRIRACHA
Direct Material PHP 3,169.06 PHP 95,071.69 PHP 1,140,860.33
Direct Labor 405.00 12,150.00 145,800.00
Overhead      
Variable 172.93 5,187.84 62,254.12
Fixed 587.71 17,631.27 211,575.24
Total Product Cost PHP 4,334.69 PHP 130,040.31 PHP 1,560,489.69
Unit 236 7,088 85,050
Unit Cost per piece     PHP 18.35
Unit in a meal     3
Unit Cost in a meal     PHP 55.04
Rice     3.75
Unit cost per meal     PHP 58.79

Total Cost Per Day Total Cost Per Month Total Cost Per Year
BUFFALO WINGS      
Direct Material PHP 3,406.28 PHP 102,188.28 PHP 1,226,259.33
Direct Labor 438.84 13,165.20 157,982.40
Overhead      
Variable 187.38 5,621.32 67,455.80
Fixed 636.82 19,104.46 229,253.53
Total Product Cost PHP 4,669.31 PHP 140,079.25 PHP 1,680,951.05
Unit 256 7,680 92,156
Unit Cost per piece     PHP 18.24
Unit in a meal     3
Unit Cost in a meal     PHP 54.72
Rice     3.75
Unit cost per meal     PHP 58.47

HONEY CITRUS      
Direct Material PHP 3,093.62 PHP 92,808.69 PHP 1,113,704.23
Direct Labor 382.50 11,475.00 137,700.00
Overhead      
Variable 163.32 4,899.63 58,795.56
Fixed 555.06 16,651.75 199,821.06
Total Product Cost PHP 4,194.50 PHP 125,835.07 PHP 1,510,020.84
Unit 223 6,694 80,325
Unit Cost per piece     PHP 18.80
Unit in a meal     3
Unit Cost in a meal     PHP 56.40
Rice     3.75
Unit cost per meal     PHP 60.15

Total Cost Per Day Total Cost Per Month Total Cost Per Year
SOUR CRÈME      
Direct Material PHP 1,709.96 PHP 51,298.77 PHP 615,585.28
Direct Labor 213.75 6,412.50 76,950.00
Overhead      
Variable 91.27 2,738.03 32,856.34
Fixed 310.18 9,305.39 111,664.71
Total Product Cost PHP 2,325.16 PHP 69,754.69 PHP 837,056.33
Unit 125 3,741 44,888
Unit Cost per piece     PHP 18.65
Unit in a meal     3
Unit Cost in a meal     PHP 55.94
Rice     3.75
Unit cost per meal     PHP 59.69

Waste Disposal

As a business is in the food industry, cleanliness and sanitation is heavily observed. Trash bins are to be placed in the office and

in the production area. Before closing the store premises, the garbage shall be transferred in garbage bags and placed in the area

allocated for garbage collection. This shall be observed every day-to-day operation.
Financial
Aspect
General Financial Assumptions

1. The financial statements shall be prepared and presented in accordance with

Philippine Accounting Standards (PAS) 1.

2. The proposed business is to be VAT-registered sole proprietorship and as a

Barangay Micro-Business Enterprise.

3. Projections shall be made for the first five (5) years of operations, from 2020 to

2024.

4. 4.1% inflation rate shall be used in the projected expenditures to be incurred.

5. Accrual basis of accounting shall be the basis of preparation of financial records

and statements.

6. Prepaid rent paid during the beginning of the operations shall be applied on the

first two months of the lease term. Security deposit is not expected to be applied

during the 5 – year period.

7. All sales are cash sales

8. Selling price shall be adjusted every five (5) years

9. Total sales be assumed to be 20% from Classic, 22.5% from Honey Sriracha,

24.38% from Buffalo Wings, 21.25% from Honey Citrus, and 11.88% from Sour

Cream.

10. Number of Chicken wings sold for the first year of operations are 61.25% of the

normal capacity, and will increase by 10% per year.

11. Sales are evenly distributed during the year except for the month of June and

July.
12. Unsold chicken wings are treated as spoilage and are estimated to be 2% or six

(6) per day. Cost of such unsold products form art of cost of sales.

13. Spoiled raw materials are considered normal loss, and form part of cost of sales

estimated to be 1% of cost of direct materials used for chicken wings.

14. All purchases are paid within 7 days after receipt of purchase invoice.

15. First in, first out method shall be used for accounting inventory.

16. Beginning inventory each year shall be equal to one (1) week of production.

17. Ending inventory is equal to the beginning inventory of each year plus 10%

increase.

18. Purchases of raw materials (perishable) are made every week.

19. Kitchen supplies and store supplies shall be restocked monthly, while office

supplies are on quarterly basis. Such shall be purchased at the end of the month

or quarter, thus making it their respective ending balances at year end.

20. 20% of the production tools shall be replaced at the end of the year. Those tools

replaced shall form part of cost of sales.

21. Petty cash fund is to be replenished once 75% of such is consumed, and

expected to be replenished monthly. Expenses from such replenishment shall

form part of other expenses.

22. Cash held shall be maintained at PHP 25,000.00 per year composed by cash on

hand, petty cash fund, and change fund.

23. Straight-line method is used as a basis of depreciation and amortization expense

of property and equipment.


24. Machineries and equipment shall be depreciated based on the useful lives

presented under Technical Aspect, while leasehold improvements shall be

depreciated over five (5) years.

25. Salaries of the manager and supervisor is allocated to the production overhead

(70%), selling expenses (20%) and administrative expenses (10%); same as to

cashier/crew (30% to production; 50% to selling; 20% to admin), Bookkeeper

(100% to admin) and janitor (50% to production; 40% to selling; 10% to admin).

26. 13th month pay and sick leave incentives shall be given starting 2020. All sick

leaves per year shall be utilized.

27. Electricity and water expenses are paid as it becomes due.

28. Electricity and water expenses is allocated to 20% to production overhead, 70%

to selling expenses, and 10% to administrative expenses.

29. The allocation of rent expense is 20% to production overhead, 70% to selling

expenses, and 10% to administrative expenses.

30. Promotional activities shall be PHP 50,000.00 during the first year of operation

and PHP 37,500.00 on the succeeding years.

31. Payment on VAT payable shall be remitted following the end of each quarter.

December VAT payable shall be made on January of the following year.

32. Professional fees shall be based on a fixed worth PHP 3,000.00 every month.

33. Miscellaneous expenses are composed of other petty expenses.

34. 95% of the net income is being withdrawn by the owner every year.
Table 113
Chart of Accounts
Chick n’ Cheese
CHART OF ACCOUNTS
Account No. Account Title Account No. Account Title

ASSETS LIABILITIES
111 Cash on Hand 310 Account Payable
112 Petty Cash Fund 320 Rent Payable
113 Cash in Bank – Checking account 330 Utilities Payable
114 Change fund 341 Salaries Payable
122 Advances to Supplier 342 SSS Contributions Payable
123 Advances to Employees 343 PAG-IBIG Contributions Payable
131 Creditable Input Vat 344 PhilHealth Contributions Payable
132 Input Vat 345 Employee’s Compensation Payable
142 Food Inventory 346 Employee Benefit Payable
151 Kitchen Supplies 350 VAT Payable
152 Store Supplies 370 Withholding Tax Payable
153 Office Supplies
161 Prepaid Advertising and Promotions CAPITAL
162 Prepaid Rent 410 Lebico, Capital
211 Production Machineries & Equipment 420 Lebico, Drawing
Accumulated Depreciation – Production
212 430 Income and Expense Summary
Machineries & Equipment
221 Store Machineries & Equipment
Accumulated Depreciation – Store
222 EXPENSES
Machineries & Equipment
231 Office Equipment 611 Purchases – Food Inventory
Accumulated Depreciation – Office
232 612 Freight-in
Equipment
241 Production Furniture & Fixtures 613 Cost of Sales – Food Inventory
Accumulated Depreciation – Production
242 621 Salaries Expense
Furniture & Fixture
251 Store Furniture & Fixtures 622 SSS Contributions Expense
Accumulated Depreciation – Store
252 623 PAG-IBIG Contributions Expense
Furniture & Fixtures
261 Office Furniture & Fixtures 624 PhilHealth Contributions Expense
Accumulated Depreciation – Office
262 625 Employee’s Compensation Expense
Furniture & Fixtures
271 Leasehold Improvements 626 Employee Benefits Expense
Accumulated Depreciation – Leasehold
272 631 Rent Expense
Improvements
280 Production tools 632 Utilities Expense
290 Security Rent Deposit 641 Kitchen Supplies Expense
642 Store Supplies Expense
643 Office Supplies Expense
REVENUES 650 Advertising & Promotion Expense
Depreciation Expense – Production Machineries
510 Sales Revenue 661
and Equipment
Depreciation Expense – Store Machineries and
520 Other Income 662
Equipment
663 Depreciation Expense – Office Equipment
Depreciation Expense – Production Furniture and
664
Fixtures
Depreciation Expense – Store Furniture and
665
Fixture
Depreciation Expense – Office Furniture and
666
Fixtures
667 Amortization Expense – Leasehold Improvements
670 Professional Fees Expense
671 Repairs and Maintenance Expense
672 Miscellaneous Expense
Total Project Cost

