Sushilog Ac503

FAR EASTERN UNIVERSITY – MANILA
Institute of Accounts, Business, and Finance

Nicanor Reyes Street, Sampaloc, Manila
SUSHILOG
A Feasibility Study Presented to the Faculty of

Department of Accountancy
In Partial Fulfillment
of the Requirements for the Degree
Bachelor of Science in Accountancy
by
Alqueza, Kevin A.
Ebalin, Wilken A.
Esguerra, Keith G.
Hipolito, Sherlene S.
Linang, Rainah Marielle S.
Osit, Fatima M.
Panganiban, Gene Daniel G.
Polonio, Pamela T.
Traya, Ace Michael D.
May 2019
CERTIFICATION
This feasibility study, SUSHILOG, by Kevin A. Alqueza, Wilken A. Ebalin,

Keith G. Esguerra, Sherlene S. Hipolito, Rainah Marielle S. Linang, Fatima M.
Osit, Gene Daniel G. Panganiban, Pamela T. Polonio, and Ace Michael D. Traya,
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
APPROVAL SHEET
Approved by the PANEL OF EXAMINERS ON ORAL EXAMINATION with

a grade of .
MR. WICO DIEL C. OBLENIDA, CPA

Chairman
MR. LOUIE GENE G. MARASIGAN, CPA MR. JOHN BO S. CAYETANO, CPA

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 journey towards the realization of this study has been rigorous and
would not have been possible without the contributions, support, assistance and
encouragement of the following people and groups of people, to whom we would
like to extend our greatest gratitude:
To our adviser, Mr. Rodolfo Ledesma, who provided us unfailing guidance,
overwhelming advice, and motivation during this study. We could not have
imagined a better mentor for this study;
To the experts who assisted us in the validation of the research
instruments used in this study, who, without participation, could not have enabled
us to successfully utilize said research instruments;
To Mr. Severino Hernandez III, for lending us his time in laying out the
floor plan needed to be presented in this study;
To the respondents, including those who participated in the pretesting of
the questionnaire, for providing us the necessary inputs;
To the Panganiban family, who, in order for us to progress in this study, let
their doors wide open to accommodate us;
To our parents, friends, and colleagues, for providing us with unwavering
support and encouragement throughout this study; and
Finally, to the Almighty God, who gave us the wisdom, strength and
patience necessary to complete this study. All of these would not have been
feasible without His grace.
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TABLE OF CONTENTS
Page
TITLE PAGE ...................................................................................................... i
CERTIFICATION AND APPROVAL SHEET .....................................................ii
ACKNOWLEDGEMENT ................................................................................... iii
TABLE OF CONTENTS .................................................................................. iv
LIST OF TABLES ............................................................................................. x
LIST OF FIGURES ..........................................................................................xv
I. PROJECT SUMMARY
Background of the Study ............................................................................ 2
Business Name .......................................................................................... 3
Business Logo ........................................................................................... 4
Brief Description of the Product ................................................................. 4
Form of Business Organization .................................................................. 5
Business Location ...................................................................................... 5
Objectives of the Study
o Marketing Aspect ............................................................................. 6
o Management Aspect ........................................................................ 7
o Technical Aspect ............................................................................. 7
o Financial Aspect .............................................................................. 8
o Socio-economic Aspect ................................................................... 8
Investment Cost ......................................................................................... 9
Mode of Financing ...................................................................................... 9
iv
II. MARKETING ASPECT
Market Description
o Target Area .................................................................................... 11
o Competitive Situation ..................................................................... 11
o List of Direct & Indirect Competitors .............................................. 12
Target Market
o Market Structure ............................................................................ 15
o Age Bracket ................................................................................... 15
o Sampling Area ............................................................................... 15
o Sample Size .................................................................................. 16
o Sampling Method ........................................................................... 16
o Survey Results............................................................................... 17
Demand Analysis .................................................................................... 57
Supply Analysis ....................................................................................... 61
Demand Gap and Market Share ............................................................. 66
SWOT Analysis ....................................................................................... 69
Pricing Study ............................................................................................ 71
Marketing Program, Mix, and Strategies
o Price .............................................................................................. 73
o Promotion ...................................................................................... 73
o Physical Evidence.......................................................................... 76
o People ........................................................................................... 78
o Product .......................................................................................... 79
v
o Process ......................................................................................... 80
o Place.............................................................................................. 81
III. MANAGEMENT ASPECT
Form of Business Organization ............................................................... 83
Legal Requirements and Steps for Business Registration ....................... 84
Project’s Timetable ................................................................................... 94
Organizational Chart ................................................................................ 95
Manpower Requirements ........................................................................ 96
Organizational Policies
o Recruitment Policy ....................................................................... 100
o Employment Policy ...................................................................... 101
o Termination Policy ....................................................................... 102
o Compensation and Benefits Policy .............................................. 103
o Policy on Attendance ................................................................... 106
o Employees Conduct and Work Rules .......................................... 108
o Dress Code and Hygiene............................................................. 109
o Safety, Cleanliness, Health and Sanitation .................................. 110
o Minor and Major Offenses ........................................................... 112
Internal Control
o Physical Control ........................................................................... 113
o Financial Control .......................................................................... 114
o Cash Disbursement and Inventory Control ................................. 115
o Payroll Controls ........................................................................... 116
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IV. TECHNICAL ASPECT
Step-by-step Process/ Flowchart with Time Duration
o Purchase Process....................................................................... 118
o Pre-Production Process ............................................................... 121
o Production Process...................................................................... 124
o Selling Process ............................................................................ 125
Production Schedule .............................................................................. 127
Office and Store Schedule ..................................................................... 128
Production Capacity ............................................................................... 129
Manpower Schedule .............................................................................. 130
Floor Plan of the Business
o Floor Area .................................................................................... 132
o Production Area Lay-out and Specification .................................. 133
o Office Area Lay-out and Specification.......................................... 134
o Store Area Lay-out and Specification .......................................... 135
Property, Plant, and Equipment
o Production Machineries and Equipment ...................................... 136
o Production Furniture and Fixtures................................................ 138
o Office Machinery and Equipment ................................................. 138
o Office Furniture and Fixtures ....................................................... 140
o Store Machinery and Equipment.................................................. 141
o Store Furniture and Fixtures ........................................................ 142
o Kitchen Supplies .......................................................................... 144
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o Office Supplies............................................................................. 145
o Store Supplies ............................................................................. 148
Product Cost
o Direct Materials Requirement ...................................................... 149
o Direct Labor Cost ......................................................................... 151
o Overhead and Expenses ............................................................. 152
o Total Unit Cost ............................................................................. 155
Waste Disposal ...................................................................................... 155
V. FINANCIAL ASPECT
General Financial Assumptions.............................................................. 157
Chart of Accounts ................................................................................... 160
Total Project Cost ................................................................................... 164
Pre-operating Statement of Financial Position ....................................... 165
Pre-operating Statement of Cash Flows................................................. 166
Comparative Projected Statements of Financial Position ....................... 167
Comparative Projected Statements of Financial Performance ............... 168
Comparative Projected Statements of Changes in Equity ...................... 169
Comparative Projected Statements of Cash Flows ................................ 171
Notes to Pre-operating and Projected Financial Statements .................. 173
Break-even Analysis .............................................................................. 189
Financial Statement Analysis
o Liquidity Ratio .............................................................................. 195
o Solvency Ratio ............................................................................. 195
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o Profitability Ratio .......................................................................... 195
o Activity Ratio. ............................................................................... 195
o Payback Period............................................................................ 196
o Discounted Payback Period ......................................................... 196
o Internal Rate of Return ................................................................ 196
o Net Present Value........................................................................ 196
VI. SOCIO-ECONOMIC ASPECT
Description of the Industry...................................................................... 198
Production .............................................................................................. 198
Employment ........................................................................................... 198
Taxes ..................................................................................................... 198
Health Matters ........................................................................................ 199
Environment ........................................................................................... 199
APPENDICES
Request Letters ...................................................................................... 201
Demand Questionnaire .......................................................................... 205
Supply Questionnaire ............................................................................. 209
Supporting Computations ....................................................................... 213
Payroll Computations ............................................................................. 217
Legal Requirement Forms ...................................................................... 218
REFERENCES ............................................................................................. 223
CURRICULUM VITAE .................................................................................. 225
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LIST OF TABLES
Table No. Title Page

1 Investment Cost ............................................................................. 9
2 Direct Competitors ....................................................................... 12
3 Indirect Competitors..................................................................... 13
4 Respondents’ Profile: Gender ...................................................... 18
5 Respondents’ Profile: Age ........................................................... 18
6 Respondents’ Profile: School Currently Attended ........................ 19
7 Respondents’ Profile: Source of Income ...................................... 20
8 Respondents’ Profile: Weekly Spending on Food ........................ 21
9 Respondents’ Profile: Monthly Family Income ............................. 22
10 Number of Respondents who have tried Sushi/Kimbap ............... 22
11 Frequency of eating Sushi/Kimbap .............................................. 23
12 Frequency of buying Sushi/Kimbap ............................................. 24
13 Channels where Respondents purchase Sushi/Kimbap .............. 25
14 Number of Respondents who have tried Silog meals .................. 25
15 Number of Respondent/s willing to try Silog meals ...................... 26
16 Frequency of eating Silog meals.................................................. 27
17 Frequency of buying Silog meals ................................................. 28
18 Variant of Silog meals usually eaten ............................................ 29
19 Preferred time of eating Silog meals ............................................ 30
20 Place where Respondents usually eat Silog meals ..................... 31
21 Willingness to try Sushilog ........................................................... 31
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22 Number of Sushilog rolls respondents are willing to buy in a month ..... 32
23 Price respondents are willing to pay for one Sushilog roll ............ 33
24 Preferred method of advertising................................................... 34
25 Factors affecting Respondents’ meal purchase: First priority ...... 35
26 Factors affecting Respondents’ meal purchase: Second priority . 36
27 Factors affecting Respondents’ meal purchase: Third priority ..... 37
28 Factors affecting Respondents’ meal purchase: Fourth priority ... 37
29 Factors affecting Respondents’ meal purchase: Fifth priority ...... 38
30 Factors affecting Respondents’ meal purchase: Sixth priority ..... 39
31 Factors affecting Respondents’ meal purchase: Seventh priority 39
32 Factors affecting Respondents’ meal purchase: Eighth priority ... 40
33 Factors affecting Respondents’ meal purchase: Ninth priority ..... 41
34 Respondents’ Profile: Years in Business ..................................... 42
35 Number of Competitors when they started their business ........... 43
36 Number of Competitors added per year ....................................... 44
37 Number of Operating Days in a week .......................................... 44
38 Number of Operating Hours in a day ........................................... 45
39 Days with most number of customers .......................................... 46
40 Days with least number of customers .......................................... 47
41 Time of the day with most number of customers ......................... 48
42 Time of day with least number of customers................................ 49
43 Number of Units/Pieces sold on regular days .............................. 50
44 Number of Units/Pieces sold on peak season ............................. 51
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45 Operations on Holidays ............................................................... 52
46 Occurrence of Regular Customers .............................................. 53
47 Age of Business’s Regular Customers ........................................ 53
48 Average complaints in a week ..................................................... 54
49 Marketing Strategy used .............................................................. 55
50 Effectiveness of Marketing Strategy ............................................ 56
51 Historical Population .................................................................... 57
52 Projected Population .................................................................... 57
53 Historical Demand of the Target Market ...................................... 58
54 Projected Demand of the Target Market ...................................... 59
55 Determination of Frequency......................................................... 60
56 Historical Supply .......................................................................... 61
57 Average Customers per year ....................................................... 62
58 Historical Number of Customers per year .................................... 63
59 Number of Customers per year.................................................... 63
60 Historical Values .......................................................................... 64
61 Projected Supply.......................................................................... 65
62 Historical Demand-Supply Analysis ............................................. 66
63 Projected Demand-Supply Analysis............................................. 67
64 Determination of Capacity............................................................ 67
65 Product Pricing Basis ................................................................... 71
66 Marketing Activities ...................................................................... 75
67 Manpower Requirements ............................................................. 96
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68 Salary Scale (Base Rates) ........................................................... 99
69 Work Schedule ............................................................................ 99
70 SSS Contribution Table ............................................................. 104
71 Philhealth Premium Contributon Table ...................................... 105
72 Pag-IBIG Contribution Table ...................................................... 105
73 Minor Offenses .......................................................................... 112
74 Major Offenses .......................................................................... 113
75 Production Schedule .................................................................. 127
76 Store Schedule .......................................................................... 128
77 Office Schedule ......................................................................... 128
78 Production Capacity ................................................................... 129
79 Manpower Schedule .................................................................. 130
80 Production Machinery & Equipment ........................................... 136
81 Production Furniture & Fixtures ................................................. 138
82 Office Machinery & Equipment .................................................. 138
83 Office Furniture & Fixtures ......................................................... 140
84 Store Machinery & Equipment ................................................... 141
85 Store Furnitures & Fixtures ........................................................ 142
86 Production Tools ........................................................................ 144
87 Kitchen Supplies ........................................................................ 144
88 Office Supplies........................................................................... 145
89 Store Supplies ........................................................................... 148
90 List of Direct Materials of TAPSILOG ........................................ 149
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91 List of Direct Materials of TOCILOG .......................................... 149
92 List of Direct Materials of HOTSILOG ........................................ 150
93 List of Direct Materials of CHICKSILOG .................................... 150
94 List of Direct Materials of PORKSILOG ..................................... 150
95 Payroll Register ......................................................................... 151
96 Employer’s Share ...................................................................... 151
97 Total Direct Labor Cost .............................................................. 151
98 Indirect Materials: Tapsilog ........................................................ 152
99 Indirect Materials: Tocilog .......................................................... 152
100 Indirect Materials: Hotsilog......................................................... 152
101 Indirect Materials: Chicksilog ..................................................... 149
102 Indirect Materials: Porksilog ....................................................... 153
103 Depreciation............................................................................... 153
104 Rent ........................................................................................... 154
105 SSS, Phil Health, HDMF- (COOK) ............................................. 154
106 Manufacturing Overhead ........................................................... 154
107 Variable overhead per unit ......................................................... 154
108 Total Unit Cost ........................................................................... 155
xiv
LIST OF FIGURES
Figure No. Title Page