Current Assets:
Petty Cash Fund 5,000
Change Fund 2,000
Food Inventory 57,004
Kitchen Supplies 4,300
Store Supplies 2,878
Office Supplies 2,613
Prepaid Rent 40,000  
Total Current Assests:   113,795

Noncurrent Asset:
Production machineries and equipment 189,265
Production furniture and fixtures 90,995
Office machineries and equipment 193,100
Office furniture and fixtures 21,530
Store machineries and equipment 86,657
Store furniture and fixtures 60,576
Leasehold improvements 56,256
Production tools 14,825
Security rent deposit 80,000  
Total noncurrent assets:   793,204

Pre-operating Expenses:
Licenses & fees 25,000
Advertising expenses 9,101
Hiring expenses 1,500
Training expenses 3,450
Store preparation expenses 17,925  
Total Pre-operating Expenses:   56,976

Total Project Cost 963,975


Total Initial Investment   1,300,000
Beginning cash balance (excluding petty cash fund
and change fund   336,025
Investment of the Owner

The project will have an initial investment of one million two hundred fifty

thousand pesos (P1,300,000).

Mode of Financing

        The business, Chick ‘n Cheese, is financed with the sole proprietor’s savings

which he earned from his previous work as an Overseas Contract Worker amounting to

one million two hundred fifty thousand pesos (P1,300,000). This will be used for all

necessary and required expenses to be incurred in the establishment and operations of

the business.

CHICK N' CHEESE


Pre - operating Statement of Financial Position
As at Year 0
(All amounts in nearest Philippine Peso)

    NOTES  
 
ASSETS

Current Assets
Cash 1 343,025
Creditable input tax 7 83,571
Inventories 2 50,896
Prepayments   3 48,742
Total Current Assets:     526,234

Non-current assets
Property and equipment, net 4 623,553
Other non-current assets   5 93,237
Total Non-current Assets:     716,789
Total Assets:     1,243,024

 
LIABILITIES AND CAPITAL

Liabilities      
Total Liabilities 0

Lebico, Capital 11 1,243,024


Total Liabilities and capital     1,243,024

CHICK N' CHEESE


Pre - operating Statement of Cash Flows
For the Year 0
(All amounts in nearest Philippine Peso)

  Notes  
Cash flows from operating activities    
Purchase of merchandise inventories 2,7 57,003
Purchase of supplies 3,7 9,791
Purchase of prepaid rent 3 40,000
Payment of licenses and fees 11 25,000
Payment of advertising expenses 11 9,101
Payment of hiring expenses 11 1,500
Payment of training expenses 11 3,450
Payment of store preparation expenses 11 17,925
Net cash used in operating activities   163,770

Cash flows from investing activities


Acquisition of production machineries and equipment 4,7 189,265
Acquisition of production furniture and fixtures 4,7 90,995
Acquisition of office machineries and equipment 4,7 193,100
Acquisition of office furniture and fixtures 4,7 21,530
Acquisition of store machineries and equipment 4,7 86,657
Acquisition of store furniture and fixtures 4,7 60,576
Payment for leasehold improvement 4,7 56,256
Acquisition of production tools 5,7 14,825
Payment for security rent deposit 5 80,000
Net cash used in investing activities   793,204

Cash flow from financing activities


Investment by Lebico 1,300,000
Net cash provided by financing activities   1,300,000
Cash, beginning balance   343,026
CHICK N' CHEESE

Projected Statements Financial Position


As at December 31,2020, 2021, 2022, 2023 and 2024
(All amounts in nearest Philippine peso)

  Notes 2020 2021 2022 2023 2024


             
A S S E T S

Current Assets
Cash 1 11,752 424,041 921,589 1,510,824 2,206,306
Inventories 2 50,896 54,314 58,074 62,210 66,761
Prepayments 3 9,100 9,474 9,862 10,266 10,687
Total Current Assets:   71,749 487,828 989,525 1,583,301 2,283,754

Non-current assets
Property and equipment, net 4 567,781 523,164 478,547 433,929 389,312
Other non-current assets 5 93,237 93,345 93,455 93,565 93,676
Total Non-current Assets:   661,018 616,509 572,001 527,494 482,988
Total Assets:   732,766 1,104,337 1,561,526 2,110,795 2,766,742

L I A B I L I T I E S A N D C A P I T A L

Liabilities
Accounts Payable 6 50,896 54,314 58,074 62,210 66,761
VAT Payable 7 46,982 61,816 78,482 98,770 120,900
Other payables 8 38,098 39,344 40,642 41,993 43,399
Total Liabilities   85,080 101,160 119,123 140,762 164,298

Capital
Lebico, Capital 647,686 1,003,177 1,442,402 1,970,033 2,602,444
Total Liabilities and capital   732,766 1,104,337 1,561,526 2,110,795 2,766,742

CHICK N' CHEESE


Projected Statements of Comprehensive Income
For the years ended December 31,2020, 2021, 2022, 2023 and 2024
(All amounts in nearest Philippine peso)

  Notes 2020 2021 2022 2023 2024


Net Sales 9 3,928,607 5,357,143 6,964,286 8,928,536 11,071,393
Cost of Sales 10 2,953,216 3,639,320 4,294,052 5,073,995 5,935,284
Gross Profit 975,392 1,717,823 2,670,233 3,854,541 5,136,109
Selling Expenses 12 987,941 996,357 1,018,105 1,040,720 1,064,237
General and administrative expenses 13 621,549 644,399 668,185 692,947 718,724
Net income for the year   (634,098) 77,067 983,943 2,120,874 3,353,148

CHICK N' CHEESE


Projected Statement of Changes in Owner's Equity
For the years ended December 31,2020, 2021, 2022, 2023 and 2024

(All amounts in nearest Philippine peso)

  Notes 2020 2021 2022 2023 2024

Beginning balance   1,243,024 647,686 1,003,177 1,442,402 1,970,033


Additonal Investments 0 0 0 0 0

Profit (Loss) for the year (634,098) 77,067 983,943 2,120,874 3,353,148
Withdrawals   0 73,213 934,746 2,014,830 3,185,490

Total owner's equity   608,926 651,539 1,052,374 1,548,446 2,137,690

CHICK N' CHEESE


Projected Statement of Cash Flows
For the years ended December 31,2020, 2021, 2022, 2023 and 2024
(All amounts in nearest Philippine peso)