1 Business Logo ............................................................................. 4
2 Respondents’ Profile: Gender ...................................................... 18
3 Respondents’ Profile: Age ........................................................... 19
4 Respondents’ Profile: School Currently Attended ........................ 20
5 Respondents’ Profile: Source of Income ...................................... 20
6 Respondents’ Profile: Weekly Spending on Food ........................ 21
7 Respondents’ Profile: Monthly Family Income ............................. 22
8 Number of Respondents who have tried Sushi/Kimbap ............... 23
9 Frequency of eating Sushi/Kimbap .............................................. 23
10 Frequency of buying Sushi/Kimbap ............................................. 24
11 Channels where Respondents purchase Sushi/Kimbap .............. 25
12 Number of Respondents who have tried Silog meals .................. 26
13 Number of Respondent/s willing to try Silog meals ...................... 26
14 Frequency of eating Silog meals.................................................. 27
15 Frequency of buying Silog meals ................................................. 28
16 Variant of Silog meals usually eaten ............................................ 29
17 Preferred time of eating Silog meals ............................................ 30
18 Place where Respondents usually eat Silog meals ..................... 31
19 Willingness to try Sushilog ........................................................... 32
20 Number of Sushilog rolls respondents are willing to buy in a month ..... 33
21 Price respondents are willing to pay for one Sushilog roll ............ 34
xv
22 Preferred method of advertising................................................... 35
23 Factors affecting Respondents’ meal purchase: First priority ...... 36
Factors affecting Respondents’ meal purchase: Second priority . 36
Factors affecting Respondents’ meal purchase: Third priority ..... 37
Factors affecting Respondents’ meal purchase: Fourth priority ... 38
Factors affecting Respondents’ meal purchase: Fifth priority ...... 38
Factors affecting Respondents’ meal purchase: Sixth priority ..... 39
Factors affecting Respondents’ meal purchase: Seventh priority 40
Factors affecting Respondents’ meal purchase: Eighth priority ... 40
Factors affecting Respondents’ meal purchase: Ninth priority ..... 41
24 Respondents’ Profile: Years in Business ..................................... 42
25 Number of Competitors when they started their business ........... 43
26 Number of Competitors added per year ....................................... 44
27 Number of Operating Days in a week .......................................... 45
28 Number of Operating Hours in a day ........................................... 46
29 Days with most number of customers .......................................... 47
30 Days with least number of customers .......................................... 48
31 Time of the day with most number of customers ......................... 49
32 Time of day with least number of customers................................ 50
33 Number of Units/Pieces sold on regular days .............................. 51
34 Number of Units/Pieces sold on peak season ............................. 52
35 Operations on Holidays ............................................................... 52
36 Occurrence of Regular Customers .............................................. 53
xvi
37 Age of Business’s Regular Customers ........................................ 54
38 Average complaints in a week ..................................................... 55
39 Marketing Strategy used .............................................................. 55
40 Effectiveness of Marketing Strategy ............................................ 56
41 SWOT Matrix ............................................................................... 69
42 Gantt Chart .................................................................................. 94
43 Organizational Chart .................................................................... 95
44 Purchase Process, 1 of 2 ........................................................... 118
45 Purchase Process, 2 of 2 ........................................................... 119
46 Pre-production Process, 1 of 2 .................................................. 121
47 Pre-production Process, 2 of 2 .................................................. 122
48 Production Process .................................................................... 124
49 Selling Process .......................................................................... 125
50 Floor Area Plan .......................................................................... 132
51 Production Area Layout ............................................................. 133
52 Office Area Layout ..................................................................... 134
53 Store Area Layout ...................................................................... 135
xvii
Background of the Study
Philippines has a continuously growing market in terms of the food service
industry. In fact, based on a nationwide Census of the Philippine Business and
Industry (CBPI) conducted on 2012, the food industry in the country totals to an
estimate of US $ 7.2 Billion which represents 15 to 20 percent growth every year
for the past decades. This fast-paced growth in the industry has led to the
expansion of the food services in the form of fast-food chain to casual dining
restaurants. Results of an annual survey released by the Philippine Statistics
Authority (PSA) on 2015 further proves that a total of 27,028 establishments
were formally engaged in food service activities with restaurants leading the
sector which accounts for 24.6% of the total number of establishments. The
same report presented that the total income generated by the industry amounted
to Php 437.3 billion.
The growing food industry in the country is due to various factors and one
of them is the growing demand for food. As the country’s population blows up
annually, the demand for food will directly increase to cater them. Furthermore,
today’s fast-paced lifestyle also influences the consumer’s purchasing power
over the years. Because of the foregoing factors, those engaged in food service
activities are continuously focusing on expanding their network to cater to more
Filipinos’ demand for convenience.
Among the various food options currently offered in the market, rice has
been a staple food item in the Philippines. Filipinos love to consume their daily
meals incorporated with rice and one of the most popular and frequently served
2
dish is the “silog” meal. This prime dish is a combination of singang or fried rice
and itlog or egg and your choice of meat, often served as breakfast in a typical
Filipino household but can also be an all-day meal. To introduce a new twist to
the market, the proponents of this study has come up with Sushilog
Sushilog is a combination of the classic Pinoy-favorite silog meals that is
rolled in nori (seaweed wrapper) giving the silog meals a Japanese touch of the
renowned sushi rolls. Sushilog offers convenience to the travelling Pinoy as it lets
him enjoy an affordable silog meal right at the palm of his hands.
Living in an environment where time is a luxury, and people are always in
a rush to be able to beat the urban traffic going to work or school, have been the
motivational factor of the advocates of this business concept. The proponents of
this study aim to cater commuters and students, and give them a choice to eat
on-the-go which will surely save up their precious time or enjoy our sushilog at
our bistro.
Business Name
The proponents of this study conjured a business name that is directly
patterned with the product offered. To be able to distinctly describe the product
itself, two words were combined to coin the term, “Sushilog”. “Sushilog” comes
from the word “sushi” and “-SiLog”. “Sushi” is a well-known Japanese dish of
vinegared rice usually accompanied by various ingredients like vegetables,
seafood, and fruits. “SiLog”, on the other hand, stands for “sinangag” and “itlog”
or fried rice and egg which is a popular Filipino breakfast combination. It is
usually further complemented by a third component like “tapa” or cured meat in
3
“tapsilog”, hotdog in “hotsilog”, “longganisa” or sausage in “longsilog” to name a
few. The business name implies what the product offered is, that is, a Filipino
version of the famous Japanese sushi.
Business Logo
Figure 1
Business Logo
The logo of the business features a mix of Japanese and Filipino culture.
The sushi, the kimono, the familiar red rays at the background, as well as the
distinguishable font represents the Japanese heritage. Meanwhile, the silog
meals and the peace-sign pose are both Pinoy favorites. The fusion of cultures
represented by the logo, and the name of the business, speaks for the idea of the
product which combines the sushi of the Japanese and silog meals of the
Filipinos.
Brief Description of the Product
The fast-paced, always busy and not enough time to do everything nature
of the everyday life of students served as the inspiration for the proponents of
this study to come up with the idea of establishing a business that would serve
on-the-go meals for people who are always on-the-go. Sushilog is basically the
4
Pinoy-favorite silog meals, such as tapsilog, tocilog, longgasilog, porksilog and
chicksilog, rolled in nori (seaweed wrapper), giving it the sushi-like experience.
The manner in which the silog meal is served saves students the hassle of
spending a good ten to fifteen minutes of sitting down just to eat. Sushilog offers
convenience to the students as it lets them enjoy an affordable silog meal right at
the palm of their hands.
Form of Business Organization
The proponents of the business opted for a partnership type of business
consisting of general partners and a managing partner. This organization is to be
duly registered with the Securities and Exchange Commission after submission
of documents necessary for its formation as well as compliance with other legal
requirements.
Business Location
Sushilog will be located at Concepcion Aguila Street, San Miguel, Manila,
with a floor area of 60 square meters. It is a street near the universities in
Mendiola (La Consolacion College, Centro Escolar University, The University of
Manila, San Beda University, etc.). This location is easily accessible to the target
market and where numerous food ventures are located as well.
5
Vicinity Map
Facade
Objectives of the Study
This study seeks to assess the feasibility of establishing a business that
would serve Pinoy-favorite silog meals in a sushi-like way. Specifically, this study
aims to achieve the following objectives:
A. Marketing Aspect
1. To identify the viable location in which to establish the proposed business
6
2. To determine the target consumers
3. To identify the type of market in which the proposed business would
operate in
4. To recognize the direct and indirect competitors of the proposed business
5. To determine the current and projected demand for the product that is to
be offered
6. To recognize the strengths, weaknesses, opportunities, and threats to the
proposed business
7. To identify the suitable price for the product offering
B. Management Aspect
1. To determine the suitable form of business to be engaged in
2. To identify the legal requirements and permits to be complied with and
secured in order to operate the proposed business
3. To develop the projected timeline necessary to commence operations
4. To develop the organizational chart and identify the necessary manpower
5. To develop the necessary schedules for business operations and
employee work hours
6. To develop essential company policies
C. Technical / Production Aspect
1. To develop the each and every process necessary for business operations
2. To develop schedules concerned with production, office, and store
operations
3. To develop the layout of the premises of the proposed business
7
4. To identify the machineries, equipment, and supplies needed to conduct
the business
5. To identify the technical components of the proposed product
D. Financial Aspect
1. To develop projected financial statements covering a period of five years
2. To develop the chart of accounts to be used in preparing the projected
financial statements
3. To develop the underlying general assumptions put forth in the projected
financial statements
4. To identify and develop the policies and estimates integrated in the
projected financial statements
E. Socio-Economic Aspect
1. To identify the industry to which the proposed business would be involved
2. To determine the implications of production and operation of the proposed
business
3. To identify the implications of the proposed business with regards to
employment
4. To determine the implications of taxes and legal regulations to business
operations
5. To identify and address matters concerning health which could be
attributed to the operations of the business
8
Investment Cost
Table 1
Particulars Cost Total
Registration Fees, Taxes, and Licenses 9,562.00
Advertising & Marketing 155,534.27
Employee Training 50,000.00
Salaries & Benefits 112,245.03
Utilities Expense 41,000.00
Supplies 1,439.00
Raw Materials 258,021.53
Professional Fees 30,000.00
Rent 75,000.00
Insurance Expense 3,750.00
Input VAT 80,393.90 816,945.72
Capital Expenditures
Rent Deposit 100,000.00
Machinery & Equipment 162,075.97
Furniture & Fixtures 62,852.30
Renovation Costs 247,696.43 572,624.70
TOTAL COSTS 1,389,570.42
Mode of Financing
Sufficient resources for the start-up of the business shall be accumulated
through pooling of funds by the general partners. Each partner shall contribute at
least ₱200,000 to obtain a total of ₱1,800,000, enough to sustain the initial
investment costs of the business during the first year of operations, as well as
potential start-up losses of the business.
9
MARKET DESCRIPTION
Target Area
A business location contributes to the success of the business based on
the number of potential customers and how ideal is the location. The right
location is determined by a combination of the business concept and the ideal
customer. Wanting high visibility can make a business more often to the public.
Being accessible to the public ensures that the business can easily attract the
volume of people needed to sustain and improve the business in the long run.
Given these factors, the proponents decided that Sushilog will be located at
Concepcion Aguila Street, San Miguel, Manila. This location is easily accessible
to our target customers. The location of the business will cater the needs of the
students, residents, commuters, and the like within the University Belt.
Competitive Situation
Sushilog is operating in a market where monopolistic competition exists
based from the research conducted by the proponents. Monopolistic competition
exists when there is large number of sellers that no individual can affect the
overall market. As there is a large number of competitors, there is free entry and
exit in which businesses finds no substantial barriers in entering or leaving this
market. A monopolistic competitor’s product is differentiated as a close substitute
but not perfect substitutes. This product differentiation gives the monopolistically
competitive business a small amount of control over the price it can charge, not
too much more, though, or the customer will switch to a close substitute. Through
variations in presenting the product, marketing and physical appearance, such as
11
product shape, size, or color, the proponent’s business would stand out from
monopolistic competitors.
List of Direct and Indirect Competitors
Sushilog offers products that have similar business operation competing
for the same potential market. The following are the business competitors of
Sushilog that has the same target market:
Table 2
Direct Competitors
Direct
Logo Address
Competitors
1215 Castanos, Sampaloc,

Temz Tapsilogan
Manila, 1008 Metro Manila
1315 Lardizabal Street,

John Cris
n/a Sampaloc Manila, 1008 Metro
Tapsilogan
Manila
1210, Castanos Street,

Bing Tapsilogan Sampaloc Manila, 1015 Metro
Manila
930 P.Campa Street, Sampaloc,

FC Pares Silog
Manila 1008 Metro Manila
John Ken Food 890 P. Campa Street, Sampaloc

House Manila, 1015 Metro Manila
12
Bente Silog – 1154 Espana Street, Sampaloc
Virtville Manila, 1015 Metro Manila
The proponents of the business considered some of the businesses
whose products are not the same but that could satisfy the same consumer
need. Here are some of our indirect competitors with the same geographic
location:
Table 3
Indirect Competitors
Indirect
Logo Address
Competitors
San Miguel Mendiola Street,

Mashitta Quiapo Manila, 1001 Metro
Manila
2217 Mendiola Street, Zone 040

Karate Kid Quiapo Manila, 1008 Metro
Manila
2nd St, San Miguel, Manila, 1008

MacDomeng’s
Metro Manila
1553 Concepcion Aguila St, San

Table Escape Miguel, Manila, 1008 Metro
Manila
13
Juana’s Budbod &
Miguel, Manila, 1008 Metro
Coffee
Manila

Saleta Miguel, Manila, 1005 Metro
Manila
Conception Aguila St, San

Perico’s Miguel, Manila, 1008 Metro
Manila
531 2nd St, San Miguel, Manila,

Chicks and Fins
1005 Metro Manila
14
TARGET MARKET
Market Structure
The proponents of the business intends Sushilog to cater mainly students
constantly on the move travelling to and from schools around the University Belt
in Manila. Due to the densely populated city, the proponents of this study aim to
provide convenience to the said target market. Since the target market will be
students of prominent colleges and universities along University Belt, they are
expected to have an average monthly income or allowances of ₱4,000 to
₱10,000.
Age Bracket
The target market for this study encompasses senior high school students
and college students in the ages ranging from 16 to 25 years old. This age
bracket is an important demographic factor considered to contribute to the
revenue generation of the proposed business, since those within the bracket are
usually out of their homes, for school purposes, and are open to trying new
things, such as a newly introduced food product.
Sampling Area
Data were gathered with the aid of survey questionnaires from students within
the vicinity of the target business location, particularly Centro Escolar University-
Manila, San Beda University-Manila, La Consolacion College-Manila, and
University of Manila. For easier accessibility by respondents, the demand
questionnaire was converted to a Google Form, and the supply questionnaire
was printed and personally delivered to target respondents. The access to the
15
Google Form was disseminated through the use of social media, specifically,
Facebook. The supply questionnaires were distributed in printed form and
interviews were simultaneously conducted.
Sample Size
To determine the number of participants to be surveyed or interviewed as
a representative of the population, the proponents used Slovin’s formula. The
total number of students enrolled in Centro Escolar University, San Beda
University, La Consolacion College-Manila, and University of Manila were
gathered to determine the number of population to be used in the study.
Slovin’s formula is computed as: Where:
𝑁 n= Number of Sample
n=1+
𝑁𝑒 2
N= Total Projected Population which

35,331
n=1+
35,331 ×10%2 is 35,331
n = 100 e= Margin of Error which is 10%
Hence, the proponents will have a sampling size of 100 survey
respondents who shall be the participants of the study.
Sampling Method
Due to the large number of population used in the study, it is not feasible
to reach them all, hence, the proponents used the Cluster Random Sampling
method to gather the necessary data which will determine the viability of the
product. In this method, the population is divided into separate groups called
16
clusters and each member in the cluster is selected through simple random
sampling method wherein each individual has an equal chance of being selected,
and each member of the population is chosen entirely by chance. Universities
within the vicinity of the area are the clusters.
The proponents gathered data through online survey to a number of
respondents from each cluster in which they were randomly selected. Such
questionnaire was converted into a Google Form, in which it is easily
disseminated to students from the selected universities, namely Centro Escolar
University, San Beda University, La Consolacion College, and University of
Manila. The number of respondents in each cluster/ university was based on the
proximity of the school location to the place of the business which results to a
larger number of samples for universities nearer to the place of the business.
With regards to potential competitors, survey was conducted through printed
questionnaires.
Demand Survey Results
A demand survey was conducted by the proponents of the study, where
the survey questionnaire was made accessible through a Google Form, and
disseminated through social media. The following tabular and graphical
presentations are made to illustrate the results of the conducted survey.
17
Table 4
Respondents’ Profile: Gender
Response Frequency Percentage
Female 73 73%
Male 27 27%
Total 100 100%
Male
27%
Female
73%
Figure 2
Respondents' Profile:
Gender
The random sample of 100 respondents were comprised of more female
respondents than male ones. Female respondents composed 73% of the
sample, while the remaining 27% were males.
Table 5
Respondents’ Profile: Age
16 – 18 years old 30 30%
19 – 21 years old 55 55%
22 – 24 years old 15 15%
Total 100 100%
18
22 - 25 years old
15%
16 - 18 years old
30%
19 - 21 years old
55% Figure 3
Age
The target market of the business will be composed mainly by students
from the Senior High School and College levels. Due to this, the respondents
were limited to an age bracket of 16 to 24 years old. Majority of the respondents
were aged 19 to 21 years old, while respondents 16 to 18 years old comprised
30%, and the remaining 15% were respondents aged 22 to 24 years old.
Table 6
Respondents’ Profile: School Currently Attended
Centro Escolar University – Manila 29 29
La Consolacion College Manila 24 24
San Beda University – Manila 26 26
University of Manila 21 21
Total 100 100%
19
University of
Manila Centro Escolar
21% University
29%
San Beda
University
26%
La Consolacion
College Manila Figure 4
24% Respondents' Profile:
School currently attended
To properly represent the target market, random samples were chosen
from schools with close proximity to the target area. Four schools were selected,
namely Centro Escolar University – Manila, La Consolacion College – Manila,
San Beda University – Manila, and The University of Manila.
Table 7
Respondents’ Profile: Source of Income
Allowance 94 94%
Part Time Job 6 6%
Total 100 100%
Part-time Job
6%
Allowance
94%
Figure 5
Source Of Income
20
Table 7 and Figure 5 show the source of income of the respondents.
Since the respondents are mainly students, majority of the group rely only on
their allowances, while 6% have part-time jobs.
Table 8
Respondents’ Profile: Weekly Spending on Food
₱500 and below 23 23%
₱501 – 1,000 42 42%
₱1,001 – 1,500 19 19%
₱1,501 – 2,000 10 10%
₱2,001 – 2,500 3 3%
Above ₱2,500 3 3%
Total 100 100%
₱2,001 - 2,500 Above ₱2,500

3% 3%
₱1,501 - 2,000 ₱500 and below

10% 23%
₱1,001 - 1,500
19%
Figure 6
₱501 - 1,000 Respondents' Profile:
42% Weekly Spending On Food
Table 8 and Figure 6 groups the respondents in terms of average weekly
spending on food. 42% of the respondents spend around ₱501 to ₱1,000 on food
weekly, composing the majority of respondents. 23% spend ₱500 or lower; 19%
consume an average of ₱1,001 to ₱1,500; 10% spend ₱1,501 to ₱2,000; and 3%
each for ₱2,001 to 2,500 and those spending more than ₱2,500.
21
Table 9
Respondents’ Profile: Monthly Family Income
₱10,000 and below 5 5%
₱10,001 – 50,000 45 45%
₱50,001 – 100,000 23 23%
₱100,001 – 200,000 13 13%
₱200,001 – 350,000 5 5%
Above ₱350,000 9 9%
Total 100 100%
₱10,000 and below

Above ₱350,000
5%
9%
₱50,001 - 100,000
23%
₱10,001 - 50,000
₱200,001 - 350,000
45%
5%
₱100,001 - 200,000 Figure 7

13% Respondents' Profile:
Monthly Family Income
Table 9 and Figure 7 shows the demographic of the respondents as to
monthly family income. A majority of the respondents belong to the ₱10,001 –
50,000 and ₱50,001 – 100,000 bracket, comprising 45% and 23% respectively.
Table 10
Number of Respondents who have tried Sushi/Kimbap
Yes 80 80%
No 20 20%
Total 100 100%
22
No
20%
Yes
80%
Figure 8
Number of Respondents
who have tried Sushi/Kimbap
Table 10 and Figure 8 show the proportion of respondents who have tried
sushi and/or kimbap, and those who have not. 80% of the respondents have
eaten sushi and/or kimbap, while 20% haven’t tried the dishes yet.
Table 11
Frequency of eating Sushi/Kimbap
Always (more than once every week) 3 4%
Often (one to four times every month) 24 30%
Sometimes (once every two to three months) 29 36%
Seldom (one to five times in a year) 24 30%
Total 80 100%
Always
4%
Sometimes
36% Often
30%
Seldom
30% Figure 9
Frequency of eating Sushi/Kimbap
23
Table 11 and Figure 9 show how frequent the respondents eat sushi
and/or kimbap, if they do. 4% eat sushi or kimbap more than once every week;
30% do so one to four times every month; 36% eat sushi or kimbap once every
two to three months; and the remaining 30% seldomly eats sushi or kimbap
Table 12
Frequency of buying Sushi/Kimbap
Total 80 100%
Always
4%
Seldom
31%
Often
26%
Sometimes
39% Figure 10
Frequency of buying Sushi/Kimbap
Table 12 and Figure 10 show the frequency of respondents who buy
sushi/kimbap. Only four percent of the respondents buy sushi/kimbap more than
once a week. On the other hand, twenty-six percent consume one to four times
every month. Once every two to three months, thirty-nine percent eat the
product, and only thirty-one percent eat the product one to five times a year.
24
Table 13
Channels where Respondents purchase Sushi/Kimbap
Authentic Japanese restaurants 40 36%
Local restaurants 67 60%
Online Marketplace 3 3%
Kiosks/stands 1 1%
Total 111 100%
Online
Kiosks/stands
Marketplace
1%
3%
Authentic
Japanese
Restaurants
Local 36%
restaurants
60%
Figure 11
Channels where
respondents purchase sushi/kimbap
Table 13 and Figure 11 show the channels where respondents purchase
sushi/kimbap. Most of the respondents (60%) buy at local restaurants. More than
one-third (36%) prefer buying at authentic Japanese restaurants. Three percent
buy in an online marketplace, and the rest (1%) at kiosk/stands.
Table 14
Number of Respondents who have tried Silog meals
Yes 99 99%
No 1 1%
Total 100 100%
25
No
1%
Yes
99%
Figure 12
Number of Respondents
who have tried Silog meals
Table 14 and Figure 12 show the number of respondents who have tried
silog meals. Not surprisingly, ninety-nine percent of the respondents have tried
silog meals. On the other hand, only one percent have not.
Table 15
Number of Respondent/s willing to try Silog meals
Yes 1 100%
No 0 0%
Total 1 100%
Figure 13
Yes Number of Respondent/s
100% who haven't tried but
willing to try Silog meals
26
Table 15 and Figure 13 show the number of respondents who haven’t
tried but willing to try silog meals. Referring to Table 14, the one who has not
tried silog meals is willing to try one with sushilog.
Table 16
Frequency of eating Silog meals
Total 99 100%
Seldom
Sometimes 1%
21%
Always
28%
Often
50% Figure 14
Frequency of eating Silog meals
Table 16 and Figure 14 show the frequency of respondents eating silog
meals. Twenty-eight percent of the respondents eat silog meals more than once
every week. Half of the respondents consume silog meals one to four times
every month. Twenty-one percent of the respondents eat silog meals once every
two to three months. Only one-percent eat sushi one to five times in a year.
27
Table 17
Frequency of buying Silog meals
Total 99 100%
Seldom
1%
Always
Sometimes 24%
24%
Often
51% Figure 15
Frequency of buying Silog meals
Table 17 and Figure 15 show the respondents frequency of buying silog
meals. More than half purchase silog meals one to four times every month.
Twenty-four percent purchase more than once a week. The same percentage of
respondents purchase once every two to three months. Only 1% seldomly
purchase the product.
28
Table 18
Variant of Silog meals usually eaten
Tapsilog 94 28%
Porksilog 46 14%
Hamsilog 11 3%
Bangsilog 24 7%
Tocilog 51 15%
Longsilog 25 7%
Hotsilog 33 10%
Cornsilog 14 4%
Chicksilog 37 11%
Bacsilog 2 1%
Total 337 100%
Chicksilog Bacsilog
11% 1%
Cornsilog
Tapsilog
4%
Hotsilog 28%
Porksilog
10% 14%
Bangsilog
Longsilog 7% Hamsilog
7% 3%
Tocilog
Figure 16
15%
Variant of silog
meals usually consumed
Table 18 and Figure 16 shows the frequency of variety of silog meals that
are usually consumed. They are as follows: 28% prefer Tapsilog; 15% prefer
Tocilog; 14% choose Porksilog; 11% choose Chicksilog; 10% prefer Hotsilog; 7%
prefer Longsilog; 4% prefer Cornsilog; 3% choose Hamsilog; and only as low as
1% choose Bacsilog.
29
Table 19
Preferred time of eating Silog meals
Morning 30 30%
Noon 13 13%
Afternoon 8 8%
Night 13 13%
Any time of the day 35 36%
Total 99 100%
Any time of Morning

the day 30%
36% Noon
13%
Afternoon
8%
Night Figure 17
13% Preferred time of
eating Silog meals
Table 19 and Figure 17 show the preferred time of the day where
respondents consume silog meals. Thirty-six percent of the respondents eat silog
meals at any time of the day. Silog meals, being known as a breakfast meal,
captures 30% of the respondents to eating them in the morning. Thirteen percent
prefer the meals at night and eight percent on an afternoon.
30
Table 20
Place where Respondents usually eat Silog meals
At home 33 23%
Canteen / Eatery (“Carinderia”) 65 45%
Fastfood 22 15%
Restaurant 24 17%
Total 144 100%
Restaurant
17% At home
23%
Fastfood
15%
Canteen /
Eatery
(“Carinderia”) Figure 18
45% Place where respondents
usually eat silog meals
The foregoing table and figure present where the respondents frequently
consume silog meals. Based on the results, 45% of the respondents frequented
canteens or eateries, 23% chose to eat at home, 17% eats in restaurants, while
15% dines in fastfood.
Table 21
Willingness to try Sushilog
Yes 100 100%
No 0 0%
Total 100 100%
31
Yes
100% Figure 19
Willingness to try Sushilog
Table 21 and Figure 19 display the willingness of the respondents to try
the proposed product. Based on the results, all 100 respondents are willing to try
Sushilog
Table 22
Number of Sushilog rolls respondents are willing to buy in a month
1-3 rolls 43 43%
4-7 rolls 36 36%
8-10 rolls 13 13%
11-15 rolls 4 4%
16-20 rolls 0 0%
More than 20 rolls 4 4%
Total 100 100%
32
11-15 rolls
4% More than 20
rolls
4%
8-10 rolls
13% 1-3 rolls
43%
Figure 20
4-7 rolls Number of Sushilog rolls
36% respondents are willing
to buy in a month
The above table and figure show that almost half of the respondents which
totals to 43% of the population are willing to buy 1 to 3 rolls of Sushilog in a
month. On the other hand, 36% of the population are willing to 4 to 7 rolls in a
month, 13% are willing to purchase 8 to 10 rolls, and 4% of the respondents are
willing to buy 11 to 20 rolls
Table 23
Price respondents are willing to pay for one Sushilog roll
Below ₱40 16 16%
₱41 to 50 32 32%
₱51 to 100 39 39%
₱101 to 150 7 7%
Above ₱150 6 6%
Total 100 100%
33
Above ₱150
7%
₱41 to 50 ₱101 to 150

38% 8%
₱51 to 100
47%
Figure 21
Price respondents are willing
to pay for one Sushilog roll
Table 23 and Figure 21 present the percentages of the population in
accordance to the acceptable price range of 1 Sushilog. Accordingly, most of the
respondents favor to pay the price ranging from Php 41 to 100 which signifies
71% of the population. It is inferred that most of the respondents prefer a mid-
range cost for a single food consumption.
Table 24
Preferred method of advertising
Word of Mouth 46 46%
Social Media Advertisements 51 51%
Print Ads 1 1%
Physical Store 1 1%
Free Samples 1 1%
Total 100 100%
34
Physical
Store Free Samples
1% 1%
Print Ads
1%
Word of
Social Media Mouth
Advertisemen 46%
ts
51% Figure 22
Respondents' Preferred
Method of Advertising
In order to market the proposed product, potential customers where asked
as to their preference in advertising methods. Based on the results of the survey
conducted, Social Media Advertisements, which represents 51% of the
population, remain the most influential mode of publicity nowadays. The second
highest percentage corresponding to 46% of the population depends on Word of
Mouth as a way of advertisement. The rest of the population depends on Print
Ads, Physical Store, and Free Samples corresponding to 1% equally.
Table 25
Factors affecting Respondents’ meal purchase: First priority
Price 19 19%
Taste 66 66%
Presentation 3 3%
Brand name 2 2%
Nutritional value 5 5%
Innovation 0 0%
Packaging 1 1%
Freshness 4 4%
Promotion 0 0%
Total 100 100%
35
Nutritional Freshness
value 4%
5% Price
19%
Brand name
2% Packaging
1%
Presentation Taste
3% 66%
Figure 23
Factors affecting Respondents'
meal purchase: First priority
Table 26
Factors affecting Respondents’ meal purchase: Second priority
Price 35 35%
Taste 24 24%
Presentation 8 8%
Brand name 2 2%
Innovation 1 1%
Packaging 0 0%
Freshness 15 15%
Promotion 1 1%
Total 100 100%
Freshness
Innovation 15%
1% Promotion
1%
Nutritional
value Price
14% 35%
Brand name
2% Taste
24%
Figure 23
Presentation
8%
meal purchase: Second priority
36
Table 27
Factors affecting Respondents’ meal purchase: Third priority
Price 14 14%
Taste 10 10%
Presentation 16 16%
Brand name 1 1%
Innovation 2 2%
Packaging 3 3%
Freshness 30 30%
Promotion 3 3%
Total 100 100%
Promotion
Price
3%
14%
Freshness Taste
30% 10%
Packaging Presentation
3% 16%
Brand name
Innovation 1%
2% Nutritional
value Figure 23
21% Factors affecting Respondents'
meal purchase: Third priority
Table 28
Factors affecting Respondents’ meal purchase: Fourth priority
Price 14 14%
Taste 1 1%
Presentation 11 11%
Brand name 3 3%
Innovation 5 5%
Packaging 11 11%
Freshness 20 20%
Promotion 2 2%
Total 100 100%
37
Promotion Price Taste
2% 14% 1%
Freshness
20% Presentation
11%
Packaging
11%
Brand name
Nutritional 3%
Innovation value
5% 33% Figure 23
meal purchase: Fourth priority
Table 29
Factors affecting Respondents’ meal purchase: Fifth priority
Price 9 9%
Taste 0 0%
Presentation 26 26%
Brand name 6 6%
Innovation 19 19%
Packaging 20 20%
Freshness 7 7%
Promotion 6 6%
Total 100 100%
Promotion Price
6% 9%
Freshness Presentation
7% 26%
Packaging Brand name

20% 6%
Nutritional
Innovation value
19% 7%
Figure 23
meal purchase: Fifth priority
38
Table 30
Factors affecting Respondents’ meal purchase: Sixth priority
Price 3 3%
Taste 0 0%
Presentation 8 8%
Brand name 12 12%
Innovation 19 19%
Packaging 28 28%
Freshness 7 7%
Promotion 12 12%
Total 100 100%
Price Presentation
3% 8%
Brand name
Promotion
12%
12%
Nutritional
Freshness value
7% 11%
Packaging
28% Innovation
19%
Figure 23
meal purchase: Sixth priority
Table 31
Factors affecting Respondents’ meal purchase: Seventh priority
Price 2 2%
Taste 0 0%
Presentation 16 16%
Brand name 10 10%
Innovation 24 24%
Packaging 13 13%
Freshness 5 5%
Promotion 21 21%
Total 100 100%
39
Price
2%
Presentation
Promotion 16%
21%
Freshness Brand name

5% 10%
Nutritional
Packaging value
13% 9%
Innovation Figure 23
24% Factors affecting Respondents'
meal purchase: Seventh priority
Table 32
Factors affecting Respondents’ meal purchase: Eighth priority
Price 0 0%
Taste 1 1%
Presentation 6 6%
Brand name 24 24%
Innovation 20 20%
Packaging 12 12%
Freshness 2 2%
Promotion 27 27%
Total 100 100%
Taste Presentation
1% 6%
Promotion
27% Brand name
24%
Freshness
2% Nutritional
value
Packaging 8%
12% Innovation
20% Figure 23
meal purchase: Eighth priority
40
Table 33
Factors affecting Respondents’ meal purchase: Ninth priority
Price 3 14%
Taste 0 10%
Presentation 4 16%
Brand name 38 1%
Innovation 11 2%
Packaging 11 3%
Freshness 0 30%
Promotion 28 3%
Total 100 100%
Price
Presentation
3%
4%
Promotion Brand name

28% 38%
Packaging Nutritional
11% value
5%
Figure 23
Innovation
11%
meal purchase: Ninth priority
The figures and tables above pertain to different factors affecting the
marketability of a product in respect to the respondents’ opinions. Based on the
foregoing, taste comes first for the customers, followed by price, freshness,
nutritional value, presentation and packaging of the product, innovation,
promotion, and lastly, brand name. It can therefore be concluded that potential
customers are practical in choosing a product.
41
Supply Survey Results
A supply survey was conducted by the researchers, with potential
competitors as the respondents. The survey was conducted through printed
questionnaires and personal inquiry. The following tabular and graphical
presentations are made to illustrate the results of the conducted survey.
Table 34
Respondents’ Profile: Years in Business
1 year and below 0 0%
2 – 5 years 5 83%
6 – 9 years 0 0%
10 – 13 years 0 0%
14 – 17 years 0 0%
18 – 21 years 1 17%
22 – 25 years 0 0%
More than 25 years 0 0%
Total 6 100%
18 - 21 years
17%
2 - 5 years
83% Figure 24
Years in Business
Table 34 and Figure 24 show the profile of the respondents with respect to
their years in business. 17% of the competitors have been in the business for a
range of 18 to 20 years, while the rest have existed for 2 to 5 years.
42
Table 35
Number of Competitors when they started their business
0–1 1 16%
2–3 2 33%
4–5 0 0%
6–7 1 17%
8–9 1 17%
10 – 11 0 0%
12 or more 1 17%
Total 6 100%
12 or more 0-1
17% 16%
8-9
17%
2-3
33%
6-7
17% Figure 25
Number of Competitors
Table 35 and Figure 25 present the number of competitors present when
the respondents started their business. Two respondents answered that 2 to 3
competitors were existing during their start-up, while one respondent each
answered 0 to 1, 6 to 7, 8 to 9, and 12 or more were existing.
43
Table 36
Number of Competitors added per year
0 – 20 6 100%
21 – 40 0 0%
41 – 60 0 0%
61 – 80 0 0%
81 – 100 0 0%
101 – 120 0 0%
121 – 140 0 0%
More than 140 0 0%
Total 6 100%
0 - 20 Figure 26
100% Number of Competitors
Added Per Year
Table 36 and Figure 26 answers how many competitors enter the market
per year. All the respondents sad that a maximum of 20 competitors are added
per year.
Table 37
Number of Operating Days in a week
1–2 0 0%
3 0 0%
4 0 0%
5 0 0%
6 3 50%
7 3 50%
Total 6 100%
44
7 days 6 days
50% 50%
Figure 27
Number of Operating
Days in a Week
Table 37 and Figure 27 present how many days the respondents operate
in a week. Half the respondents operate for the whole week while the other half
operate for six days.
Table 38
Number of Operating Hours in a day
Below 6 hours 0 0%
6 – 8 hours 1 20%
9 – 11 hours 1 20%
12 – 14 hours 2 40%
15 – 17 hours 0 0%
18 – 20 hours 0 0%
21 – 23 hours 0 0%
24 hours 2 40%
Total 6 100%
45
6 - 8 hrs
17%
24 hrs
33%
9 - 11 hrs
17%
12 - 14 hrs Figure 28
33% Number of Operating
Hours in a Day
Table 38 and Figure 28 illustrate the operating hours of the respondents.
33%, or two respondents, operate for 12 to 14 hours a day, while another 33%
operate for 24 hours a day. One respondent each answered 6 to 8 hours and 9 to
11 hours, corresponding to the remaining percentage.
Table 39
Days with most number of customers
Monday 3 22%
Tuesday 2 14%
Wednesday 3 22%
Thursday 2 14%
Friday 2 14%
Saturday 0 0%
Sunday 2 14%
Total 14 100%
46
Sunday
14% Monday
22%
Friday
14%
Tuesday
14%
Thursday
14%
Wednesday Figure 29
22% Days with Most Number
of Customers
Table 39 and Figure 29 demonstrate the days when respondents
experience the most number of customers. 22% of respondents said that they
have their most number of customers every Mondays and Wednesdays, followed
by Tuesday, Thursday and Friday with 14%. No respondents answered
Saturday.
Table 40
Days with least number of customers
Monday 1 15%
Tuesday 0 0%
Wednesday 1 14%
Thursday 1 14%
Friday 1 14%
Saturday 2 29%
Sunday 1 14%
Total 7 100%
47
Sunday Monday
14% 15%
Wednesday
14%
Saturday
29%
Thursday
14%
Friday Figure 30
14% Days with Least Number
of Customers
Table 40 and Figure 30 in contrast with the previous one, illustrate the
days when respondents experience the least number of customers. 29% of
respondents said that they have their least number of customers every
Saturdays, 15% responded that it is Monday, while the rest, Sunday,
Wednesday, Thursday and Friday have response of 14% with one respondent
each.
Table 41
Time of the day with most number of customers
12:00 mn – 4:00 am 0 0%
4:01 am – 8:00 am 0 0%
8:01 am – 12:00 nn 2 28%
12:01 pm – 4:00 pm 2 29%
4:01 pm – 8:00 pm 2 29%
8:01 pm – 12:00 mn 1 14%
Total 7 100%
48
8:01 PM -
12:00 MN
14%
8:01 AM -
12:00 NN
28%
4:01 PM -
8:00 PM
29%
12:01 PM -
4:00 PM
29% Figure 31
Time of Day with Most
Number of Customers
Table 41 and Figure 31 explain the time of the day when respondents
experience the most number of customers. 29% of respondents said that it is
every 12:01 PM – 4:00 PM and 4:01 PM – 8:00 PM of the day that they have the
most number of customers, followed by 8:01 AM – 12:00 NN with two
respondents and the rest said that it is every 8:01 PM – 12:00 MN of the day.
There’re no responses for 12:00 MN – 4:00 AM and 4:01 AM – 8:00 AM.
Table 42
Time of day with least number of customers
12:00 mn – 4:00 am 0 0%
4:01 am – 8:00 am 1 16%
8:01 am – 12:00 nn 0 0%
12:01 pm – 4:00 pm 1 17%
4:01 pm – 8:00 pm 3 50%
8:01 pm – 12:00 mn 1 17%
Total 6 100%
49
8:01 PM - 4:01 AM -
12:00 MN 8:00 AM
17% 16%
12:01 PM -
4:00 PM
17%
4:01 PM - Figure 32
8:00 PM Time of Day with Least
50% Number of Customers
Table 42 and Figure 32 projects the time of the day when respondents
experience the least number of customers. Half of the respondents said that it is
every 4:01 PM – 8:00 PM of the day that they have the least number of
customers, followed by 12:01 PM – 4:00 PM and 8:01 PM – 12:00 MN with 17%
responses while the rest 16% chose 4:01 AM – 8:00 AM. No responses for 12:00
MN – 4:00 AM and 8:01 AM – 12:00 NN,
Table 43
Number of Units/Pieces sold on regular days
0 – 100 3 50%
101 – 200 1 17%
201 – 300 0 0%
301 – 400 2 33%
401 – 500 0 0%
More than 500 0 0%
Total 6 100%
50
301 - 400
33%
0 - 100
50%
101 - 200 Figure 33