  Notes 2020 2021 2022 2023 2024


 
Cash flows from operating activities
Receipt from operation 9 4,400,040 6,000,000 7,800,000 9,999,960 12,399,960
Purchase for raw materials 10 1,535,296 2,100,160 2,730,333 3,493,606 4,340,269
Purchase for prepayments 13 45,095 46,944 48,869 50,872 52,958
Payment for salaries and employee benefits 10,12,13 1,974,709 2,056,399 2,141,469 2,230,060 2,322,318
Payment for utilities 10,12,13 236,736 241,870 247,150 252,582 258,171
Payment for rent 10,12,13 480,000 480,000 480,000 480,000 480,000
Payment for advertising and promotions 12 50,000 37,500 37,500 37,500 37,500
Payment for repairs and maintenance 10,12,13 18,000 18,590 19,205 19,845 20,511
Payment for value added tax 334,513 450,515 580,591 744,685 917,262
Payment for professional fees 36,000 37,476 39,013 40,612 42,277
Payment for miscellaneous expenses 18,000 18,000 18,000 18,000 18,000
Payment for Taxes and licenses fees - 11,655 9,655 11,655 12,670
Remittance of withholding taxes 8 - 12,400 12,908 13,438 13,989
Net cash provided by operating activities   4,728,348 5,511,509 6,364,693 7,392,856 8,515,924
Net cash provided by operating activities - 328,308 488,491 1,435,307 2,607,104 3,884,036
Cash flows from investing activities            
Acquisition of property and equipment - - - -
Acquisition of production tools 4 2,965 2,989 3,014 3,039 3,063
Net cash used in investing activities 2,965 2,989 3,014 3,039 3,063
Cash flows from financing activities            
Withdrawals - 73,213 934,746 2,014,830 3,185,490
Net cash used in financing activities   - 73,213 934,746 2,014,830 3,185,490
Net increase (decrease) in cash - 331,273 412,288 497,548 589,236 695,482
Cash, beginning balance   343,025 11,752 424,041 921,589 1,510,824
Cash, ending balance 1 11,752 424,041 921,589 1,510,824 2,206,306

Notes to Pre-operating and Projected Financial Statements


As at December 31, 2020, 2021, 2022, 2023, and 2024
(All amounts in nearest Philippine Peso)
Note 1 - Cash

Cash before operationd and as at December 31 consist of:

  Pre-operating 2020 2021 2022 2023 2024


Cash in bank-checking account 0 -13,248 399,041 896,589 1,485,824 2,181,306
Cash on hand 336,025 18,000 18,000 18,000 18,000 18,000
Petty cash fund 5,000 5,000 5,000 5,000 5,000 5,000
Change fund 2,000 2,000 2,000 2,000 2,000 2,000
  343,025 11,752 424,041 921,589 1,510,824 2,206,306

Note 2-Inventories

Inventories before operations and as at December 31 consist of:

  Pre-operating 2020 2021 2022 2023 2024


Food
50,896 50,896 54,314 58,074 62,210 66,761
 
50,896 50,896 54,314 58,074 62,210 66,761

The cost of Inventories as shown above is net of 12% input Value Added Tax (Input VAT)

Note 3-Prepayments
Prepayments before operations and as at December 31 consist of:
Pre-operating 2020 2021 2022 2023 2024
Kitchen supplies
3,839 3,997 4,161 4,331 4,509 4,694
Store supplies
2,570 2,675 2,785 2,899 3,018 3,141
Office Supplies
2,333 2,429 2,528 2,632 2,740 2,852
Prepaid Rent
40,000 - - - - -
 
48,742 9,100 9,474 9,862 10,266 10,687

Note 4-Property and


equipment, net

Details of property and equipment operations as at December 31 are as follows:

Leasehol
  Production Office Store d Total
Machinery Machinery Machinery
and Furniture and Furniture and Furniture
Equipment and fixtures Equipment and fixtures Equipment and fixtures

623,55
Cost 168,987 81,246 172,411 19,223 77,372 54,086 50,229 3
Accumulated
Depreciation

1-Oct-19 - - - - - - - -

Depreciation 2,603 1,596 3,788 271 1,502 984 410 10,744

31-Dec-19 2,603 1,596 3,788 271 1,502 984 410 11,154

Depreciation 10,413 6,383 15,152 1,085 6,006 3,937 1,640 42,977

31-Dec-20 13,017 7,979 18,940 1,356 7,508 4,921 2,050 55,772


Depreciation
10,413 6,383 15,152 1,085 6,006 3,937 1,640 42,977

100,38
31-Dec-21 23,430 14,363 34,093 2,442 13,514 8,857 3,690 9

Depreciation 10,413 6,383 15,152 1,085 6,006 3,937 1,640 42,977

145,00
31-Dec-22 33,843 20,746 49,245 3,527 19,520 12,794 5,331 6

Depreciation 10,413 6,383 15,152 1,085 6,006 3,937 1,640 42,977

189,62
31-Dec-23 44,256 27,130 64,398 4,612 25,526 16,731 6,971 3

Depreciation 10,413 6,383 15,152 1,085 6,006 3,937 1,640 42,977

234,24
31-Decemebr-24 54,669 33,513 79,550 5,697 31,533 20,667 8,611 1

Net book values at

612,39
31-Dec-19 166,383 79,650 168,623 18,952 75,871 53,102 49,819 8

567,78
31-Dec-20 155,970 73,266 153,470 17,867 69,865 49,165 48,178 1

523,16
31-Dec-21 145,557 66,883 138,318 16,782 63,858 45,228 46,538 4

478,54
31-Dec-22 135,144 60,499 123,165 15,697 57,852 41,292 44,898 7

433,92
31-Dec-23 124,730 54,116 108,013 14,611 51,846 37,355 43,258 9

389,31
31-Dec-24 114,317 47,732 92,861 13,526 45,840 33,418 - 2
Depreciation expense for the year ended amounted to:

  2020 2021 2022 2023 2024

Charged to cost of sales 16,797 16,797 16,797 16,797 16,797

Charged to selling expense 9,943 9,943 9,943 9,943 9,943


Charged to general and
administrative expense 16,237 16,237 16,237 16,237 16,237

  42,977 42,977 42,977 42,977 42,977

Note 5-Other non-current


assets

Other non-current assets before operations and at December 31 consist of:

  Pre-operating 2020 2021 2022 2023 2024

Production tools 13,237 13,237 13,345 13,455 13,565 13,676

Security Rent Deposit 80,000 80,000 80,000 80,000 80,000 80,000

  93,237 93,237 93,345 93,455 93,565 93,676

Note 6- Accounts Payable

Accounts Payable as at
December 31 consist of:

  Pre-operating 2020 2021 2022 2023 2024


Accounts Payable - 50,896 54,314 58,074 62,210 66,761

  - 50,896 54,314 58,074 62,210 66,761

Note 7- Value Added Tax

Value Added Tax for the expenditures incurred before operations, and sales and purchases made during the month of December are as follows

  Pre-operating 2020 2021 2022 2023 2024

Output VAT - 39,286 53,571 69,643 89,285 110,714


Input VAT

Raw materials 6,108 4,115 4,526 4,979 5,477 6,025

Supplies 1,049 975 1,015 1,057 1,100 1,145

Machineries and equipment 50,252

Furniture and fixtures 18,547

Production tools 1,588 318 320 323 326 328

Leasehold improvements 6,027

Utilities Expense - 1,929 2,008 2,090 2,176 2,265

Professional fees - 360 375 390 406 423

VAT Payable (creditable) 83,571 46,982 61,816 78,482 98,770 120,900


Note 8- Other Payables

Employer's Contribution to SSS, HDMF, and PhilHealth, utilities and withholding tax outstanding at year end are as follow:

  2020 2021 2022 2023 2024

SSS Contributions Payable 4,813.89 4,813.89 4,813.89 4,813.89 4,813.89

HDMF Contributions Payable 900.00 900.00 900.00 900.00 900.00

PhilHealth Contributions Payable 1,984.13 1,984.13 1,984.13 1,984.13 1,984.13

Utilities Payable 18,000.00 18,738.00 19,506.26 20,306.01 21,138.56

Withholding Tax Payable 12,400.00 12,908.40 13,437.64 13,988.59 14,562.12

  38,098.02 39,344.42 40,641.92 41,992.62 43,398.70

Note 9- Sales

Sales, net of 12% output VAT, for the years as follows:

  2020 2021 2022 2023 2024


5 11
Chicken Wings 3,928,607.14 ,357,142.86 6,964,285.71 8,928,535.71 ,071,392.86
5 11
Sales 3,928,607.14 ,357,142.86 6,964,285.71 8,928,535.71 ,071,392.86
Output VAT 471,432.86 642,857.14 835,714.29 1,071,424.29 1,328,567.14
6 12
Cash receipts from operations 4,400,040.00 ,000,000.00 7,800,000.00 9,999,960.00 ,399,960.00

Note 10- Cost of Sales

Cost of sales, net of 12% VAT; for the years consist of:

  2020 2021 2022 2023 2024


Direct Materials          

Beginning of the year 50,896 50,896 54,314 58,074 62,210

Purchases during the year 1,370,800 1,875,143 2,437,797 3,119,291 3,875,240

End of year 50,896 50,896 54,314 58,074 62,210

Cost of direct material used 1,370,800 1,976,934 2,546,425 3,235,439 3,999,661

Direct Labor 561,600 584,626 608,595 633,548 659,523


Factory Overhead

Production supplies 297,660 327,426 360,169 396,185 435,804

Indirect labor 525,720 547,275 569,713 593,071 617,387

Utilities 38,571 40,153 41,799 43,513 45,297

Rent 96,000 96,000 96,000 96,000 96,000

Depreciation 16,797 16,797 16,797 16,797 16,797

Repairs and maintenance 3,214 3,214 3,214 3,214 3,214


Total production cost 2,910,362 3,592,424 4,242,712 5,017,767 5,873,683

Production tools 2,647 2,669 2,691 2,713 2,735

Spoilage 40,206 44,227 48,650 53,515 58,866

  2,953,216 3,639,320 4,294,052 5,073,995 5,935,284

Note 11- Pre-operating expenses

Pre-Operating Expenses spent using the invested fund (Php 1,300,000) before operations as follows:

       

Licenses & Fees     25,000.00

Advertising expense 9,101.00

Hiring expense 1,500.00

Training expense 3,450.00

Store preparation expense   17,925.00

      56,976.00

Note 12- Selling Expense

Selling expenses incurred in operations as follows:

  2020 2021 2022 2023 2024

Salaries 363,480 379,110 395,411 412,414 430,148

Employee benefits 66,068 68,777 71,596 74,532 77,588


Utilities
151,200 153,317 155,463 157,640 159,847

Rent 336,000 336,000 336,000 336,000 336,000

Depreciation 9,943 9,943 9,943 9,943 9,943

Advertising and Promotions 50,000 37,500 37,500 37,500 37,500

Repairs and maintenance 11,250 11,711 12,191 12,691 13,212

  987,941 996,357 1,018,105 1,040,720 1,064,237

Note 13- General and Administrative Expense

General and administrative expenses incurred in operations as follows:

  2020 2021 2022 2023 2024

Supplies 40,264 41,914 43,633 45,422 47,284

Salaries 428,800 446,381 464,682 483,734 503,568

Employee benefits 29,041 30,231 31,471 32,761 34,104

Utilities 21,600 22,486 23,408 24,367 25,366

Rent 48,000 48,000 48,000 48,000 48,000

Depreciation 16,237 16,237 16,237 16,237 16,237

Repairs and maintenance 1,607 1,673 1,742 1,813 1,887

Professional fees 36,000 37,476 39,013 40,612 42,277


-
Taxes and Licenses Fees 11,655 9,655 11,655 12,670

  621,549 644,399 668,185 692,947 718,724


Break-even Analysis

Schedule 3
Break-even Computation
Honey Honey
  Classic Sriracha Buffalo Wings Citrus Sour Cream
Sales Price 120.00 120.00 120.00 120.00 120.00
Variable Cost:
Direct Materials 41.67 43.98 43.68 45.33 44.88
Other Variable
2.20 2.20 2.20 2.20 2.20
Overhead
Contribution Margin
76.13 73.82 74.12 72.47 72.92
per unit
Sales Mix 20.00% 22.50% 24.38% 21.25% 11.88%
CM/unit based on
15.23 16.61 18.07 15.40 8.66
sales mix

Fixed Expense    
216,0
Communication, Light, and Water
00  
45,8
Depreciation
93
1,731,60
Payroll
0
Professional fees 60,000
480,0
Rent
00
18,0
Repairs and Maintenance
00
18,0
Miscellaneous Expense
00
2,6
Production Tools
47
2,2 2,574,36
Prepayments
28 9

Divide:CM/unit based on sales mix*   74


34,80
Breakeven units   3
*Sum of the CM/unit based on sales mix
Schedule 4
Allocation of Breakeven point in units
Products:   Sales mix Breakeven
6,
20%
Classic   961
7,
22.50%
Honey Sriracha 831
8,
24.38%
Buffalo Wings 483
7,
21.25%
Honey Citrus 396
4,
11.88%
Sour Cream   133
34,
TOTAL     803
Other Supporting Schedule

Schedule 5
Fixed Production Costs
  2020 2021 2022 2023 2024
Direct Labor 561,600 584,626 608,595 633,548 659,523
Indirect Labor 525,720 547,275 569,713 593,071 617,387
Repairs and maintenance 3,600 3,600 3,600 3,600 3,600
Utilities 43,200 44,971 46,815 48,734 50,733
Rent 96,000 96,000 96,000 96,000 96,000

Depreciation 16,797 16,797 16,797 16,797 16,797


Production tools 2,965 2,989 3,014 3,039 3,063
  1,249,882 1,296,257 1,344,534 1,394,788 1,447,103

Schedule 6
Fixed Administrative Expenses
  2020 2021 2022 2023 2024
Professional Fees 36,000 37,476 39,013 40,612 42,277
Depreciation 16,237 16,237 16,237 16,237 16,237
Employee Benefits 75,585 78,684 81,910 85,268 88,764
Utilities 21,600 22,486 23,408 24,367 25,366
Rent 4,000 4,000 4,000 4,000 4,000
Salaries 428,800 446,381 464,682 483,734 503,568
Repairs and maintenance 1,800 1,874 1,951 2,031 2,114
  584,022 607,138 631,201 656,250 682,327
Schedule 7
Variable Administrative Expenses
2020 2021 2022 2023 2024
Office Supplies 40,264 41,914 43,633 45,422 47,284
40,264 41,914 43,633 45,422 47,284

Schedule 8
Variable Production Expenses
2020 2021 2022 2023 2024
Materials 1,370,800 1,976,934 2,546,425 3,235,439 3,999,661
Indirect materials 297,660 327,426 360,169 396,185 435,804
Utilities 26,460 27,545 28,674 29,850 31,074
Spoilage 40,206 44,227 48,650 53,515 58,866
1,735,126 2,376,132 2,983,917 3,714,989 4,525,405

Schedule 9
Fixed Selling Expenses
  2020 2021 2022 2023 2024
Advertising and
Promotions 50,000 37,500 37,500 37,500 37,500
Depreciation 9,943 9,943 9,943 9,943 9,943
Employee Benefits 66,068 68,777 71,596 74,532 77,588
Utilities 151,200 153,317 155,463 157,640 159,847
Rent 336,000 336,000 336,000 336,000 336,000
Salaries 363,480 379,110 395,411 412,414 430,148
Repairs and maintenance 12,600 13,117 13,654 14,214 14,797
  989,291 997,763 1,019,568 1,042,243 1,065,822
Schedule 10
Taxes and Licenses
  2020 2021 2022 2023 2024
DTI          
Business Name Registration - - - - 2,000
Documentary Stamp Tax - - - - 15
Local Government
Barangay Permit - 730 730 730 730
Municipality Permit - 3,000 3,000 3,000 3,000
Garbage Fee - 450 450 450 450
Fire Inspection - 525 525 525 525
Sanitary Permit - 150 150 150 150
Health Certificate Fee - 100 100 100 100
Other Fees - 500 500 500 500
BIR
Certificate of Registration - 200 200 200 200
Annual Registration Fee - 500 500 500 500
Authority to Print Receipts - 3,000 3,000 3,000 3,000
Community tax Certificate - 500 500 500 500
FDA
License to Operate - 2,000   2,000  
Registration of Product - - - 1,000
  - 11,655 9,655 11,655 12,670
Financial Analysis
    2020 2021 2022 2023 2024
Liquidity Ratios          