17% Number of Units/Pieces
Sold on Regular Days
Table 43 and Figure 33 displays the average number of units sold each
regular days. Half of the respondents said that they can sell 0-100 each regular
days, while 33% responded to 301-400 pieces and the rest affirmed to 101-200
with one respondent.
Table 44
Number of Units/Pieces sold on peak season
0 – 100 1 16%
101 – 200 2 33%
201 – 300 1 17%
301 – 400 1 17%
401 – 500 0 0%
More than 500 1 17%
Total 6 100%
51
501 and
above 0 - 100
17% 16%
301 - 400
17%
101 - 200
33%
201 - 300 Figure 34
17% Number of Units/Pieces
Sold During Peak Season
Table 44 and Figure 34 presents the average number of units sold during
peak season. 33% of the respondents said that they can sell 101-200 units every
peak season, 17% responded to 201- 300, 301-400 and 500 and above pieces
and the rest chose 0-100 pieces with one respondent.
Table 45
Operations on Holidays
Yes 3 50%
No 3 50%
Total 6 100%
No Yes
50% 50%
Figure 35
Operations On Holidays
52
Table 45 and Figure 35 exhibits the number of respondents that operates
during Holidays. Half of the respondents said that they operate during these days
while the other half said that they don’t.
Table 46
Occurrence of Regular Customers
Yes 6 100%
No 0 0%
Total 6 100%
Yes
100% Figure 36
Occurrence of Regular Customers
Table 46 and Figure 36 demonstrate the occurrence of regular customers.
All respondents affirmed that they have regular customers.
Table 47
Age of Business’s Regular Customers
12 – 18 years old 4 28%
19 – 25 years old 6 43%
26 – 32 years old 4 29%
33 – 39 years old 0 0%
40 – 46 years old 0 0%
Above 46 years old 0 0%
Total 14 100%
53
12 - 18 yrs
26 - 32 yrs old
old 28%
29%
19 - 25 yrs Figure 37
old Age Of Business's
43% Regular Customers
Table 47 and Figure 37 displays the age of their regular customers. 43%
of respondents said that their regular customer ages 19 – 25 years old, 29%
responded for 26-32 years old while the rest answered 12-18 years old with four
respondents.
Table 48
Average complaints in a week
Less than 6 6 100%
6 – 10 0 0%
11 – 15 0 0%
16 – 20 0 0%
21 – 25 0 0%
More than 25 0 0%
Total 6 100%
54
Less than 6
100% Figure 38
Average Complaints In A Week
Table 48 and Figure 38 displays the average complaints they encountered
in a week. All the respondents answered that they experienced less than six
complaints per week.
Table 49
Marketing Strategy used
Social Media 1 11%
Tarpaulins, Posters 3 33%
Referrals 5 56%
Brochures 0 0%
Others 0 0%
Total 9 100%
Social Media
11%
Referrals Tarpaulins,
56% Posters
33%
Figure 39
Marketing Strategy Used
55
Table 49 and Figure 39 present the different marketing strategy they used.
Among the options, 56% selected referrals as their medium to market their
products, 33% answered tarpaulins and posters, while the rest chose social
media.
Table 50
Effectiveness of Marketing Strategy
Yes 6 100%
No 0 0%
Total 6 100%
Yes
100% Figure 40
Effectiveness Of Marketing Strategy
Table 50 and Figure 40 exhibits the assessment of the respondents as to
the effectiveness of its marketing strategy. All respondents affirmed that the
marketing mediums that they are using are effective for them.
56
Demand Analysis
Table 51
Historical Population
School 2015 2016 2017 2018 2019
Centro Escolar University– Manila 14,955 12,147 10,598 12,588 14,193
La Consolacion College – Manila 1,382 750 1,547 2,254 4,650
San Beda University – Manila 5,775 5,550 5,438 5,650 5,764
The University of Manila 10,751 10,363 10,000 10,361 10,724
Total 32,863 28,810 27,583 30,853 35,331
Source: Respective School Registrars
The above table shows the historical population for the years 2015 to
2019, of the schools comprising the main target market of the business. The data
were gathered through inquiry to the schools’ respective registrar’s offices.
Table 52
Projected Population
School 2020 2021 2022 2023 2024
Centro Escolar University– Manila 15,951 15,645 15,895 15,978 16,006
La Consolacion College – Manila 1,712 1,357 1,355 1,355 1,355
San Beda University – Manila 5,251 6,282 5,915 5,792 5,751
The University of Manila 8,913 10,712 11,083 11,206 11,247
Total 31,827 33,996 34,248 34,331 34,359
Source: Data are computed using arithmetic straight-line projection
Table 52 presents the projected population for the years 2020-2024. The
projections were computed using arithmetic straight-line method.
57
Table 53
Historical Demand of the Target Market
A B C(AxB) D E(CxD) F G(ExF) H I (GxH) J K
% OF CAPABLE
OF AFFORDING
THE PRODUCT
% OF WILLING
% OF TARGET
WILLINGNESS
POPULATION
POPULATION
CUSTOMERS
CUSTOMERS
FREQUENCY
HISTORICAL
HISTORICAL
WILLING TO
WILLING TO
POTENTIAL
POTENTIAL
BASED ON
CAPABLE
DEMAND
MARKET
MARKET
BUYERS
TARGET
TO BUY
TO TRY
YEAR
% OF
BUY
TRY
2015 32,863 100% 32,863 77% 25,305 100% 25,305 100% 25,305 71 1,796,655
2016 28,810 100% 28,810 77% 22,184 100% 22,184 100% 22,184 71 1,575,064
2017 27,583 100% 27,583 77% 21,239 100% 21,239 100% 21,239 71 1,507,969
2018 30,853 100% 30,853 77% 23,757 100% 23,757 100% 23,757 71 1,686,747
2019 35,331 100% 35,331 77% 27,205 100% 27,205 100% 27,205 71 1,931,555
Source: Based on the results of survey conducted to the target market
The foregoing table presents the historical demand of Sushilog. Percentages used in the table was derived from
the results of the survey conducted by the proponents of the study. The figures for historical demand are evidently
declining for the years 2016 until 2018. The declining figures are due to the introduction of the K to 12 program resulting to
less students in the universities and colleges.
58
Table 54
Projected Demand of the Target Market
A B C (AxB) D E (CxD) F G (ExF) H I (GxH) J K
% OF CAPABLE
OF AFFORDING
THE PRODUCT
% OF WILLING
% OF TARGET
WILLINGNESS
POPULATION
POPULATION
CUSTOMERS
CUSTOMERS
FREQUENCY
PROJECTED
PROJECTED
WILLING TO
WILLING TO
POTENTIAL
POTENTIAL
BASED ON
CAPABLE
DEMAND
MARKET
MARKET
BUYERS
TARGET
TO BUY
TO TRY
YEAR
% OF
BUY
TRY
2020 31,827 100% 31,827 77% 24,507 100% 24,507 100% 24,507 71 1,739,997
2021 33,996 100% 33,996 77% 26,177 100% 26,177 100% 26,177 71 1,858,567
2022 34,248 100% 34,248 77% 26,370 100% 26,370 100% 26,370 71 1,872,270
2023 34,331 100% 34,331 77% 26,435 100% 26,435 100% 26,435 71 1,876,885
2024 34,359 100% 34,359 77% 26,456 100% 26,456 100% 26,456 71 1,878,376
Source: Based on the results of the survey conducted to the target market
Table 54 demonstrates the projected demand for Sushilog. Likewise, the percentages used above were derived
from the survey results. The projected annual demand, on the other hand, is forecasted by multiplying the potential market
to the resulting frequency of consumption by the target market. Here, the annual demand seemed to be constantly
increasing due to the full implementation of the K to 12 program resulting to an increase in the annual students in the
target location.
59
Table 55
Determination of Frequency
A B C D (B/100) E (CxD)
Number of No. of Times % of the Total
Midpoint Frequency
Respondents Per Year Sample
1 to 3 rolls 2 43 24 0.43 10.32
4 to 7 rolls 5.5 36 66 0.36 23.76
8 to 10 rolls 9 13 108 0.13 14.04
11 to 15 rolls 13 4 156 0.04 6.24
16 to 20 rolls 18 0 0 0 0
More than 20 rolls 34.5 4 414 0.04 16.56
Total 100 71
60
SUPPLY ANALYSIS
Table 56
Historical Supply
Average Number of Number of Competitors Historical Supply Per
Year
Customers Per Year Per Year Year
2015 63,930 4 248,617
2016 70,323 4 273,479
2017 77,355 5 326,612
2018 71,855 6 420,727
2019 77,133 6 462,800
The numerical figures presented below are derived from the results of the survey conducted to 6 would-be
competitors within the principal place of the business. Such number is based on the sample. The average number of
customers per year is supported by the schedule below. Approximately, four (4) shops were present in the specified area
during 2015 and 2016, and one (1) additional competitor for the years 2017 and 2018. 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.
61
Table 57
Average Customers per year
Average Sales Per Year
Name of Competitors
2015 2016 2017 2018 2019
Temz Tapsilogan 85,240 93,764 103,140 113,455 124,800
John Cris Tapsilogan 28,413 31,255 34,380 37,818 41,600
Bing Tapsilogan 56,827 62,509 68,760 75,636 83,200
Fc Pares Silog - - 25,785 28,364 31,200
Bente Silog / Virtville - - - 61,455 67,600
John Ken Food House 78,137 85,950 94,545 104,000 114,400
Total Sales (Supply) 248,617 273,479 326,612 420,727 462,800
Number of Competitors for this year 4 4 5 6 6
Average Customers Per Year 62,154 68,370 65,322 70,121 77,133
The average sales per year per business is computed based on the number of units being sold per day during
regular days plus those sales made per day during peak season.
62
Table 58
Historical Number of Customers per year
Name of Competitor Average Customer Growth per Year 2019 2018 2017 2016 2015
Temz Tapsilogan 10% 124,800 113,455 103,140 93,764 85,240
John Cris Tapsilogan 10% 41,600 37,818 34,380 31,255 28,413
Bing Tapsilogan 10% 83,200 75,636 68,760 62,509 56,827
Fc Pares Silog 10% 31,200 28,364 25,785 - -
Bente Silog / Virtville 10% 67,600 61,455 - - -
John Ken Food House 10% 114,400 104,000 94,545 85,950 78,137
Note: Growth rate is based on the survey conducted to competitor
Table 59
Number of Customers per year
H
A B C (AxB) D E F (DxE) G (C+F)
(Gx52 weeks)
Customers
Customers
Customers
Customers
Customers
on Regular
Customers
Customers
Customers
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Days with
Days with
Per Week
per Week
per Week
numbers
per Peak
per Year
Average
Average
Average
Average
on Peak
Regular
Regular
(2019)
Days
Days
Total
Total
Most
Day
Day
per
Name of Competitor
Temz Tapsilogan 2 500 1,000 4 350 1,400 2,400 124,800

John Cris Tapsilogan 2 200 400 4 100 400 800 41,600
Bing Tapsilogan 2 300 600 5 200 1,000 1,600 83,200
Fc Pares Silog 1 100 100 5 100 500 600 31,200
Bente Silog / Virtville 6 200 1,200 1 100 100 1,300 67,600
John Ken Food
1 400 400 6 300 1,800 2,200 114,400
House
Note: Data are based in the survey conducted to competitors
63
Table 60
Historical Values
Year Y X X2 X4 XY X2Y
2015 248,617 -2 4 16 (497,234) 767,161
2016 273,479 -1 1 1 (273,479) 210,969
2017 326,612 0 0 0 - -
2018 420,727 1 1 1 420,727 359,273
2019 462,800 2 4 16 925,600 1,851,200
Total 1,732,234 0 10 34 575,615 3,539,873
Legend: Y= historical supply; X= number of year/s from the median - 2017
Yc = a + bX + c𝑋2
Where:
(ΣX4 )(ΣY)−(ΣX2 )(ΣX2 𝑌) (𝟑𝟒)(𝟏,𝟕𝟑𝟐,𝟐𝟑𝟒)−(𝟏𝟎)(𝟑,𝟓𝟑𝟗,𝟖𝟕𝟑)

𝑎= = = 335,675
N (ΣX4 )−(ΣX2 )2 𝟓(𝟑𝟒)−(𝟏𝟎)𝟐
ΣXY 𝟓𝟕𝟓,𝟔𝟏𝟓
𝑏= 2
= = 57,561
(ΣX) 𝟏𝟎
N(ΣX2 Y)−(ΣX2 )(ΣY) 𝟓(𝟑,𝟓𝟑𝟗,𝟖𝟕𝟑)−(𝟏𝟎)(𝟏,𝟕𝟑𝟐,𝟐𝟑𝟒)

𝑐= = = 5,386
N (ΣX4 )−(ΣX2 )2 𝟓(𝟑𝟒)−(𝟏𝟎)𝟐
64
The historical values presented herein were used in order to compute for the coefficients of statistical parabolic
equation, following the formula for each coefficient shown herein. The total sales per year, as mentioned, are the
consolidated sales of all the listed competitors which are shown in Table 40 (Average Customers per Year). The year
2017 is used as the median year thus assigning zero (0) as the value of its variable denoted by X.
Table 61
Projected Supply
Year A B X BX C CX2 Projected Supply (Yc)
2020 335,675 57,561 3 172,684 5,386 48,475 556,834
2021 335,675 57,561 4 230,246 5,386 86,177 652,098
2022 335,675 57,561 5 287,807 5,386 134,651 758,134
2023 335,675 57,561 6 345,369 5,386 193,898 874,942
2024 335,675 57,561 7 402,930 5,386 263,917 1,002,522
Total 1,678,374 287,807 25 1,439,037 26,930 727,118 3,844,529
Legend: 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
65
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.
DEMAND AND SUPPLY GAP
Table 62
Historical Demand-Supply Analysis
C
A B
Year (A - B)
Historical Demand Historical Supply Historical Demand Gap
2015 1,796,655 248,617 1,548,038
2016 1,575,064 273,479 1,301,585
2017 1,507,969 326,612 1,181,357
2018 1,686,747 420,727 1,266,020
2019 1,931,555 462,800 1,468,755
Where:
A = based on computation of historical demand (see table 53)
B = based on computation of historical supply (see table 56)
C = Historical demand gap = historical demand – historical
Table 62 shows the computation of the historical demand gap per year 2015-2019. The historical demand gap from
2015 to 2019 is 1,548,038; 1,301,585; 1,181,357; 1,266,020; and 1,468,755 respectively.
66
Table 63
Projected Demand-Supply Analysis
A B C (A-B) D (C/A) E F (B+E) G (E/F)
Projected Total Projected Total Projected Demand Gap Projected Annual Market
Year Market Size
Demand Supply Demand Gap % Capacity per Year Share %
2020 1,739,997 556,834 1,183,163 68.00% 73,195 630,029 11.62%
2021 1,858,567 652,098 1,206,469 64.91% 86,370 738,468 11.70%
2022 1,872,270 758,134 1,114,136 59.51% 101,053 859,187 11.76%
2023 1,876,885 874,942 1,001,943 53.38% 117,222 992,164 11.81%
2024 1,878,376 1,002,522 875,854 46.63% 134,805 1,137,327 11.85%
Where:
A = based on computation of projected total demand (see table 54)
B = based on computation of projected supply (see table 61)
C = Projected demand gap = projected total demand – projected total supply
D = Demand gap % = (projected demand gap ÷ projected total demand)
E = based on computation of capacity (see table 64)
F = Market size = projected total supply + projected annual capacity per year
G = Market share = (projected annual capacity per year ÷ market size)
Table 63 shows the computation of the projected demand gap, market size, and market share from 2020-2024.
Table 64
Determination of Capacity
Time required
Total Operating Maximum Percentage of Normal Annual
Year per unit (in Units per day
Minutes Annual Capacity Capacity Availed Capacity
minutes)
2020 2.5 288 86,112 85% 73,195
2021 2.17 331 99,029 87.22% 86,370
2022 720 1.88 381 113,883 88.73% 101,053
2023 1.71 438 130,966 89.51% 117,222
2024 1.60 451 150,610 89.51% 134,805
67
The table shows the determination of capacity for the production process. The data shown in columns A, B and C
came from the previously computed capacity for each cycle (refer to Technical Aspect). The data in the succeeding
columns are computed as shown in the parentheses.
68
SWOT Analysis
Strengths Weaknesses
▪ High quality ingredients offered ▪ Lack of market exposure since it