Current Ratio 0.84 4.82 8.31 11.25 13.90


Acid Test Ratio 0.14 4.19 7.74 10.73 13.43
Working Capital -13,332 386,668 870,401 1,442,539 2,119,456

Solvency Ratios          

Debt Ratio 0.12 0.09 0.08 0.07 0.06


Debt-to-Equity Ratio 0.13 0.10 0.08 0.07 0.06

Profitability Ratios          

Operating Profit Margin -0.16 0.01 0.14 0.24 0.30


Return on Asset -0.64 0.08 0.74 1.16 1.37
Return on Equity -0.67 0.08 0.68 1.08 1.29
Return on Investment -0.64 0.08 0.74 1.16 1.37
Return on Sales -0.16 0.01 0.14 0.24 0.30

Activity Ratios          

Asset Turnover 3.98 5.83 5.22 4.86 4.54


Inventory Turnover 58.02 69.18 76.41 84.37 92.04

Annual Net Cash Inflow          

Net Income (634,098) 77,067 983,943 2,120,874 3,353,148


42 42 42 42 42
Add: Depreciation ,977 ,977 ,977 ,977 ,977
    (591,121) 120,044 1,026,920 2,163,851 3,396,125

Payback Period       3.42  

Internal Rate of Reurn       38%  

Net Present Value*       2,601,071  

Discounted Payback
Period       3.51  
             
*using 12% effective interest rates
Socio-
Economic
Aspect
Description of the Industry

Food is one of the basic necessities of a human being, thus, it can be deduced

that an average person’s purchasing power is mostly allotted for food consumption. As

such, the conclusion that the food industry is one of the largest industries in the world

arises. The food industry is comprised of a wide range of areas including the food

service industry.

Due to the emergence of millennials who possess the purchasing power, the

food service sector, especially the fast food restaurants, has started providing

convenience alongside expanded and exciting menus in response to the fast-paced

lifestyles of millennials. Moreover, among the food service sector, chicken fast food

restaurants have experienced the most stable and greatest growth in the food industry.

In addition, high food quality is one of the most fundamental features in achieving

customer satisfaction. As such through securing customer satisfaction, Chick ‘N Cheese

strives to attain and maintain customer loyalty.

Production

Chick ‘N Cheese ensures its customers that the products it offers are high quality

by using ingredients that not only meet but also exceed the average standards. In the

preparation and production of the products, Chick ‘N Cheese guarantees that it utilizes

equipment and machinery in stellar condition. Chick ‘N Cheese also employs production

techniques that are designed to produce quality products.


Employment

An organization’s human resources are essential in the success of a business.

As such, Chick ‘N Cheese puts emphasis on attaining and maintaining employee

satisfaction since the employees are fundamental in the propagation of the business’

customer-oriented culture. Likewise, the welfare of employees will be given priority by

the business.

The Chick ‘N Cheese’s recruitment process will focus on the provision of jobs to

people within its community to assist in the reduction of the unemployment rate. In no

case will the job descriptions and specifications include discriminatory requirements in

the field of gender, race, religion, sexual preferences, and others. Expertise, skills, and

abilities shall also be observed in employee selection and upon recruitment, employees

will be continuously trained.

Employees will be provided with just compensation in relation to their job

requirements and assignments. Benefits including 13 th month pay, sick leaves, holiday

pays, and salary increase are given to the employees to keep the provision of high

quality service to customers. Future assistance for the security and welfare of the

employees are also provided for in the form of SSS, PhilHealth, and PAG-IBIG. Other

incentives such as ‘employee of the month’ will be awarded to employees to encourage

and further boost employee morale.

In addition, teamwork shall be employed within the business and a positive and

encouraging environment shall be fostered. Occasional team buildings and outings will

be organized to reduce any personality diversification within the working place. With
this, stressful co-workers and working environment will be prevented and employee

focus will be directed in maintaining the provision of high quality service.

Taxes

As a VAT registered business, Chick ‘N Cheese considers tax compliance as one

of its duties and responsibilities to the society. In observance of the law, appropriate

returns will be filed and properly computed tax amounts will be paid on time in order to

prevent unnecessary inquiries as to the accuracy of tax dues and also, to avoid being

charged with interest, penalties, and surcharges. Moreover, proper compliance with the

government will give a positive reputation to the business.

Health Matters

As a member of the community, Chick ‘N Cheese emphasizes its focus on

providing its customers with high quality products and services. As a start, the business’

products and its ingredients are guaranteed to be in compliance with the standards

imposed by the government. Also, Chick ‘N Cheese purchases from local food suppliers

that provide only the freshest and finest quality goods. Besides that, Chick ‘N Cheese

takes initiative steps in ensuring that its local suppliers are registered and in compliance

with the standards set by the government.

Moreover, nutritional value is not abandoned in the process of production,

ingredients are to be handled with care during food preparation and production for the

preservation of its natural nutrients. Proper storage of products and ingredients is

observed for the prevention of defective products and spoilage. Lastly, production

process shall be monitored closely to detect any alterations to the process that could be

harmful to the business’ customers.


Environment

Chick ‘N Cheese, as a responsible and concerned member of society,

participates in the promotion of environmental sustainability. As such, Chick ‘N Cheese

is committed to observing good environmental and ecological practices including the

implementation of proper waste segregation by organizing bins into biodegradable, non-

biodegradable, and recyclable wastes. Additionally, in adherence of the law, the use of

plastics will be strictly prohibited within the parameters of Chick ‘N Cheese.


Appendices
March 12, 2019

MR. GERALD L. VILLAR


University Registrar
G/F Arts Building, Far Eastern University,
Nicanor Reyes St., Morayta, Sampaloc, Manila

Dear Sir:

Greetings!

We, fifth year students of Far Eastern University - Manila, taking up Bachelor of Science in Accountancy
are currently doing a feasibility study of a snack and beverage shop named as “SawSaWrap!” as partial
requirement on the course Management Consultancy. The target market of the proposed business are
the students in the University Belt. Far Eastern University, being part of the universities within such area,
is one of participants we would like to study. Given that, we would like to inquire about the student
population of Far Eastern University for Academic Years 2015-2019. Knowing the student population
could provide us the relevant data in understanding demand analysis that could help us with more
realistic results.

In anticipation, we thank you for whatever support you could extend to us. Rest assured that the data
gathered will be treated with utmost confidentiality and will be used for academic purposes only.

Very truly yours,

ARIANNE MAY B. AMOSIN


Business Proponents’ Representative

Recommended by:

Mr. RODOLFO LEDESMA, CPA, MBA


Asst. Program Head/ Adviser

Noted by:

Mr. RAMIL N. BALDRES, CPA, CIA, MBA


Program Head-Accountancy
March 13, 2019

DR. REMELLA A. CABREROS


University Registrar
The Registrar’s Office, Far Eastern University Institute of Technology,
839 P. Paredes, Sampaloc, Manila

Dear Ma’am:

Greetings!

We, fifth year students of Far Eastern University - Manila, taking up Bachelor of Science in Accountancy
are currently doing a feasibility study of a snack and beverage shop named as “SawSaWrap!” as partial
requirement on the course Management Consultancy. The target market of the proposed business are
the students in the University Belt. Far Eastern University Institute of Technology , being part of the
universities within such area, is one of participants we would like to study. Given that, we would like to
inquire about the student population of Far Eastern University Institute of Technology for Academic Years
2015-2019. Knowing the student population could provide us the relevant data in understanding demand
analysis that could help us with more realistic results.