at a way affordable price is new to the market
▪ Easily accessible by the target
market
▪ Hassle free product by its
packaging
▪ Provides quality service that
maximize customers experience
▪ Effective Human Resource
Management
Opportunities Threats
▪ Opportunity for business
expansion ▪ Presence of various direct
▪ Food industry is extremely competitors
relevant and takes a large chunk ▪ Inflation effect
of the market share
▪ Customer’s preference for
▪ Most of the market were younger healthier food
which have evolved into trying
new food offerings ▪ Potential legislations concerning
food industries.
▪ Improves productivity and
management development
through technology
▪ Increased attention to food
safety and quality standards
Figure 41
SWOT Matrix
69
Strengths
1. Sushilog is an organization that offers silog meals inside a sushi wrapper.
Among its strengths is its high-quality ingredients offered at a very
affordable price as compared to the prices of its competitors.
2. Moreover, Sushilog is strategically located in a place where it is easily
accessible by the target market, particularly the students and workers.
3. Furthermore, the Sushilog is packaged in a way what it can be easily
consumed by the customers, thereby making our product hassle-free.
4. On top of having a quality product, Sushilog provides quality service that
maximizes customer experience. This would help Sushilog to assess the
service quality it provides to its customers in order to identify areas for
improvement, identify problems, and to better assess client satisfaction.
5. What complements Sushilog’s quality products and services is its effective
people management. Sushilog makes sure that human resources are
competent as early as recruitment to providing services.
6. Finally, Sushilog puts forth innovative food with the freshest ingredients.
Weaknesses
1. Lack of market exposure is the primary weakness of Sushilog. People’s
familiarity with the business has not yet been established since it is new to
the market which is food industry.
Opportunities
1. Silog meals have been a staple food for a long time, thus the opportunity
for business expansion arises.
70
2. Food industry is extremely relevant and takes a large chunk of the market
share.
3. Customers, specifically younger ones, have evolved into trying new food
offerings.
4. Technology is taking over, thus, investment in it, improves productivity and
management development initiatives.
5. Increased attention to food safety and quality standards.
Threats
1. The biggest threat to Sushilog is the presence of various direct
competitors. Silog meals have been very popular to the Filipinos which
paved the way for the prevalence of businesses offering silog meals.
2. Moreover, the prices of goods are continuously increasing nowadays
which will pose a threat to the business.
3. Customers’ tendency to refrain from unhealthier types of food.
4. Potential legislations that might restrict operations on food industries.
Product Pricing
Table 65
Product Pricing Basis
Business N ame Tapsilog Tocilog Hotsilog Chicsilog Porksilog
Sushilog 78.10 67.29 45.05 88.85 81.34
Temz Tapsilogan 60 50 40 55 50
John Cris Tapsilogan 55 50 40 65 55
Bing Tapsilogan 59 49 39 59 60
Fc Pares Silog 40 45 30 55 55
Bente Silog / Virtville 50 50 35 60 50
John Ken Food House 60 60 40 75 60
71
As shown in the table above, prices vary for different meals of Silog
offered by the competitors. For Tapsilog, the price range from 40-60 pesos,
Temz Tapsilogan offering the highest price while FC Pares Silog offering the
lowest price. For Tocilog, the price range from 45-60 pesos, John Ken Food
House offering the highest price while FC Pares Silog offering the lowest price.
For Hotsilog, the price range from 30-40 pesos, Temz Tapsilogan, John Cris
Tapsilogan, and John Ken Food house offering the highest price while FC Pares
Silog offering the lowest price. For Chicsilog, the price range from 55-75 pesos,
John Ken Food House offering the highest price while Temz Tapsilogan and FC
Pares Tapsilogan offering the lowest price. For Longsilog, the price range from
45-60 pesos, John Ken Food House offering the highest price while John Cris
Tapsilogan and FC Pares Silog offering the lowest price.
In estimating a competitive price in the market place we will use cost-plus
pricing method wherein the selling price is determined by adding a specific
amount mark-up to a product’s unit cost. Also, we considered the result of our
demand survey which asked the respondents on how much they are willing to
pay for one Sushilog roll. The result showed that 39% of the respondents are
willing to pay the price range of 51 to 100 pesos which is close to the price of 41-
50 pesos in which 32% of the respondents are willing to pay. In computing our
price for each type of our product a 30% mark-up on cost is used to cover up the
operating cost we will incur in the operation.
72
Marketing Program, Mix, and Strategies
I. Price
Determining the price of the products is a crucial aspect in any business
venture. For Sushilog, which belongs in a market situation where numerous
substituting competitors exist, pricing cannot be made purely to the advantage
of the business. To compete aggressively in the market, Sushilog would align
their prices to the consumers’ expectations and the competitive situation.
II. Promotion
Promotion shall be mainly focused on advertising efforts to gain customers’
attention. The following advertising methods shall be adapted:
a. Social Media
Engaging in social networking sites such as Facebook, Twitter, and
Instagram would be the top priority as per kind of advertisement to use.
73
This is in response to the results gathered in the survey that about half of
the respondents prefer online advertisements. Information about Sushilog,
its products, as well as promotions would be posted regularly to keep
customers updated. Further, comments and tweets about Sushilog would
be an excellent source of customer feedback.
b. Word of Mouth
Food bloggers would be invited to critique and review Sushilog
products. This would serve as both an opportunity for Sushilog to better its
products in response to the comments in the food review as well as to
advertise Sushilog upon posting of its review in the respective website or
section of the food blogger.
c. Print Advertisements
Sushilog would make use of both posters and foldable fans. The
posters would be placed in establishments, particularly in colleges and
universities near the business location. The posters will feature the logo of
Sushilog, product information, and location of the store. Meanwhile,
foldable fans will be distributed to the target customers of Sushilog,
namely students. The foldable fans would bear the Sushilog logo as well
as the business location. The fans would be distributed in strategic places
during the first few weeks of operation. Both the posters and fans would
be used to raise awareness amongst the target customers.
74
Table 66
Marketing Activities
Time Flow Strategies Activity Goal Cost
nd
2 week of Posters, 8.5in x 11in 100 pieces of To feature Php
December, Tarpaulins posters and 2ft x 3.5ft, 5 Sushilog, its 3600
2018 pieces of tarpaulins would be logo, product
placed in establishments, information,
particularly in colleges and and location
universities near the business of the store
location
3rd week of Foldable 300 pieces of foldable fans To easily and Php
December, Fans would be distributed to target directly reach 2400
2018 customers, the students. target
st
And 1 customer that
week of will provide a
operation great platform
to promote the
Sushilog
4th week of Invitation Invitation to critique and review To define Php
December of an variety of Sushilog products Sushilog 9000
2018 online brand and go
Food after the
Vlogger targeted
(Video audience
Blogger)
Social Facebook Promoted Page Ad To Php
Media (www.facebook.com/Sushilog) continuously 3000
promote
Sushilog
products and
to update the
customers
about
incoming
Continuous events,
/ All year promos, etc
round Social Twitter Quick Promote To update Php
Media (www.twitter.com/Sushilog) customers 3000
from time to
time current
and future
situations or
events of the
business and
to interact with
customers
75
feedback or
complaints
Social Instagram To promote Free
Media (www.instagram.com/Sushilog) the image of
variety of
Sushilog
products and
to
continuously
update
customers
about the
current and
future events
Invitation Once every year to provide To assure Php
of an consistent review of the quality customers the 9000
online of the Sushilog products quality and
Food betterment of
Vlogger the variety of
(Video Sushilog
Blogger) products
III. Physical Evidence
a. Uniform
76
The uniform aids in the proper grooming of the employees. It also adds to
the aesthetic of the store as a whole. A complete uniform is also functional, as it
is important to ensure proper hygiene and sanitation of the workforce, and for
protection from possible work hazards that could be prevented by the uniform.
The inspiration for the appearance of the uniform is mainly derived from the logo,
utilizing its colors and the theme of the business.
b. Logo
The logo serves as one of the distinguishing factor of the business. A
unique logo entices the general public and could be a factor for customers to
remember the business, and become patrons thereof. The logo of Sushilog
features a fusion of Japanese and Filipino culture. Its colors are derived from the
Japanese flag, and it showcases different elements that identify the two distinct
nations.
77
c. Packaging
The packaging of the product is the first thing that would appeal to
the customers when they see and get the product. Sushilog’s packaging
shall be convenient enough for easy on-the-go consumption. The Sushilog
wrapper shall be made from biodegradable materials, mainly paper, and
minimal to zero use of plastic. This effort shall be done to reduce the carbon
footprint that the potential business would have. The image above would be
the reference for the packaging of Sushilog’s packaging
IV. People
People are the most influential element of the marketing mix in assessing
the performance to determine the success factor of a business. The people that
are responsible for the operation of the business have a great impact on
customer’s satisfaction, customer loyalty, and also it may attract new customers
and its image at large. The likelihood that customers would be satisfied and
would come back and repurchase is highly dependent on the performance of
each employee, not only those with line functions but also the management.
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Thus, if managed well, a business’s workforce can be a competitive advantage to
the business.
Employees of Sushilog are trained accordingly on the technical aspects of
their jobs as well as the on the basic customer service etiquettes before the
commencement of the operation to meet the quality of service required from
them. Trainings and team building activities will be done regularly to maintain and
improve the employees’ productivity and the overall performance of the business.
V. Product
Consumers’ taste and preferences to food consumption never perish, thus,
in many years to come, food industry will continue to be a booming business in
the market.
With rice being the staple food in the Philippines, a food business that
caters rice with a regular viand can take a market share almost easily. Another
factor that Filipinos highly consider on choosing what food products to buy is the
cost.
This is very evident as the market for ‘silog’ meals has extensively
increased for the past decade. That combination of a regular viand, garlic fried
rice, and fried egg, is something Filipinos have always appreciated. Filipinos
might be calling it “breakfast” but it’s really a meal made for any time of day. In
addition, ‘silog’ meals are a steal for budget-conscious Filipinos, specifically
students and workers in highly-urbanized areas. Its price can go as low as 20
pesos to an average of 50 pesos.
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On the other hand, Japanese restaurants are emerging in every corner of
the Philippines. This is mainly driven by businessmen seeing Filipinos wanting to
try on different food offerings that might suit their taste. On top of that, Japanese
culture have been prominent in the Philippines as well. A few of the Japanese
food that have been in the Philippines for a while now are sushi, takoyaki, and
ramen, among others.
With this constantly evolving market and consumer dynamics, the
proponents of the study have decided to penetrate the market through innovation
of these ‘silog’ meals that Filipinos love to consume, thus, the creation of
‘Sushilog’. Since product innovations have been changing the market dynamics
in the Philippines recently, ‘Sushilog’ is on the move to meet the corresponding
market expectations.
‘Sushilog’ offers an innovative product of ‘silog’ meals wherein these ‘silog’
meals are prepared in a way to look and somehow taste like a sushi. This
product innovation will not only satisfy Filipinos’ craving for ‘silog’ meals, but also
their curiosity to try on something new. These freshly prepared ‘Sushilog’ meals
are made available in Tapsilog, Tocilog, Porksilog, Chicksilog, and Hotsilog
variants. By offering a variety of flavors, this will cater and satisfy different tastes
and cravings of the consumers.
VI. Process
Customers overall satisfaction in our service is our utmost priority. Having
the right processes in delivering our service is crucial in our business, that is why
we are keen in our direct activities and technological process.
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We see to it that from the moment our customers take their order they
would not wait long to enjoy our delectable Sushilog. That’s why we equipped our
bistro with a cash register to be able to accommodate our customers efficiently
when they pay as they order. We also equipped our kitchen with quality
appliances which will help our staff to prepare our Sushilog quickly without
foregoing its delicious taste.
Having smooth processes and an enticing product would give us a
competitive advantage over our competitors that’s why we give emphasis on
developing our processes to its utmost efficiency and effectivity.
VII. Place
Situating one’s business in a location where it can thrive may be a
contributing factor to its success. A business’s location must be easily accessible
to its target market. Aside from this, a start-up business must be placed where
prospective customers will be easily attracted.
To achieve this, Sushilog shall be located at Legarda Street, Sampaloc,
Manila, in front of LRT 2 Legarda Station. This location is a key spot near
prominent schools in the University Belt area, making it accessible to students,
which are the main prospective customers. It is also strategically placed in such a
way that it also welcomes residents around the area and commuters using the
nearby LRT 2 station.
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Form of Business Organization
Sushilog is a business that will be formed through the combined efforts of
nine persons contributing capitals proportionately, with the intention of dividing
future profits among themselves. As such, the proposed business is considered
to be in the form of partnership, particularly, a general partnership. By definition,
a general partnership is formed by general partners who are liable to the extent
of their separate properties after exhausting partnership assets.
The proponents of this study settled to be in partnership because of the
advantages it poses for Sushilog. These advantages include the multiple sources
of capital, ease of management of the business, and the distributed impact of
losses. As general partners, each one will contribute a proportionate amount of
capital to form the business. Because of the number of partners, it will be easier
to raise a sufficient amount of capital to start the business. Also, since there are
nine partners, nine minds are available for decision-making and control of the
business. Lastly, if ever the business incurs losses in the future, not one person
will have to absorb such losses. The impact of losses will be lessened for each
person because of the presence of partners. These advantages were taken into
consideration, thus, forming a partnership.
to be submitted to the Securities and Exchange Commission (SEC) in order
for the partnership to be in effect. Embedded in this document is the name of the
delegated managing partner and partners’ share in the profis or losses of the
business among others. To manage the proposed business efficiently, day-to-
day operations shall be administered and guided by the managing partner.
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Legal Requirements & Steps to Register the Business
1. Community Tax Certificate – CEDULA (CTC)
The following requirements must be complied to obtain Community Tax
Certificate:
• Valid ID
• Payment of Community Tax Fees
Required Fees:
• Basic Community Tax = Php 5.00
• Additional = Php 1.00 for every gross receipt derived from the business.
But the additional shall not exceed Php 5,000.00.
Procedures:
1. Proceed to city hall or barangay. Ask for the designated office for the
Community Tax Certificate (CTC)
2. Present a Valid ID
3. Fill out and submit the application form
4. Pay the required amount
5. Wait for issuance of Community Tax Certificate (CTC)
6. Sign and affix thumb print on the space provided in the Community Tax
Certificate (CTC)
2. Securities and Exchange Commission (SEC) Registration
The following requirements must be filed for registration of the partnership
• Cover Sheet
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• Reservation Payment Confirmation
• Articles of Partnership (AP)
Procedures and Required Fees:
1. Verification or reservation of proposed name. Pay Php 100.00 per
reservation for 30 days.
2. Present Articles of Incorporation and By-Laws at Green Lane Unit
Ground Floor, Secretariat Bldg., PICC Complex, Roxas Boulevard Pasay
City. Pay filing fee of 1/5 of 1% of the Partnership`s capital but not less
than Php 2,000.00 plus 1% of the amount as legal research fee.
3. Pay filing fee at the Cashier located at the Ground Floor, Secretariat
Bldg., PICC Complex, Roxas Boulevard Pasay City and file application
with the Receiving Unit, CRMD located at the Ground Floor, Secretariat
Bldg., PICC Complex, Roxas Boulevard Pasay City
4. Present Official Receipt to Releasing Unit, Ground Floor, Secretariat
Bldg., PICC Complex, Roxas Boulevard Pasay City to get the Certificate
of Recording of the Articles of Partnership
3. Barangay Clearance
There are a few requirements for Barangay Clearance application, namely:
• Application form
• Application fee
• Recent Community Tax Certificate or Cedula
Procedures:
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1. Go to your place’s Barangay Hall and inform the officer that you are
applying for a Barangay Clearance.
2. State the reason why you need a Barangay Clearance (ID requirement,
employment, Postal ID, etc.).
3. Present the Cedula together with the payment for application and
processing fees.
4. Wait for your Barangay Clearance to be released.
4. Social Security System Registration
The following must accomplish and file the following forms:
• R-1 (Employer Registration)
• R-1A (Employment Report)
• Photocopy of Articles of Partnership (the original must be presented to
the SSS for Authentication purposes)
5. Mayor’s Permit/ Business Permit
Requirements:
• Application Form
• Proof of Business Registration (SEC)
• Community Tax Certificate
• Barangay Business Clearance
• Contract of Lease
• Basis for computing taxes, fees and charges
• Location Sketch of the Business
Procedures:
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1. Secure following clearances:
• BIR Certificate of Payment
• Sanitary Permit
• Building Permit
• Fire Clearance
• Zoning Clearance
2. Proceed to Filing and Assessment section for verification of clearances
3. Issuance of Tax Order Payment (TOP) for approval by the Mayor. Pay
the amount at the cashier
4. Secure Certificate of Registration and claim the released Mayor’s Permit
6. Sanitary Permit
The following accomplished forms are to be submitted for application:
• Official Receipt by the City of Manila as payment for health certificate
• Drug Test Result
• Sputum Exam Result
• Stool Exam Result (Except for NON-food handlers)
• Community Tax Certificate (Cedula)
Procedures:
1. Issuance of Order of Payment and proceed to Taxpayer's Lounge for
payment
2. Screening of requirements and issuance of application form
3. Proceed to training area for orientation-seminar
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4. Proceed to biometrics area and pay the service fee before picture taking
& release of Health Certificate Card
5. Ocular inspection
6. Preparation and Typing of Sanitary Permit
7. Submission to Central Office
8. Checking, Receiving (Central Office), Data Encoding or Transmittal
9. Signature and release of Sanitary Permit
7. Barangay Micro Business Enterprise (BMBE) Registration
As stated in Republic Act No. 9178 or the BMBEs Act of 2002, a BMBE is
any business entity or enterprises engaged in the production, processing, or
manufacturing of products or commodities, including agro-processing,
trading, and services with assets, not including land, not more than P3
million. BMBEs may register at the Office of the Treasurer of the city or
municipality where the business is located.
Basic requirements for new applicants:
● Three copies of Filled out BMBE Form 01, signed by the owner or
manager of the entity applying for registration.
● Three (3) passport size ID pictures
Additional requirements for new applicants:
For entities with assets worth more than three hundred thousand pesos
(P300,000) up to three million pesos (P3,000,000.00)
● Registration as a business entity as explained above
● Taxpayer Identification Number (TIN)
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● Certificate of Registration from the Bureau of Internal Revenue (BIR)
● Mayor’s Permit or City/Municipal Business Permit
● Sworn affidavit executed by the managing partner that the enterprise is
barangay-based and micro-business in nature and scope
● Sworn Statement of Assets and Liabilities supported by pertinent
documents
● Pictures of the place of business and its assets, other than cash,
receivables and intangibles
● Copy of Loan Contract/s, if any, and duly-notarized Certification of
Amortization Payments on the Loan
● Income Tax Return (ITR).
8. Fire Safety Permit
1. Applicant must procure Fire Safety Inspection Certificate (FSIC) for new
businesses at the local Bureau of Fire Protection and be ready with the
following requirements:
○ Certified true copy of valid occupancy permit
○ Photocopy of FSIC for occupancy permit
○ Assessment of business permit fee/tax assessment bill from BPLO
○ Copy of fire insurance policy, if any.
2. Wait for the release of Order of Payment (OP)
3. Pay the assessed amount and submit copy of receipt of payment to
Customer Relation Officer (CRO)
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4. Receive claim stub. Note that FSIC will be issued within the maximum
period of three (3) days from application if no violation of the Fire Code
and its IRR has been noted during inspection.
5. Owner or authorized representative must present claim stub.
9. PhilHealth registration
• Employers may conduct registration through the Philippine Business
Registry (PBR). Once registered, submission of documents is no longer
required.
• However, if the employer fails to register through the PBR, the following
shall be submitted:
o Duly accomplished Employer Data Record (ER-1)
o For Partnerships: SEC registration
• To register the employees, Submit the following to any PhilHealth Office:
o Employer Data Record (ER1) Form (in duplicate)
o PhilHealth Membership Registration Form (PMRF) for each
employee (in duplicate)
10. PAG-IBIG registration
For partnerships:
• Submission of copies of the SEC Registration or Articles of Partnership
• By-Laws
• Bring the original documents for authentication purposes
• Duly accomplished Employer’s Data Form (EDF, HQP-PFF-002) (if
applicable)
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• Specimen Signature Form (SSF, HQP-PFF-003)
Procedures:
• Employers can register with the Fund through Philppine Business
Registry (PBR) or Integrated Business Registration (IBR) Facility.
• Submission of duly accomplished EDF and required supporting
documents to Members Services Office (MSO) or Members Services
Branch (MSB) servicing counter.
11. Food and Drugs Agency (FDA)
All food establishments are required to register their products to Food and
Drugs Agency (FDA) to obtain a License to Operate (LTO) and a Certificate
of Product Registration (CPR)
Procedures:
1. Submission of application form and all documentary requirements to FDA
and evaluation by an officer of the day.
2. Payment to the cashier once application is acknowledged. ()
3. Evaluation of registration fees by accounting and billing department to be
paid to the cashier.
4. As soon as payments are made, documents and samples are to be
submitted at PAICS for encoding. A Routing Slip Number (RLN) will b
provided for reference on the status of application.
5. Endorsement of application to the Product Services Division for decking.
6. Product Services Division (PSD) of BFAD will evaluate all the
requirements and prepare the endorsement for Certificate of
91
Registration, depending on the assessment and evaluation of the FDA
officer.
7. After approval, endorsement will be prepared and signed by the
supervisor and chief of the PSD, Certificate of Product Registration will
be issued for recommendation and will be signed by the Director of Food
and Drug Administration.
8. Release of Certificate of Product Registration or Letter of Denial which
can be picked up from FDA releasing department.
12. BIR Income Tax Exemption
The following requirements must be submitted to BIR for tax exemption:
• Photocopy of BMBE’s Certificate of Authority
• Sworn Statement of Assets with supporting documents
• Lists of branches, warehouse, factories, etc
• List of Affiliates
• Latest Audited Financial Statements, if applicable
Procedures:
1. Register the BMBE to the Revenue District Office (RDO) located at 2/f
BIR Regional Office Building 2 Benlife Building, Solano cor. Beaterio
Sts., Intramuros, Manila.
2. Submit the necessary documents for registration.
13. BIR Registration
The following requirements are to be submitted to BIR:
• BIR Form 1903
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• Certificate of Registration accredited by SEC
• Mayor’s Permit- to be submitted prior to the issuance of the BIR Certificate
of Registration
• Articles of Partnership
Procedures:
1. Accomplished BIR Form 1903 with the required attachments to the
Revenue District Office having jurisdiction over the registered address of
the business establishment. Requirements were submitted by the
business.
2. Payment of as an Annual Registration Fee at the Authorized Agent
Banks of the RDO.
3. A sum of was also paid, for the Certificate Fee and another for the
Documentary Stamp Tax.
4. After the payment has been made, the RDO issued the Certificate of
Registration (Form 2303), as a complete requirement were presented.
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Project’s Timetable
2019 2020
August September October November December January
ACTIVITIES 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Commencemen
t of the
business
Soft opening
Launch of
Marketing
Campaign
Recruitment
and Training of
Employees
Purchase of
raw materials
Look for
suppliers
Purchase PPE
Renovation of
site
Obtain the
necessary legal
requirements
for business
registration/lice
nsing
Obtain lease
Conduct market
research/survey
Find/decide on
business
location
Look for
financing
resources
Assessment of
start-up costs
Conceptualizati
on of the
Project
Conduct
feasibility study
Figure 42
Gantt Chart
94
Organizational Chart
Managing
Partner
Assistant
Accountant
Manager
Bookkeeper Cook 1 & 2 Cashier 1 & 2
Figure 43
Organizational Chart
We constructed the most conventional functional top-down organizational
structure to be organized by the tasks the employees performed. In this type of
organizational structure, employees with specialization are group together which
can cultivate stronger collaboration to achieve the organization’s common goal.
By facilitating the sharing of knowledge from the top-down it maximizes
employees’ performance for each task which allows each employee to reach its
greatest potential.
95
Manpower requirements
Table 67
Manpower Requirements
Job Description and
Job Title Qualifications
Functions
• Responsible for the day-to-
Managing Partner • To be selected from the day operations of the
pool of partners business
• Must have a Bachelor’s • Responsible for hiring,
Degree in Business training, and overseeing the
Administration staffs
• Must have a working • Ensures the operating
experience in any food conditions of the business is
industry properly maintained
• Excellent customer service • Ensures business’
skills compliance with all legal
• Strong communication requirements especially
skills health and food safety
• Can work under pressure standards and regulations
• Able to lead and motivate • Responsible for
the people in the communication with the
organization owners of the condition of
• Experience in staff the business
management and • Responsible for planning
development and arrangement of
• Experience in analysing inspection, cleaning, and
financial data maintenance of the
• Knowledge of equipment and facility
administrative procedures • Responsible for authorizing
payments
• Implements the rules and
regulations within the
organization
• Responsible for keeping the
safety deposit box
• Responsible for locating and

Assistant Manager • Must have a bachelor’s interviewing suppliers to
degree in Business determine product
Administration Major in availability and terms of
Business Management sales
• Must have working • Responsible for
experience in purchasing representing the
and maintaining organization in negotiating
relationship with supplier contracts and formulating
• Must be knowledgeable of policies with suppliers in
possible suppliers conformance with the
• Strong communication organization’s policy
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skills • Responsible for processing
purchase requisitions and
preparing purchase orders
for supplies and equipment
• Responsible for controlling
purchasing budgets
• Responsible for inspecting
the goods ordered and
delivered and conducting
inventory count and
inspection of such expiration
dates
Accountant • Candidate must be a • Prepares the set of financial

Certified Public Accountant statements of the
• Deadline-oriented organization
• Aptitude for technology • Responsible for filing tax
• Strong communication and returns
reporting skills • Maintains financial security
by following internal
controls
• Complies with national and
local requirements by
studying existing and new
legislation, enforcing
adherence to requirements,
and advising the partners
on needed actions
• Responsible for recording
Bookkeeper • At least one (1) year day-to-day transactions
working experience related • Responsible for maintaining
to bookkeeping and reconciliation of records
• Proficient in using for all receipts, payments,
Microsoft Tools and other financial
• Has familiarity with any transactions
accounting software • Responsible for filing all the
• Strong communication source documents for
skills transactions recorded
• Perform payroll
administration duties
• Responsible for keeping
confidential employee
records
• Responsible for preparing
payroll in compliance with
organization’s policies and
other applicable regulatory
framework
• Responsible for reconciling
records on a periodic basis
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• Responsible for three-way
matching of purchase order,
receiving report, and
supplier’s invoice before
recording the transaction
• Responsible for handling
Cashiers • At least high school cash transactions with
graduate customers
• At least 20 – 30 years old • Responsible for counting
• Strong communication money in cash drawer at the
skills beginning and end of shifts
• Must be honest and to ensure amounts are
hardworking correct
• Possesses good • Responsible for keeping the
mathematics skills safety deposit box
• Responsible for maintaining
clean and tidy environment
• Responsible for issuing
official receipt to customers
and keeping duplicated
receipts of sale transactions
• Helps the cook/s for
preparing and serving the
food to the customers
• Responsible for setting up
Cooks • At least high school necessary supplies
graduate • Prepare food for service
• At least 20 – 30 years old • Responsible for cook menu
• At least two (2) years of items
experience as a Cook • Ensure that kitchen area,
• Strong knowledge of equipment and utensils are
proper food handling cleaned
procedures • Responsible for complying
with nutrition and sanitation
regulations
• Maintain a professional
approach with customers
• Check food and ingredients
for freshness
• Responsible for preparing
purchase requisition
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Table 68
Salary Scale (Base Rates)
Job Title Monthly Rate Daily Rate Hourly Rate
Assistant Manager 14,712.00 613.00 76.63
Bookkeeper 14,328.00 597.00 74.63
Cooks 13,320.00 555.00 69.38
Cashiers 12,888.00 537.00 67.13
*Rates presented are before deductions for employee benefits
• Accountant shall be paid a retainer fee of ₱10,000.00 each month.
• Managing Partner shall be paid ₱15,600.00 per month, through profit or loss
allocation of the general partners of the business.
Other Employee Benefits
• Social Security Services (SSS)
• Philippine Health Insurance Corporation (PhilHealth)
• Home Development Mutual Fund (HDMF)
• 13TH Month Pay
Table 69
Work Schedule
Job Title Monday to Saturday Sunday
11:30 am to 7:30 pm
General Manager
(Break period: 3:30 pm to 4:30 pm)
6:00 am to 3:00 pm
Assistant Manager
(Break period: 9:00 am to 10:00 am)
The store
8:00 am to 5:00 pm shall be
Bookkeeper
(Break period: 12:00 nn to 1:00 pm) closed on
Sundays.
5:30 am to 2:30 pm
Cook 1
(Break period: 10:30 am to 11:30 am)
10:30 am to 7:30 pm
Cook 2
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6:30 am to 3:30 pm
Cashier 1 The store
(Break period: 10:30 am to 11:30 pm)
shall be
closed on
10:30 am to 7:30 pm
Cashier 2 Sundays.
Organizational Policies
A. Recruitment Policy
Advertisement
Sushilog shall release advertisements regarding the vacant employment
positions through social media. The advertisement shall contain an infographic
disclosing the nature and location of the business, requirements and procedure
for application, and details of the vacancy, specifically job description and
qualifications.
Selection Process
Sushilog wants to put up right people on the right job to avoid
absenteeism and high rates of employee turnover. Selecting the right candidate
based on experience, skills, and abilities suitable for the job will contribute to the
effective and efficient administration and operation of the business, which may
result to saving time and resources.
Upon receipt of employment applications, the managing partner shall
screen the applicants and choose three applicants, if applicants are more than
three, per position who will then proceed to the interview process. Interviewees
shall be contacted within two to three days from the close of the application
period.
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Interview Process
Applicants who passed the selection/screening process will be invited for
an interview. The managing partner of Sushilog shall prepare sets of questions
which will evaluate the fitness of the candidates for the job. For cooks, the
managing partner shall assess the suitability of the candidate by conducting a
cooking demonstration. A deliberation shall be done by the managing partner
after all interviews are done. Accepted applicants shall be contacted the following
day.
Orientation
All newly hired employees shall attend an orientation program to gain
knowledge about the company’s mission and vision, company objectives, such
as sales goals and marketing initiatives, expected conduct, such as appropriate
behavior, vacation and sick leaves, compensation benefits and the method of
payment of compensation, dress code policies, health benefits, retirement
packages, liabilities in case of damages to the organization’s assets and other
policies significant in performing their duties effectively and efficiently.
B. Employment Policy
Since Sushilog wants to avoid basic human resource issues, the following
policies must be considered:
● Sushilog will not accept applicants under 18 years old since it adheres to
certain laws and regulations regarding employment.
● Applicants must possess the necessary attitude and skills in performing the
task effectively and efficiently.
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● Every employee shall have the right to refuse certain task or attend to work
which will threaten or will put their life into danger such as when there is
fortuitous event and doing illegal acts such as forgery, fraudulent reporting,
and etc.
● Sushilog should place their employees into a safe and comfortable work
environment in order for them to accomplish their task in a safely and timely
manner.
C. Termination Policy
Resignation (Voluntary Termination)
Every employee has the right to voluntarily resign from his/her post, strictly
for justifiable reasons. In case of unjustifiable reasons, employees shall not enjoy
employee benefits regarding resignation. Resigning employees should provide a
notice of resignation to the managing partner 1 month prior the effectivity date,
for approval.
Dismissal (Involuntary Termination)
Employees who fail to observe proper compliance with the policies, guilty
of fraud or illegal actions, discriminatory behavior, unlawful or immoral behavior,
neglect of duty, or any major offenses may be subject to investigation, which may
result to termination. In the event one of these situations happened, employees
will be penalized in accordance with the sanctions called for by the offenses
committed. Employees who are subject to termination are those who commit the
6th offense in terms of minor offenses, or 3 rd offense in terms of major offenses.
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Penalties
● Employees who are guilty of unlawful actions shall be subject to legal
proceedings with proper inquiries and investigations
● Once the organization or another person suffered damages due to the
misconduct/ neglect of duty of the employees, they should be liable to the
company for the damages.
● Employee’s salary may be withheld in certain circumstances whenever
required, until resolution of the dispute.
D. Compensation and Benefits Policy
Salaries and Wages
Every employee must be compensated for their work done which is based
on the entity’s policy in which it adhere to legal rates. Sushilog employees will
receive their compensation every 15 th and last day of every month. However,
when uncontrollable events shall occur, employees will be paid in the nearest
possible day following such date.
13th Month Pay
The 13th month pay of an employee shall be equivalent one whole month
salary and shall be given not later than December 24 of each year.
Other Benefits
Employees shall be entitled to the benefits under SSS/PHIC/HDMF.
Management is responsible that the policies under these benefits are fulfilled
accordingly.
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Social Security System Benefits
Table 70
SSS Contribution Table
Sushilog shall adhere to the SSS Employees’ Compensation (EC)
program for the benefits of its employees such as Sickness Benefits, Maternity
Benefits, Disability Benefits, Retirement Benefits and Death Benefits.
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PhilHealth
Table 71
PhilHealth, which is administered by the Philippine National Health
Corporation, which is designed to help employees to get medical care through
their assistance in paying medical bills.
Home Development Mutual Fund/Pag-IBIG (HDMF)
Table 72
The HDMF, also known as the PAG-IBIG Fund, which provides housing
loan benefits and other financial assistance to employees and self-employed
individual who joins the fund.
105
Policy on Attendance
Punctuality
Employees are expected to report on time for their respective shifts. If an
employee is to be late, notice to the manager-in-charge must be given by him/her
two to four hours prior to his/her shift.
A corresponding per minute deduction to salary is to be affected for every
minute of tardiness. Upon three or more instances of tardiness in a given week,
the employee concerned must submit an incidence report to the manager-in-
charge. An incidence report contains an explanation of the employee for a
particular incident he/she is involved in. Accumulation of five or more incidence
reports in a month by an employee, would merit to a notice to explain.
Absences
Notice should be given by the employee to the manager-in-charge a day
prior to absence; no work, no pay. Three or more consecutive days of absence
without notice is to merit a notice to explain. A notice to explain would involve a
discussion between the employee concerned and the manager-in-charge
regarding the conduct exemplified by the former and/or necessary sanctions.
Three instances of notice to explain, whether regarding absences or tardiness,
would be a ground for termination.
Moreover, an absence a day prior or a day after a day-off by an employee
would require a submission of a medical certificate or any document supporting
the reason thereof for such absence.
Undertime and Overtime
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Corresponding notice of undertime must be given to the manager-in-
charge a day prior or two to four hours prior to the shift of the employee. An
undertime slip is to be filled-up by the employee and presented before the cut-off
for payroll.
Overtime is subject to the approval of the manager-in-charge and
availability of manpower. An overtime slip is to be filled-up by the employee and
presented before the cut-off for payroll.
Vacation Leave and Sick Leave