In anticipation, we thank you for whatever support you could extend to us. Rest assured that the data
gathered will be treated with utmost confidentiality and will be used for academic purposes only.

Very truly yours,

ARIANNE MAY B. AMOSIN


Business Proponents’ Representative

Recommended by:

Mr. RODOLFO LEDESMA, CPA, MBA


Asst. Program Head/ Adviser

Noted by:

Mr. RAMIL N. BALDRES, CPA, CIA, MBA


Program Head-Accountancy
March 13, 2019

ERLINDA B. THIA
Registrar & Director of Student & Alumni Affairs
Philippine School of Business Administration,
826 R. Papa, Sampaloc, Manila

Dear Ma’am:

Greetings!

We, fifth year students of Far Eastern University - Manila, taking up Bachelor of Science in Accountancy
are currently doing a feasibility study of a snack and beverage shop named as “SawSaWrap!” as partial
requirement on the course Management Consultancy. The target market of the proposed business are
the students in the University Belt. Philippine School of Business Administration, being part of the
universities within such area, is one of participants we would like to study. Given that, we would like to
inquire about the student population of Philippine School of Business Administration for Academic Years
2015-2019. Knowing the student population could provide us the relevant data in understanding demand
analysis that could help us with more realistic results.

In anticipation, we thank you for whatever support you could extend to us. Rest assured that the data
gathered will be treated with utmost confidentiality and will be used for academic purposes only.

Very truly yours,

ARIANNE MAY B. AMOSIN


Business Proponents’ Representative

Recommended by:

Mr. RODOLFO LEDESMA, CPA, MBA


Asst. Program Head/ Adviser

Noted by:

Mr. RAMIL N. BALDRES, CPA, CIA, MBA


Program Head-Accountancy
March 13, 2019

LINDA P. SANTIAGO
University Chancellor
G/F POD CIT Bldg, University of the East
2219 Recto Ave, Sampaloc, Manila

Dear Sir:

Greetings!

We, fifth year students of Far Eastern University - Manila, taking up Bachelor of Science in Accountancy
are currently doing a feasibility study of a snack and beverage shop named as “SawSaWrap!” as partial
requirement on the course Management Consultancy. The target market of the proposed business are
the students in the University Belt. University of the East, being part of the universities within such area, is
one of participants we would like to study. Given that, we would like to inquire about the student
population of University of the East for Academic Years 2015-2019. Knowing the student population could
provide us the relevant data in understanding demand analysis that could help us with more realistic
results.

In anticipation, we thank you for whatever support you could extend to us. Rest assured that the data
gathered will be treated with utmost confidentiality and will be used for academic purposes only.

Very truly yours,

ARIANNE MAY B. AMOSIN


Business Proponents’ Representative

Recommended by:

Mr. RODOLFO LEDESMA, CPA, MBA


Asst. Program Head/ Adviser

Noted by:

Mr. RAMIL N. BALDRES, CPA, CIA, MBA


Program Head-Accountancy
March 13, 2019

MR. CESAR M. VELASCO, JR.


University Registrar
2/F Main Building, University of Santo Tomas,
España, Manila

Dear Sir:

Greetings!

We, fifth year students of Far Eastern University - Manila, taking up Bachelor of Science in Accountancy
are currently doing a feasibility study of a snack and beverage shop named as “SawSaWrap!” as partial
requirement on the course Management Consultancy. The target market of the proposed business are
the students in the University Belt. University of Santo Tomas, being part of the universities within such
area, is one of participants we would like to study. Given that, we would like to inquire about the student
population of University of Santo Tomas for Academic Years 2015-2019. Knowing the student population
could provide us the relevant data in understanding demand analysis that could help us with more
realistic results.

In anticipation, we thank you for whatever support you could extend to us. Rest assured that the data
gathered will be treated with utmost confidentiality and will be used for academic purposes only.

Very truly yours,

ARIANNE MAY B. AMOSIN


Business Proponents’ Representative

Recommended by:

Mr. RODOLFO LEDESMA, CPA, MBA


Asst. Program Head/ Adviser

Noted by:

Mr. RAMIL N. BALDRES, CPA, CIA, MBA


Program Head-Accountancy

Far Eastern University


Sampaloc, Manila
Institute of Accounts, Business, and Finance
Department of Accountancy

Demand Survey Questionnaire

Dear Respondents,

Good day! We, accountancy students of Far Eastern University – Manila, are currently
conducting a feasibility study in partial fulfillment of the requirement of the course Management
Consultancy. We are trying to get a data that will help us to determine the feasibility of our
business Chick N’ Cheese, offering a boneless chicken wings, stuffed with mozzarella cheese
and meat.

We are humbly requesting for your full participation in completing this questionnaire with
honesty and to the best of your knowledge. Rest assured that your answer will be used for
academic purposes only and will be kept strictly by the proponents. Thank You!

Proponents of the Business

I. Respondent’s Profile
Directions: Kindly put a check ( / ) in the box that corresponds with your answer.

Name (Optional):__________________

Gender:

[ ] Male [ ] Female

Age:

[ ] 16 – 18 [ ] 19 – 21
[ ] 21 – 24 [ ] 24 and above

CurrentCollege/University/Review Center:
[ ] FEU - Manila
[ ] FEU - TECH
[ ] PSBA
[ ] University of Santo Tomas
[ ] University of the East

Current Year Level:

[ ] Grade 11 [ ] 3rd Year College


[ ] Grade 12 [ ] 4th Year College
[ ] 1st Year College [ ] 5th Year College
[ ] 2nd Year College

Sources of Income

[ ] Allowance / “Baon”
[ ] Business Income
[ ] Part-time job
[ ] Salary
[ ] Savings
Others, specify:____________

If STUDENT:
Weekly spending allowance for food

[ ] P500 – P1,000 [ ] P2,001 – P2,500


[ ] P1,001 – P1,500 [ ] P2,501 – P3,000
[ ] P1,501 – P2,000 [ ] P3,001 and above

If EMPLOYED:

Monthly Individual net income

[ ] P1,000 – P3,000
[ ] P3,001 – P6,000
[ ] P6,001 – P9,000
[ ] P9,001 – P12,000
[ ] P12,001 – P15,000
[ ] P15,001 and above

II. Survey Questions

Directions: Kindly put a check ( / ) in the box that corresponds with your answer.

1. How often do you eat chicken wings?

[ ] once a week [ ] 4 times a week


[ ] 2 times a week [ ] 5 times a week
[ ] 3 times a week [ ] 6 times a week
[ ] Everyday

2. How many chicken wings do you usually consume during the meal?

[ ]1–3 [ ] 9 – 15
[ ]4–5 [ ] 15 – 20
[ ]6–8 [ ] 20 – 25

3. On the average, how much are you spending on a regular order of chicken wings

[ ] Php 85-100 [ ] Php 146- 180


[ ] Php 101-125 [ ] Php 181-250
[ ] Php 126-145

4. Where do you often eat outside besides at home?

[ ] Food Stalls [ ] Carinderia


[ ] Fastfood [ ] Restaurants

5. How often do you eat outside?

[ ] Everyday [ ] Twice a week


[ ] Once a week [ ] Thrice a month

6. How much money do you spend on food every time you eat outside?

[ ] Php 50-180 [ ] Php 201-250


[ ] Php 81-100. [ ] Php 251-350
[ ] Php 101-150. [ ] Php 351-500
[ ] Php 151-200

7. With whom do you usually go outside to eat?

[ ] Family [ ] Partner
[ ] Friends [ ] Workmates
[ ] Schoolmates

8. How long do you usually stay to hang out at food stores?

[ ] less than 10 minutes


[ ] 20 – 30 minutes
[ ] 45 minutes – 1 hr
[ ] 1h&30mins – 2 hrs
[ ] more than 2 hours

9. What is your taste preference? (You may select more than one)

[ ] Sweet [ ] Spicy
[ ] Salty [ ] Sour
[ ] Bitter [ ] Sweet and spicy
10. How long can you wait for your order?