Employees are granted fifteen (15) leave credits annually which are non-
convertible to cash. Sick leaves must be filled upon return with corresponding
medical certificate. Vacation leaves shall be filled a week prior.
Emergency Leave/ Special Leave
Five days of emergency leave are granted to employees who were directly
affected by natural calamities and disasters, provided they provide notice and
proof. Special leaves include:
• Seven days Solo Parent Leave (subject to requirements of RA 8972);
• Ten days Leave with pay for Victims of Violence Against Women and their
Children (VAWC) (subject to requirement of RA 9262);
• Special Leave for Women of maximum 2 months (subject to requirements of
RA 9710).
Maternity and paternity leave
Maternity leave with pay is granted for every pregnant employee, whether
married or unmarried. 60 days are granted for normal delivery while 78 days for
caesarian delivery.
107
Meanwhile, a paternity leave of seven days is granted for married male
employees to allow support to his wife provided that the latter has given birth or
has suffered a miscarriage.
Holiday
The store is closed during Sundays and regular/special non-working
holidays.
Employee Conduct and Work Rules
This Code of Conduct provides an outline for the employees of Sushilog
with regards to the expected manner in which they should conduct themselves in
dealing with co-employees, customers, and third parties related to the
organization.
Strict compliance with the matters enumerated herein is greatly expected
from Sushilog employees. Violation of the following, especially in a repeated and
intentional manner, shall be dealt with by management accordingly.
Employee Conduct
• Employees must always act in an appropriate manner.
• Employees must communicate properly and respectfully with their co-
employees, managers, and most especially with customers.
• Employees must fulfill their duties and responsibilities with utmost integrity
and competence.
• Employees are held responsible for their actions and inactions.
• Employees are expected to be collaborative with their co-employees and
supervisors.
108
• Employees are expected to address the customer’s needs and complaints in
a professional and efficient manner.
• Employees are expected to treat the organization’s properties, both tangible
and intangible, with due care and respect.
Work Rules
• Employees are strictly prohibited from working while under the influence of
liquor and/or illicit drugs.
• Employees are strictly prohibited from engaging in any forms of sexual
and/or unlawful harassment.
• Employees are prohibited from smoking in the workplace especially while on
duty.
• Employees are prohibited from engaging in any forms of gambling in the
workplace.
• Theft and/or fraud in the workplace, in any form, is strictly prohibited.
• Shouting and/or talking loudly especially in dealing with customers is highly
discouraged.
• Conversations involving matters unrelated to work that may interfere
operations are discouraged.
• Use of mobile phones while on duty is discouraged. However, personal
messages or calls may be allowed in emergency situations.
Dress Code and Hygiene
Sushilog employees, while on duty, are expected to be in a presentable
and professional manner consistent with the following:
109
• Employees must be clean and well-groomed.
• Employees must wear their proper uniform.
• Employees, most especially those involved in food preparation, must always
wear a clean apron.
• Employees must wear non-slip and closed footwear.
• Employees, most especially those involved in food preparation, must tidy up
their hair and wear a hairnet.
• Employees are highly encouraged to maintain a neat hair. Additionally,
excessive amounts of facial hair must be trimmed down to appropriate
volumes.
• Excessive amounts of perfume as well as heavily scented ones are highly
discouraged.
• Wearing of heavy make-up is discouraged. Make-up must be worn only in
appropriate amounts.
• Wearing of jewelry must be kept to a minimum. However, employees
involved in food preparation are prohibited from wearing any forms of jewelry.
Safety, Cleanliness, Health and Sanitation
Sushilog is committed to serving clean and safe food to its customers. In
this regard, employees, particularly those involved in food preparation, are
expected to adhere to the following:
• Employees must wear their proper uniform and footwear.
• Employees must always keep their workstations clean.
110
• Employees must always keep their hands clean.
• Fingernails should be kept neat and short. Artificial nail polish is prohibited.
• Employees must always wear a hairnet and hand gloves.
• Employees must not have any facial hair.
• Employees must not wear make-up of any sort.
• Employees must not wear any form of jewelry.
• Food containers and storages must always be kept clean and sanitized.
• Equipment and cooking utensils must always be kept clean and sanitized.
• Food packaging must be kept in a dry and well-maintained storage unit.
• Employees must ensure that the food served was properly prepared.
111
Major and Minor Offenses
Table 73
Minor Offenses
Minor Misconduct Sanctions for Minor Offenses
• Reporting for work after the grace period • 1st offense would merit a
allowance of 15 minutes. verbal warning/notice.
• Absence from work without justifiable reason • 2nd offense would merit a
and/or notifying the superior concerned. written notice which would
• Leaving from work before the time out include a warning for
without permission. counseling.
• Leaving the workplace during work hours • 3rd offense would merit
without permission. counseling.
• Posting any time other than that bearing • 4th offense would merit one (1)
his/her name or allows another employee to week suspension without pay
post in/out for him/her. and with a warning of transfer,
• Malingering or feigning sickness. demotion, termination and/or
• Sleeping on the job. restitution.
• Failure to wear uniform appropriately, • 5th offense would merit a fine
including name tags, hair net, gloves and equivalent to 3-month salary
apron. and any of the following
• Loitering during work hours. whichever is applicable:
• Unnecessary wastage of resources. - Transfer
• Improper and destructive use of tools, - Demotion
supplies and equipment. - Forced resignation
• Removing or defacing or destroying • 6th offense would merit
company notices. termination.
• Failure to furnish immaterial pieces of
information.
• Verbal fighting in the work premises.
• Using of any gadgets that may distract the
employee during work hours.
• Obstructing other employees from work.
• Entertaining personal visitors in the
premises without authorization.
• Failure to observe safety and sanitary
measures.
112
Table 74
Major Offenses
Major Misconduct Sanctions for Major Offenses
• Habitual failure to observe punctuality. • 1st offense would merit 3
• 5 un-notified absences. to 5 weeks of suspension
• Use of foul language. without pay and with a
• Insubordination. warning of transfer,
• Causing severe or permanent damage to demotion, termination
company properties, tools and supplies. and/or restitution.
• Working under the influence of alcohol/drugs. • 2nd offense would merit a
• Engaging in any gambling activities during fine equivalent to 3-month
working hours. salary and any of the
• Smoking in the work premises. following whichever is
• Tampering, making unauthorized corrections, or in applicable:
any way tampering time logs, whether directly or - Transfer
indirectly involved. - Demotion
- Forced resignation
• Failure to furnish pieces of information which
significantly bear on the overall operations of the • Third offense would merit
business. termination, with any legal
consequences beyond the
• Individually or in connivance with other employees
workplace policies, if any.
or superior in committing fraud such as alteration
of transaction documents and records.
• Soliciting or accepting illegal gratification.
• Theft.
• Physical altercation with other employees,
superior or clients.
• Sexual and other forms of harassment.
• Breach of employer-employee confidentiality.
Internal Control
Business risks hamper the achievement of the objectives of an
organization. These are always present and cannot be eliminated completely, but
can be reasonably mitigated by the implementation of the following controls:
Physical Controls
1. Security cameras shall be installed within the establishment which covers all
areas of the business.
113
2. Cooking appliances and other cooking utensils are small but valuable assets,
making them prone to theft. The store should be locked before leaving the
premises and the key should be kept by the Manager with a duplicate key
kept by the cook.
3. All cash must be put inside the cash storage box to prevent theft and
embezzlement of cash. Access to the cash safety box shall be limited to the
Manager and the Cashier. The presence of both parties shall be required
when cash is to be deposited in the cash safety box.
4. Daily transactions recorded in the company’s journals and ledger, as well as
source documents, should be safely kept inside the premises.
5. Cash box’s keys should be given to the cashier and manager only.
6. The general manager is the responsible for assuring that the organization is
complying with the requirements of the fire department of the local
government by securing fire extinguishers to the premise.
Financial Controls
Cash Receipts and Sales Controls
1. The company shall adopt the imprest system of cash, daily cash receipts
shall be kept in the cash safety box and deposited by the on the following
day.
2. Surprise cash counts should be made by the bookkeeper in the presence of
the manager.
3. The bookkeeper shall be responsible for preparing the reconciliations
periodically. The daily summary of the record of sale and cash receipts
114
should be extracted from the system and should be compared to the daily
bank deposits and the cash held. Each reconciliation must be signed and
dated by the person responsible for the preparation.
4. The cashier should sign the deposit slip to ensure that the amount of cash
deposited in the bank account matches the cash counted by the cashier.
5. An amount of Php 2,000, composed of coins and bills, shall be retained in
the cash safety box which shall serve as change fund.
Cash Disbursements and Inventory Controls
1. Two to three suppliers of the store’s needs should be pre-determined before
the commencement of the business. The shall make the purchase order
based on the calculated re-order point, economic order quantity and safety
stock.
2. The cook shall make the purchase for the necessary food materials and
supplies which shall be approved by the and a purchase order shall be
prepared, if necessary.
3. Upon the delivery of the ordered goods, the must inspect the goods’ quality
and quantity. In case of defects in the items purchased, he/she must inform
the supplier immediately.
4. The voucher shall be supported by purchase order, the receiving report and
the supplier’s invoice. The bookkeeper should match these three documents
(3-way match) before recording.
5. Bookkeeper shall file the voucher package by due date to pay liability on time
and maximize the discounts.
115
6. General Manager shall be the one who prepares the check, which shall be
signed by at least authorized persons. He shall also be the one who shall
cancel the voucher package.
7. Making sure that the goods are cooked or disposed prior to its expiration
dates shall be the responsibility of the .
Payroll Controls
1. Adequate and appropriate review of the time records prepared by the
employees shall be done to ensure its validity.
2. Deductions from the basic salary of employees should be properly
substantiated.
3. The General Manager must assure that salaries are given to the employees
on the specific date provided by the organizational policies to avoid conflicts
on payroll computation.
116
STEP-BY-STEP PROCESS
Purchase Process
COOK ASSISTANT SUPPLIER ASSISTANT MANAGER

MANAGER
Order Raw
Materials
Receive Goods, Supplier's
Invoice, and Issue
Prepare Purchase Receiving Report (RR) (2
Requisition Form (PR) Mins)
(1 Min)
Approval of
Inspection of the Goods and
PR
No Review of PO (15 Mins)
(1 Min)
Amend order to
meet inventory
needed Yes
Issuance of Purchase
Order (PO) (1 Min) Received Yes
Defective Inform Supplier
(3 Mins)
Good?
Contact available
supplier and submit
order (5 Mins) No Receive Credit Memo
Approval
of Order
No
A
Yes
0 time (1 Day)
Delivery
Figure 44
Purchase Process, 1 of 2
118
BOOKKEEPER MANAGING PARTNER
3-way matching of PO, RR, and

Supplier's Invoice (2 Mins)
Record the
transaction
Issuance of Voucher Payable Approval of Yes

Preparation of check (1 Min)
(VP) (2 Mins) VP
No Pay supplier's invoice (1 Min)
Cancellation of VP
End (1 Day, 30
Minutes)
Figure 45
Purchase Process, 2 of 2
119
The purchase process will start on ordering the needed raw materials. The
cook/s will prepare purchase requisition form and the assistant manager will
authorize it. After the authorization, the Assistant Manager will issue Purchase
Order Form then contact available supplier and submit order. After approval of
the order by the supplier delivery time takes approximately one day. Upon
receiving the goods ordered and the Supplier’s Invoice, the person receiving the
goods ordered shall issue receiving report and inspect the goods received. If the
goods ordered were defective it shall be immediately inform the supplier. The
bookkeeper shall perform 3-way matching of Purchase Order, Supplier’s Invoice,
and Receiving Report before recording the transaction. Then the Voucher
Package shall be issued by the bookkeeper subject to the authorization of the
General Manager. Finally, payment shall be made.
120
Pre-production Process
3
2 For beef tapa: In a 3.1
1 bowl, combine soy MIx the ingredients
Prepare the
sauce, calamansi juice, until the sugar is
Prepare tools ingredients
garlic, sugar, salt and dissolved
(5 minutes) pepper.
(1 minute)
(2 minutes)
4 3.2
4.1
For tocino: In a 3.4 Add beef and
Massage meat with
bowl, combine pork, massage to fully
mixture until well- Keep marinade in
sugar, salt, garlic, coat it with
distributed and the refrigerator
and red food marinade.
evenly colored. overnight to cure
coloring.
( 3 minutes) (2 minutes)
( 2 minutes)
4.2 For chicken and

porkchop: In a 5.1
Store in a container End of pre-
separate container, Add meat and set
and refrigerate production 1
combine garlic, salt aside.
overnight to cure. and pepper, egg,
and other
seasonings.
(5 minutes)
Figure 46
Pre-production Process, 1 of 2
121
6
For the rice: 6.2 6.3
Start of pre- Measure the rice Measure and add
Rinse the rice and
production 2 with a cup and put water to the rice.
drain.
it into the cooking
pot. (3 minutes) (1 minute)
(1 minute)
6 5.5
5.4 5.3
For fried rice: In a Wait for the rice to
separate bowl, finish cooking and Plug the cooker Place the pot in
break rice apart. set aside. and turn the the rice cooker
switch on. and close the lid.
(5 minutes) (20 minutes)
6.3
6.4
6.1 Add garlic into the
6.2 pre-heated wok Add rice and start
Pre-heat wok or tossing. Repeat a
skillet over low Heat oil for 1 and cook while
stirring few times until rice
heat for about 2 minute is heated through.
minutes occasionally for 7
minutes or until (7 minutes)
golden brown.
7.1
7 6.6
8 Bring the 6.5
END OF marinade to Take the Once the rice is
PROCES Cut up the simmer until cooked through, Season with salt
marinades
S hotdogs and half cooked turn off the fire and pepper to
from the
set aside and set the rice taste.
(17 refrigerator.
aside.
minutes)
Figure 47
Pre-production Process, 2 of 2
122
The pre-production process covers the preparation of tools and
ingredients needed to make the proposed product until the product is ready for
assembly. To start the process, all the tools needed and ingredients to be used
are set aside. Preparation of the Sushilog variants are then separately started.
The variants tapa and tocino are pre-produced as they are marinated overnight
for the flavors to seep in. Afterwards, they are half cooked to ready them for the
production process. In line with such process, cooking the rice and turning it into
a fried rice also happens in the pre-production phase. The pre-production
process takes about a total of 74 minutes to complete one batch of production.
123
Production Process
Pre-heat the Cook the meat

Accept Put oil on the
electric griddle and egg
customer order electric griddle
(20 seconds) (1 minute)
Cover the nori about 4/6 of the way Place one sheet of
up with a thin layer of the sushi nori (seaweed) onto Put in to a
rice, just enough to cover the nori the bamboo rolling small container
(20 seconds) mat
Place the ordered Gently lift the bottom Press and shape
variant toward the of the mat up and the ingredients
rice centered nori over the sushi into a tube
(5 seconds) (5 seconds) (20 seconds)
Roll with
Place on a plate (if dine
Serve to pressure so you
in) or wrap in packaging
customer can get a firm roll
wrapper (if take out)
(5 seconds)
Total Time:
2 minutes and 15 seconds
Figure 48
Production Process
The production process starts when a customer places an order. It will
begin from pre-heating the electric griddle up to 375 degrees. In a pre-heated
electric griddle, place the ordered variant and fry it for 2 minutes. When the
ordered variant is already cooked, place it into a small container. Then, place one
sheet of nori (seaweed) onto the bamboo rolling mat and cover the nori about 4/6
of the way up with a thin layer of the sushi rice, just enough to cover the nori. Add
124
the ordered variant toward the center of the rice-covered nori. After putting the
ordered variant into the nori, gently lift the bottom of the mat up and over the
sushi. Press and shape the ingredients into a tube. Lastly, roll with pressure so
you get a firm roll. The production process will continuously be performed as long
as there are orders received for every variant.
Selling Process
Cashier checks the Is the
Customer places availability of the sushilog
their order in the ordered sushilog's variant
cashier variant ordered
(20 seconds) available?
Notify the customer

of unavailability of
variant
(10 seconds)
Cashier receives Does the

Cashier forwards payment of the customer want to
the order to the customer and issue try the other
cook (10 secs) receipt available
(30 seconds) variant?
Cook prepares the

Server serves the Accomodate the
sushilog (3
order (5 seconds) next customer
minutes)
Figure 49
Selling Process
125
The selling process starts when a customer places an order in the cashier.
The cashier will notify the customer about the customer’s order after the cashier
checks the availability of the Sushilog ordered. If it is not available, the cashier
will offer other variant product of Sushilog. If the customer agreed on the offer,
the cook will prepare the Sushilog ordered and the process returns to the
collection of payment and issuance of receipt. And if the customer declines the
offer, the process ends with the accommodation of the next customer. If the
previous decision results in affirmative, the cook starts to prepare the sushilog
and then the server serves the sushilog to the customer. The customer shall
present the receipt before the order will be served by the server. Then, the next
customer will be accommodated. By processing each order it will take
approximately 3.25 minutes.
126
Production Schedule
Table 75
Production Schedule
Quantity Time Monday to Saturday Sunday
Cook 1: Pre-production
5:30am – 5:55am
(Cooking of Rice)
Batch 1 Cook 1: Pre-production (Making
5:55am – 6:02am
(48 units) of Fried Rice)
Cook 1: Pre-production (Half
6:02am – 6:19am
cooking of Meat)
6:19am – 6:30am Cleaning of Work Station
6:30am – 7:30am Cook 1: Production
Cook 1:
Batch 2
7:30am – 8:19 am Pre-production /
(48 units)
Production
Cleaning of Work Station /
8:19 am – 8:30 am
Production
8:30 am – 9:30 am Cook 1: Production
Cook 1:
Batch 3
9:30 am – 10:19 am Pre-production
(48 units)
Production
10:19 am – 10:30 Cleaning of Work Station / Cook
am 1: Production
10:30 am - 11:30 am Cook 2: Production Store is
closed.
Batch 4 11:30 am – 12:19 Cook 2: Pre-production
(48 units) am Cook 1: Production
12:19 am – 12:30 Cleaning of Work Station / Cook
pm 1 & 2: Production
12:30 pm – 1:30 pm Cook 1 & 2: Production
Cook 1:
Batch 5
1:30 pm – 2:19 pm Pre-production
(48 units)
Production
Cleaning of Work Station / Cook
2:19 pm – 2:30 pm
1: Production
2:30 pm – 3:30 pm Cook 2: Production
Cook 2:
Batch 6
3:30 pm – 4:19 pm Pre-production
(48 units)
Production
Cook 2:
4:19 pm – 4:45 pm Pre-production (Curing of Meat)
Production
4:45 pm – 6:30 pm Cook 2: Production
6:30 pm – 7:30 pm Cleaning Time
127
Store Schedule
Table 76
Store Schedule
Time Monday to Saturday Sunday
6:30 am Opening of Store
6:30 am – 10:30 am Business Operations
Business Operations
10:30 am – 11:30 am
Lunch Break (Cashier 1 & Server 1)
11:30 am – 1:30 pm Business Operations Store is
Business Operations / closed.
1:30 pm – 2:30 pm
Lunch Break (Cashier 2 & Server 2)
2:30 pm – 6:30 pm Business Operations
6:30 pm Closing of Store
6:30 pm – 7:30 pm Cleaning Time
Office Schedule
Table 77
Office Schedule
Time Monday to Saturday Sunday
6:00 am Start of Assistant Manager’s shift
8:00 am Start of Bookkeeper’s shift
9:00 am – 10:00 am Lunch break (Assistant Manager)
11:30 am Start of General Manager’s shift
Store is
12:00 nn – 1:00 pm Lunch Break (Bookkeeper)
closed.
3:00 pm End of Assistant Manager’s shift
3:30 pm – 4:30 pm Break (General Manager)
5:00 pm End of Bookkeeper’s shift
7:30 pm End of General Manager’s shift
128
Production Capacity
Table 78
Production Capacity
Time
Total required Maximum Percentage Normal
Units
Year Operating per unit Annual of Capacity Annual
per day
Minutes (in Capacity Availed Capacity
minutes)
2020 2.5 288 86,112 85% 73,195
2021 2.17 331 99,029 87.22% 86,370
2022 720 1.88 381 113,883 88.73% 101,053
2023 1.71 438 130,966 89.51% 117,222
2024 1.60 451 150,610 89.51% 134,805
The production of the store shall commence for 12 hours. The cooks have
shifts of 8 hours each, excluding their break times. However, break times of
individual cooks shall coincide with productive time of the other cook, therefore,
production shall be continuous.
129
Manpower Schedule
Table 79
Manpower Schedule
General Assistant
Bookkeeper Cook 1 Cook 2 Cashier 1 Cashier 2
Time Manager Manager
Monday to Saturday
5:30 to 6:30 am Pre-production
6:30 to 7:30 am Production
Business
Operations Production
7:30 to 8:30 am
Pre-production
Business
8:30 to 9:30 am Production Operations
Business
Operations
Break
9:30 to 10:30 Production

am Pre-production
Business
Operations
130
10:30 to 11:30
Break Production Break
am
11:30 am to Production
Production
12:30 pm Pre-production Business
Operations
Break
12:30 to 1:30 Business Business

Operations Production Production Operations
pm
Production
1:30 to 2:30 pm Break Break
Pre-production
Business
2:30 to 3:30 pm Production
Operations
Production
3:30 to 4:30 pm Break
Pre-production
Business
Operations
Business
Operations
6:30 to 7:30 pm Cleaning
131
Floor Plan of the Business
Figure 50
Floor Area Plan
132
The store shall have a seating capacity of 16 seats divided among 4
tables. Upon entering, the ordering and payment counter shall be visible. An
opening from the cashier area leads to two doors, through which the kitchen and
office area are accessible. The kitchen shall have a door leading to the storage
room for raw materials and supplies.
Production Layout and Specifications
Figure 51
Production Area Layout
The production area, or the kitchen, is accessible from a door accessible
through the counter area. Access to the storage area is passable through the
kitchen.
133
Office Layout and Specification
Figure 52
Office Area Layout
The office shall consist 3 workstations with desktop computers, for the use
of the general manager, assistant manager, and bookkeeper. Lockers for storage
of the employees’ belongings are also located in the room.
134
Store Layout and Specification
Figure 53
Store Area Layout
The store shall have four tables with four chairs each. These dining
spaces are available if the customers opt to enjoy their purchased Sushilog
within the comfort of our store. The cashier is placed in front of the door leading
to the back area, which houses the production area and the office area. A
lavatory and restroom area is also available inside the store for the use of
customers.
135
Table 80
Production Machinery & Equipment
Est. Cost, net of Depreci-
Serial Number Unit Cost (in Total Cost (in Input VAT
Name Image Useful VAT (in ation (in
Number of Units Php) Php) (in Php)
Life Php) Php)
Electric Griddle SKU8445