[ ] less than 5 minutes


[ ] 5 to 10 minutes
[ ] 11 to 15 minutes
[ ] 16 to 20 minutes
[ ] 20 minutes and above

11. Are you having difficulty trying out a new fastfood store?

[ ] Yes [ ] No

12. What food do you usually pair with your chicken wing? (Check as many.)

[ ] Rice
[ ] Fries
[ ] Nachos
[ ] Chips
[ ] Burger
[ ] Pasta
Others, specify: __________

13. What made or will make you visit a fast food store? (Check as many.)

[ ] Appearance of the shop


[ ] Accessibility of the shop
[ ] Ambiance of the shop
[ ] Complimentary services (internet connection, free use of electric sockets)
[ ] Customer involvement in the product (do-it-your-own)
[ ] Sanitation of the shop
[ ] Spacious area of the shop
Others, specify:__________

14. What made or will make you buy a chicken wing? (Check as many.)

[ ] Taste/ Flavor
[ ] Wide variety of offered flavors
[ ] Affordable price
[ ] Nutritional Value
[ ] Appearance of the product/ presentation
[ ] Serving size
[ ] Innovation of the product
Others, specify:_________

15. Where do you usually find information about fast food store?

[ ] Social media/ internet


[ ] Recommendation/ word of mouth
[ ] Print advertisements (flyers, posters, etc.)
[ ] TV commercials and radio broadcasts
Others, specify: _________

16. Are you willing to try boneless chicken wings stuffed with mozzarella cheese and bacon?

[ ] Yes [ ] No

17. How much are you willing to spend in a boneless chicken wings stuffed with mozzarella
cheese and bacon?

[ ] Php 85 - 100 [ ] Php 141 – 160


[ ] Php 101-120 [ ] Php 161 – 180
[ ] Php 121-140
Far Eastern University
Sampaloc, Manila
Institute of Accounts, Business, and Finance
Department of Accountancy

Supply Survey Questionnaire

Dear Respondents,

Good day! We, accountancy students of Far Eastern University – Manila, are currently
conducting a feasibility study in partial fulfillment of the requirement of the course Management
Consultancy. We are trying to get a data that will help us to determine the feasibility of our
business Chick N’ Cheese, offering a boneless chicken wings, stuffed with mozzarella cheese
and meat.

We are humbly requesting for your full participation in completing this questionnaire with
honesty and to the best of your knowledge. Rest assured that your answer will be used for
academic purposes only and will be kept strictly by the proponents. Thank You!

Proponents of the Business

Business Name:____________________
Directions: Kindly put a check (/) in the box [ ] None [ ] 3 – 4 branches
provided that corresponds your answer. [ ] 1 – 2 branches [ ] More than 4

1. How long have you been in the 3. Which among the following is/are
business? your target market? (Check as many)

[ ] 1 – 2 years [ ] Students
[ ] 3 – 4 years [ ] Residents around the area
[ ] 5 – 6 years [ ] Employees
[ ] More than 6 years [ ] Reviewee
Others, please specify: ___________
2. How many branches do you have in
Metro Manila?
11. How many days do you operate in a
4. When you started how many week?
competitors do you have?
[ ] 1-2 days in a week
[ ] 1 – 2 competitors [ ] 3-4 days in a week
[ ] 3 – 4 competitors [ ] 5-6 days in a week
[ ] 3 – 4 competitors [ ] 7 days (daily)
[ ] More than 6 competitors
12. On what days do you have most
5. In the succeeding years, how many number in customer?
competitors are added per year?
[ ] Monday [ ] Friday
Please specify: ________ [ ] Tuesday [ ] Saturday

6. Do you have regular customer? [ ] Wednesday [ ] Sunday

[ ] Yes [ ] No [ ] Thursday

7. If yes, what age bracket do your 13. On what days do you have least
regular customer come from?(Check number of customer?
as many)
[ ] Monday [ ] Friday
[ ] 10 – 14 years old [ ] Tuesday [ ] Saturday
[ ] 15 – 19 years old
[ ] 20 – 24 years old [ ] Wednesday [ ] Sunday
[ ] 25 – 29 years old
[ ] 30 – 50 years old
[ ] Thursday
[ ] More than 50 years old
14. How many chicken wings in one
8. In what ways do you market your
regular order?
product or services?(Check as many)
[ ] 1 – 2 chicken wings
[ ] Social Media
[ ] 3 – 4 chicken wings
[ ] Promotion (food tasting, etc.)
[ ] 4 – 5 chicken wings
[ ] Print Advertising
[ ] Unlimited Chicken wings
[ ] TV commercials
[ ] Radio Broadcasting
15. On the average, how many regular
[ ] Direct endorsement
order of chicken wings do you sell
during regular season?
9. Are you using a customer delivery
system to reach your customer?
[ ] 0 – 25 regular orders
[ ] 26 – 50 regular orders
[ ] Yes [ ] No
[ ] 51 – 75 regular orders
[ ] 75 – 100 orders
10. If yes, what type of delivery system?
[ ] More than 100 regular orders
[ ] Food Express (food grab)
16. Do you offer more than the required
[ ] Door to door delivery
minimum chicken wings in one
Others please Specify____________
regular order?
[ ] Yes [ ] No [ ] 41 – 60 percent
[ ] 101 percent and above
17. If yes, what is the maximum?

[ ] 6 – 7 chicken wings 19. Is the demand for chicken wings


[ ] 8 – 9 chicken wings expanding?
[ ] 9 – 10 chicken wings
[ ] Not applicable (Unli. Chicken Wings) [ ] Yes [ ] No

18. Approximately, how many percent is 20. If yes, by approximately how many
the increase in your sales of chicken percent?
wings during peak season compared
to regular season? [ ] 1 – 20 percent
[ ] 21 – 40 percent
[ ] 1 – 20 percent [ ] 41 – 60 percent
[ ] 61 – 80 percent [ ] 61 – 80 percent
[ ] 21 – 40 percent [ ] 81 – 100 percent
[ ] 81 – 100 percent
21. Do you have a regular supplier for 25. What is the minimum point in your
your raw materials/supplies? inventory level is to be reached
before replenishing goods?
[ ] Yes [ ] No
For Raw materials:______________
22. If yes, where do you get/purchase For Supplies:___________________
your raw materials(Chicken Wings)?
26. Approximately, how many chicken
[ ] Grocery Store wings do you need to meet the
[ ] Wholesaler/Distributor customers demand in a week?
[ ] Wet Market
Others, please specify ___________ [ ] 100 – 250 chicken wings
[ ] 251 – 400 chicken wings
23. If yes, where do you get/purchase [ ] 401 – 550 chicken wings
your supplies(other than chicken [ ] 551 – 700 chicken wings
wings)? [ ] 701 – 850 chicken wings

[ ] Grocery Store [ ] More than 850 chicken wings


[ ] Wholesaler/Distributor
[ ] Wet Market
Others, please specify____________

24. How many in a week do you


purchase your raw
materials/supplies?

[ ] 1-2 times in a week


[ ] 3-4 times in a week
[ ] 5-6 times in a week
[ ] Daily
Schedule 11
Computation of Projected Student Population of Far Eastern University-Manila for
2020-2024
Year Y A Yi-1 Yc
2015 24,611
2016 21,235 -1,361 24,611 20,528
2017 18,806 -1,361 23,250 19,167
2018 19,273 -1,361 21,889 17,806
2019 19,167 -1,361 20,528 16,445

2020 -1,361 16,445 15,084


2021 -1,361 15,084 13,723
2022 -1,361 13,723 12,362
2023 -1,361 12,362 11,001
2024 -1,361 11,001 9,640
*Yc = a + Yi – 1
Yn−Yc
A=
n−1
19,167−24,611
A=
5−1
A= -1,361

Schedule 12
Computation of Projected Student Population of Far Eastern University- Manila
for 2020-2024
Projected Population
Year Population 2020 2021 2022 2023 2024
2013 26,866
2014 25,652 17,806
2015 24,611
2016 21,235 25,710 25,324 25,196 25,153
2017 18,806
2018 19,273
Schedule 13
Computation of Projected Student Population of 2 FEU-Institute of Technology for
2020-2024
Year Y A Yi-1 Yc
2015 9081
2016 10715 -674.5 9081 7057.5
2017 6439 -674.5 8406.5 6383
2018 6411 -674.5 7732 5708.5
2019 6383 -674.5 7057.5 5034

2020 -674.5 5708.5 5034


2021 -674.5 5034 4359.5
2022 -674.5 4359.5 3685
2023 -674.5 3685 3010.5
2024 -674.5 3010.5 2336
*Yc = a + Yi – 1

Yn−Yc
A=
n−1

6,383−9,081
A=
5−1

A= -674.5

Schedule 14
Computation of Projected Student Population of FEU-Institute of Technology for
2020-2024
Projected Population
Year Population 2020 2021 2022 2023 2024
2013 6551
2014 7939
2015 9081 5708.5
2016 10715
2017 6439
2018 6411 7857 8292.333 8437.444 8485.815
Schedule 15
Computation of Projected Student Population of Philippine School of Business
Administration – Manila for 2020-2024

Year Y A Yi-1 Yc
2015 1,365
2016 1,371 -22 1,365 1,299
2017 1,377 -22 1,343 1,277
2018 1,327 -22 1,321 1,255
2019 1,277 -22 1,299 1,233

2020 -22 1,233 1,211


2021 -22 1,211 1,189
2022 -22 1,189 1,167
2023 -22 1,167 1,145
2024 -22 1,145 1,123
*Yc = a + Yi – 1
Yn−Yc
A=
n−1
1,277−1,365
A=
5−1
A= -22

Schedule 16
Computation of Projected Student Population of Philippine School of Business
Administration – Manila for 2020-2024
Projected Population
Year Population 2020 2021 2022 2023 2024
2013 1,577
2014 1,508 1,255
2015 1,365
2016 1,371 1,483 1,452 1,442 1,438
2017 1,377
2018 1,327
Schedule 17
Computation of Projected Student Population of University of the East – Manila
for 2020-2024
Year Y A Yi-1 Yc
2015 17,071
2016 13,732 -1,852 17,071 11,516
2017 12,376 -1,852 15,219 9,664
2018 11,020 -1,852 13,368 7,812
2019 9,664 -1,852 11,516 5,961

2020 -1,852 5,961 4,109


2021 -1,852 4,109 2,257
2022 -1,852 2,257 405
2023 -1,852 405 -1,447
2024 -1,852 -1,447 -3,298
*Yc = a + Yi – 1
Yn−Yc
A=
n−1
9,664−17,071
A=
5−1
A= -1,852

Schedule 18
Computation of Projected Student Population of University of the East – Manila
for 2020-2024
Projected Population
Year Population 2020 2021 2022 2023 2024
2013 17,800
2014 16,444 7,812
2015 17,071
2016 13,732 17,105 16,873 16,796 16,770
2017 12,376
2018 11,020
Schedule 19
Computation of Projected Student Population of University of Santo Tomas for
2020-2024
Year Y A Yi-1 Yc
2015 44,748
2016 41,614 -1,954 44,748 38,885
2017 38,711 -1,954 42,794 36,931
2018 37,812 -1,954 40,840 34,977
2019 36,931 -1,954 38,885 33,023

2020 -1,954 33,023 31,068


2021 -1,954 31,068 29,114
2022 -1,954 29,114 27,160
2023 -1,954 27,160 25,206
2024 -1,954 25,206 23,251
*Yc = a + Yi – 1
Yn−Yc
A=
n−1
36,931−44,748
A=
5−1
A= -1,954

Schedule 20
Computation of Projected Student Population of University of Santo Tomas for
2020-2024
Projected Population
Year Population 2020 2021 2022 2023 2024
2013 42,271
2014 43,795 34,977
2015 44,748
2016 41,614 43,605 44,049 44,197 44,247
2017 38,711
2018 37,812
Schedule 21
Computation of Sales Mix

Chicken Wings Number of Respondent’s Choice of Percentage of


Flavors Flavor Based on Survey Respondent’s Choice

Classic 45 20%

Honey Sriracha 51 22.50%

Buffalo Wings 55 24.38%

Honey Citrus 48 21.25%

Sour Cream 27 11.88%

TOTAL 226 100%


Curriculum
Vitae
MELISSA S. BRAVO
Blk. 32 lot 13 Dela Costa Montalban, Rizal
+639058816472
bravomelissa05@yahoo.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Don Alejandro Roces Sr. Science –Technology High School
Barangay Obrero, Roces Avenue, Quezon City

2010 Immaculate Conception Cathedral School


39 Lantana Street Cubao, Quezon City

IRAH P. CABRITIT
Block 3 Lot 26 Villa Lina subd., Brgy. Tenejero, Balanga, Bataan
+639270011798
irahpcabritit@gmail.com
KAREN C. CORNEL
Sto. Tomas Street, Carmencita Village, Talon 3, Las Piñas City
+639951945573
KarenCornel40@gmail.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Las Piñas East National High School
Kasoy Street, Verdant Acres Subd., Pamplona, Las Piñas City

2010 Talon Uno Elementary School


San Antonio Village, Talon 1, Las Piñas City

Awards and Achievements


 SM Scholar
SM Foundation, Inc.
June 2014 - Present
MICHELLE D. ENRIQUEZ
Unit 4151 Tower 2 Sun Residences España Blvd. cor. Mayon
St.,Brgy. Sta. Teresita Welcome Rotonda, Quezon City
+639778250204
mia.feu02@gmail.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Colegio de Sta. Monica de Angat
Poblacion, Angat, Bulacan

2010

Awards and Achievements


 Commission on Higher Education Scholar
2017 - 2018
MARIE P. FABABIER
1 Fort Magsaysay Street Veterans Village, Holy Spirit, Quezon City
+639063410310
fababierjoymarie11@gmail.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Magsaysay Memorial College
San Narciso, Zambales

2010 San Narciso Elementary School


Brgy. San Rafael, San Narciso, Zambales

Awards and Achievements


 Commission on Higher Education Scholar
Zambales
2014 – 2016

 Academic Scholar
Far Eastern University
2015 - 2016
DARYL JOSHUA N. LEBICO
37 Macaneneng St. Bagong Barrio, Caloocan City
+639970814143
joshua_lebss@yahoo.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 De La Salle Araneta University
Potrero, Malabon

2010 De La Salle Araneta University


Potrero, Malabon

Awards and Achievements


 2nd Runner Up
Basketball Sportfest - IABF
Far Eastern University
AYRA JANE I. VILLAR
1132 Bagong Silang St. Nangka, Marikina City
+639957896886
ayrajanevillar@gmail.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Our Lady of Perpetual Succor College
Concepcion, Marikina

2010 Nuestra Señora De Guia


Nangka, Marikina

Awards and Achievements


 Academic Scholar
Far Eastern University
2015 – 2016

 1st Place in Battle of the Brains


Far Eastern University
2017
MARK JOSHUA SALONGA
Block 14 lot 9 K-10 Phase 1-A Karangalan Village, Cainta Rizal
+639458755893
markjoshua.salonga@yahoo.com

EDUCATIONAL BACKGROUND
Present Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Accountancy
2018 Far Eastern University
Nicanor Reyes Street, Sampaloc, Manila
Bachelor of Science in Business Administration major in Internal Auditing
2014 Cainta Catholic College
A. Bonifacio, Poblacion, Cainta, Rizal

2010 Karangalan Elementary School


Karangalan Dr, Cainta, Rizal

Awards and Achievements


 Partial Academic Scholar
Far Eastern University
2014 – 2015