15 1 7,229.00 7,229.00 774.54 6,454.46 430.30
Grill 67VSS3F
Dual
GOP145B
Compartment 20 1 15,000.00 15,000.00 1,607.14 13,392.86 669.64
20C2A4
Top Freezer
ASJDIOA0
Range hood 10 1 3,750.00 3,750.00 401.79 3,348.21 334.82
123DAA
Kitchen ASD01SF
15 1 10,979.00 10,979.00 1,176.32 9,802.68 653.51
Refrigerator DA25189
136
Dish ASNAIV1
12 1 10,279.20 10,279.20 1,101.34 9,177.86 764.82
Sterilizer 294AS8C
ASDJAXC
8L Rice Cooker 20 1 3,099.00 3,099.00 332.04 2,766.96 138.35
913ASNA
UN308H
Food warmer 5 6 120.00 720.00 77.14 642.86 128.57
LAA9AQ0
PXF9865545
Exhaust fan 5 2 700.00 1,400.00 150.00 1,250.00 250.00
097764
137
Table 81
Production Furniture & Fixtures
Input Cost,
Est. Total Depreci-
Number Unit Cost VAT net of
Name Image Serial Number Useful Cost (in ation (in
of Units (in Php) (in VAT (in
Life Php) Php)
Php) Php)
Supply
127907936 10 1 4800.00 4800.00 514.29 4285.71 428.57
Cabinet
Single level
Sink Tap JFZX194A
15 1 2,049.75 2,049.75 219.62 1,830.13 122.01
Kitchen S9149A9
Faucet
Table 82
Office Machinery & Equipment
Est. Total Input Cost, net Depreci-
Serial Number Unit Cost
Name Image Useful Cost (in VAT (in of VAT (in ation (in
Number of Units (in Php)
Life Php) Php) Php) Php)
Printer (Epson UKLO937

5 1 9,295.00 9,295.00 995.89 8,299.11 1,659.82
L385) 1975282
138
Laptop
(Lenovo 8OT600
7 3 16,495.00 49,485.00 5,301.96 44,183.04 6,311.86
Ideapad 110- 05PH
14IBR)
Air
Conditioning HSJHFG3
10 1 27,498.00 27,498.00 2,946.21 24,551.79 2,455.18
Unit (Sharp 6589173
AF-X10SCF)
DFGBH25
Bundy Clock 8 1 3,299.00 3,299.00 353.46 2,945.54 368.19
DC8Y87T
GDGVY3
WiFi Router 8 1 4,999.00 4,999.00 535.61 4,463.39 892.68
76TGDBX
139
Table 83
Office Furniture & Fixtures
Est. Unit Total Input Cost, net Depreci-
Serial Number
Name Image Useful Cost (in Cost (in VAT (in of VAT ation (in
Number of Units
Life Php) Php) Php) (in Php) Php)
HDUYGB7
Office Chair 5 3 3,499.00 10,497.00 1,124.68 9,372.32 1,874.46
8326187
Yale Guest DHGDEJ

Digital Safe 15 1 6,998.00 6,998.00 749.79 6,248.21 416.55
HFV26ED
Box Medium
Office Table 323568870 10 3 5,500.00 16,500.00 1,767.86 14,732.14 1,473.21
Filing Cabinet 098866776 20 1 8,284.00 8,284.00 887.57 7,396.43 369.82
140
SK02001D-
Trash Bin 1-001 8 1 350.00 1,050.00 112.50 937.50 117.19
12LSS
Table 84
Store Machinery & Equipment
Number Unit Cost
Name Image Serial Number Useful Cost (in VAT (in of VAT (in ation (in
of Units (in Php)
1902485A
Cash Register 20 1 13,558.00 13,558.00 1,452.64 12,105.36 605.27
SC89121
Water
WD-350-54128 5 1 5,400.00 5,400.00 578.57 4,821.43 964.29
dispenser
CCTV CTV0591GDSA272 12 4 2,111.25 8,445.00 904.82 7,540.18 628.35
141
275110365_PH-
Silver Caddy 10 1 5,699.00 5,699.00 610.61 5,088.39 508.84
405625281
Condiment
Dispenser IG128766586543 5 1 1,289.00 1,289.00 138.11 1,150.89 230.18
Pump
Table 85
Store Furnitures & Fixtures
Number Unit Cost
Name Image Serial Number Useful Cost (in VAT (in of VAT (in ation (in
of Units (in Php)
Tables ST-2448PF 20 4 1349.00 6,745.00 722.68 6,022.32 301.12
Plastic
10 16 380.00 3,800.00 407.14 3,392.86 339.29
Chairs
142
Trash • 2271730078_PH-
393911730 10 3 1,500.00 4,500.00 482.14 4,017.86 401.79
bins
Toilet #215455 10 1 2,395.00 2,395.00 256.61 2,138.39 213.84

Bowl
Bathroom 0947 0742 CODIE

RND #211293 10 1 2,776.00 2,776.00 297.43 2,478.57 247.86
Sink
143
Table 86
Production Tools
Cost,
Unit Total Input
Number net of
Name Image Cost (in Cost (in VAT (in
of Units VAT (in
Php) Php) Php)
Php)
Stainless Steel
Kitchen 1 1,546.00 1,546.00 165.64 1,380.36
Utensils
Kitchen Knife
1 1,399.00 1,399.00 149.89 1,249.11
Set
Chopping
2 450.00 900.00 96.43 803.57
Board
Table 87
Kitchen Supplies
Cost,
Unit Total Input
Number net of
Name Image Cost (in Cost (in VAT (in
of Units VAT (in
Php) Php) Php)
Php)
Apron 2 80.00 160.00 17.14 142.86
144
Disposable
30.00
gloves
Hairnet 50.00
Trash bags 230.00
Table 88
Office Supplies
Input Cost,
Unit Total
Number VAT net of
Name Image Cost (in Cost (in
of Units (in VAT (in
Php) Php)
Php) Php)
Ballpen 5 10 50 5.36 44.64
Bond Paper
1 217.75 217.75 23.33 194.42
(short)/ rim
145
Bond Paper
1 257.75 257.75 27.62 230.13
(long)/ rim
Calculator 1 450 450 48.21 401.79
File Holder 3 310 930 99.64 830.36
Folder (short)/
1 48.75 48.75 5.22 43.53
pack
Folder (long)/
1 59.75 59.75 6.40 53.35
pack
Puncher 1 219.75 219.75 23.54 196.21
146
Paper clips/
1 70 70 7.50 62.50
box
Fastener/box 1 45 45 4.82 40.18
Pencils/box 1 54.75 54.75 5.87 48.88
Scissors 2 72 144 15.43 128.57
Eraser 2 22 44 4.71 39.29
Cutter 2 40 80 8.57 71.43
147
Stapler 1 49 49 5.25 43.75
Table 89
Store Supplies
Unit Cost,
Total Input
Number Cost net of
Name Image Cost (in VAT (in
of Units (in VAT (in
Php) Php)
Php) Php)
Flatware 20 250.00 5,000.00 535.71 4,464.29
Silverware
2 315.00 6,30.00 67.50 562.50
(Set of 10)
Food tray 10 95.00 950.00 40.71 339.29
148
PRODUCT COST
Direct Material Requirements
Presented hereunder are the product costs of the different type of
Sushilog. The presented unit cost of each Sushilog is based on the needed direct
materials, direct labor, and overhead of one Sushilog Roll.
Table 90
List of Direct Materials of TAPSILOG
Item Quantity Unit of Amount per unit of Unit
Required Required Measurement measurement Cost
Beef 75.00 grams 0.30 22.50
Liquid
10.18 grams 0.11 1.07
Seasoning
Japanese
200.00 grams 0.05 10.40
Rice
Garlic 18.60 grams 0.08 1.49
Egg 1.00 piece 5.00 5.00
Nori 1.00 piece 4.50 4.50
TOTAL COST PER UNIT 44.96
*Based on one Sushilog Roll
Table 91
List of Direct Materials of TOCILOG
Pork 85.23 grams 0.20 16.62
Food Color 0.45 grams 0.00 0.00
Ketchup 12.90 grams 0.05 0.58
Tocino Mix 2.13 grams 0.36 0.77
Atsuete 2.84 grams 0.28 0.80
Japanese
200.00 grams 0.05 10.40
Rice
Garlic 1.86 grams 0.08 0.15
Egg 1.00 piece 5.00 5.00
Nori 1.00 piece 4.50 4.50
149
Table 92
List of Direct Materials of HOTSILOG
Hotdog 1.00 piece 3.53 3.53
Japanese
200.00 grams 0.05 10.40
Rice
Garlic 18.60 grams 0.08 1.49
Egg 1.00 piece 5.00 5.00
Nori 1.00 piece 4.50 4.50
Table 93
List of Direct Materials of CHICKSILOG
Chicken Fillet
108.50 grams 0.25 26.58
Thigh
Cornstarch 25.00 grams 0.05 1.15
Bread Crumps 32.50 grams 0.13 4.26
Japanese
200.00 grams 0.05 10.40
Rice
Garlic 18.60 grams 0.08 1.49
Egg 1.00 piece 5.00 5.00
Nori 1.00 piece 4.50 4.50
Table 94
List of Direct Materials of PORKSILOG
Porkchop 100.00 grams 0.23 22.50
Cornstarch 25.00 grams 0.05 1.15
Bread
32.50 grams 0.13 4.26
Crumps
Japanese
200.00 grams 0.05 10.40
Rice
Garlic 1.58 grams 0.26 0.41
Egg 1.00 piece 5.00 5.00
Nori 1.00 piece 4.50 4.50
150
Direct Labor Cost
Table 95
Payroll Register
Gross Salary Deductions Net
Employee Hourly Daily Monthly Monthly
SSS PhilHealth HDMF Salary
Rate Rate Salary
Asst.
76.63 613.00 14,712.00 580.00 202.29 100.00 13,829.71
Manager
Bookkeeper 74.63 597.00 14,328.00 580.00 197.01 100.00 13,450.99
Accountant - - 10,000.00 - - - 10,000.00
Cook 1 69.38 555.00 13,320.00 540.00 183.15 100.00 12,496.85
Cook 2 69.38 555.00 13,320.00 540.00 183.15 100.00 12,496.85
Cashier 1 67.13 537.00 12,888.00 520.00 177.21 100.00 12,090.79
Cashier 2 67.13 537.00 12,888.00 520.00 177.21 100.00 12,090.79
Table 96
Employer’s Share
Total
Employer's Monthly
EC SSS PhilHealth HDMF Per
Share Salary
Share
Asst.
14,712.00 10.00 1,160.00 202.29 100.00 1,472.29
Manager
Bookkeeper 14,328.00 10.00 1,160.00 197.01 100.00 1,467.01
Cook 1 13,320.00 10.00 1,080.00 183.15 100.00 1,373.15
Cook 2 13,320.00 10.00 1,080.00 183.15 100.00 1,373.15
Cashier 1 12,888.00 10.00 1,040.00 177.21 100.00 1,327.21
Cashier 2 12,888.00 10.00 1,040.00 177.21 100.00 1,327.21
Total 81,456.00 60.00 6,560.00 1,120.02 600.00 8,340.02
Table 97
Total Direct Labor Cost
Hours Total Direct Sushilog Direct Labor
Hourly
Employee worked Labor Cost per Produced per Cost per
Rate
per Day Day day Unit
Cook 1 67.13 8 ₱ 555.00 1.93
Cook 2 67.13 8 ₱ 555.00 288 1.93
TOTAL 134.25 16 ₱ 1,100.00 3.85
151
Schedule of Overhead and Expenses
Table 98
Indirect Materials: Tapsilog
Item Required Unit Cost
Soy sauce 0.43
Vinegar 0.18
Brown Sugar 0.58
Salt 0.18
Pepper 0.86
Calamansi 0.35
MSG 0.14
TOTAL 2.72
Table 99
Indirect Materials: Tocilog
Vinegar 0.09
Brown Sugar 0.29
MSG 0.14
Pepper 0.86
Salt 0.06
TOTAL 1.44
Table 100
Indirect Materials: Hotsilog
Salt 0.06
TOTAL 0.06
152
Table 101
Indirect Materials: Chicksilog
Calamansi 0.35
Garlic Powder 0.41
Pepper 0.86
Salt 0.06
TOTAL 1.68
Table 102
Indirect Materials: Porksilog
Calamansi 0.35
Garlic Powder 0.41
Salt 0.86
Pepper 0.06
TOTAL 1.68
Table 103
Depreciation
Cost Annually
Production Machinery and Equipment 3,370.01
Production Furniture and Fixtures 550.58
Office Machinery and Equipment 11,687.73
Office Furniture and Fixtures 4,251.23
Store Machinery and Equipment 2,936.93
Store Furniture and Fixtures 1,843.19
Leasehold Improvements 24,769.64
Total 52,194.05
153
Table 104
Rent
Area (sqm.) Percentage Total Annual Cost
Fixed Overhead 11.42 19.04% 57,120
Selling Expenses 39.94 66.56% 199,680
Administrative Expenses 8.64 14.4% 43,200
Total 60 100% 300,000
Table 105
SSS, Phil Health, HDMF- (COOK)
Production Annual
Cook Ee Contribution Er Contribution Overhead
Share Cost
Sss 1,080.00 2,180.00 100% 2,180.00 26,160.00
Philhealth 366.3 366.3 100% 366.30 4,395.60
Hdmf 200 200 100% 200.00 2,400.00
Total 1,646.30 2,726.30 2,746.30 32,955.60
*Cost computed is multiplied by 2 because there are 2 cooks
Table 106
Manufacturing Overhead
Depreciation 8,636.73
Utilities 93,000.00
Rent 57,120.00
Indirect Labor 32,955.60
Fixed Factory Overhead Annually 191,712.33
Annual Capacity 86,112
Fixed Manufacturing overhead per unit 2.23
Table 107
Variable overhead per unit
Variable overhead per unit
Tapsilog 2.72
Tocilog 1.44
Hotsiilog 0.06
Chicsilog 1.68
Porksilog 1.68
154
Table 108
Total Unit Cost
Direct Direct Fixed Mfg. Total Unit
Var. Manufacturing
Flavor Material/ Labor/ Overhead per Cost in
Overhead/ Unit
Unit Unit Unit PHP
Tapsilog 44.96 3.85 2.72 2.23 53.76
Tocilog 38.81 3.85 1.44 2.23 46.33
Hotsilog 24.92 3.85 0.06 2.23 31.06
Chicsilog 53.38 3.85 1.68 2.23 61.14
Porksilog 48.22 3.85 1.68 2.23 55.98
Waste Disposal
Being in the food industry, cleanliness and sanitation are given utmost
importance. Trash bins should have garbage bags inside for easy disposal and
they are to be placed in the production and customer’s area. The bins shall be
labeled as biodegradable, non-biodegradable, and recyclable for proper
segregation of waste. Every morning, the garbage bags are put outside to be
collected by the garbage collector.
155
General Financial Assumptions
1. The Financial Statements shall be made in accordance with Philippine
Accounting Standards (PAS) 1 - Presentation of Financial Statements.
2. Sushilog is a VAT-registered partnership and a Barangay Micro Business
Enterprise (BMBE).
3. Projections shall be made for five (5) years, beginning year 2020 up to
2024.
INFLATION
1. Constant annual Inflation rate of 3.1%
SALES
1. Projected sales will be 97% of normal capacity.
2. Number of units sold will be based on annual normal capacity.
3. Total sales shall be assumed to be 36% from Tapsilog, 19% from Tocilog,
18% Porksilog, 14% Chicksilog, 13% from Hotsilog in accordance with the
sales mix.
4. Revenues from sales of Sushilog shall be received in cash.
PURCHASES
1. Kitchen supplies and store supplies shall be restocked monthly basis,
while office supplies are on quarterly basis. Order Quantity shall be based
from consumption.
2. Purchases are paid for using checks and shall be paid upon delivery.
157
3. Raw materials are to be acquired every five days with consideration of two
days lead time for delivery.
MERCHANDISE INVENTORY
1. Inventories shall be net of Input VAT when presented
2. First In, First Out method shall be used for accounting of inventory.
3. Inventories are accounted under periodic inventory system.
4. Ending inventory will be maintained at no less than 2 days worth of
inventory as safety stock while awaiting the next delivery.
5. Allowance for spoilage is 3% of annual capacity.
PROPERTY, PLANT, AND EQUIPMENT
1. Straight-line method is used in depreciating and in the amortization of the
property, plant, and equipment.
2. Property, plant, and equipment shall be depreciated based on the useful
lives presented under Technical Aspect.
3. Ten (10) years useful life will be the basis in depreciating Leasehold
Improvements.
4. Fully-depreciated PPE will be replaced as needed.
5. Property, plant and equipment are valued in the financial statement using
cost model.
BUDGETED ANNUAL OPERATION EXPENSE
1. Accrual basis shall be used for accounting operation expenses.
158
2. Salaries and wages of General Manager are allocated to overhead (25%),
selling expense (25%), general and administrative expense (50%). While
salaries and wages of Assistant Manager are allocated to general and
administrative expense (100%). While salaries and wages of Cook are
allocated to direct labor (100%). While salaries and wages of cashier are
allocated to selling expense (100%).
3. Depreciation expense for leasehold improvements is allocated to
operating expense (19.04%), selling expense (65.56%), and general and
administrative expense (14.4%).
4. Rent expense is allocated to operating expense (19.04%), selling expense
(65.56%), general and administrative expense (14.4%),
5. Utilities expense is allocated to operating expense (50 %), selling expense
30%), general and administrative expense (20%) considering the inflation
rate of 3.1% each year
6. Insurance expense is allocated to operating expense (50%), selling
expense (30%), general and administrative expense (20%).
7. Repairs and maintenance expense is estimated at Php 3,000.00 for selling
expense and Php 2,000.00 for general and administrative expense.
8. Advertising and promotional activities shall be Php 15,000.00 during the
first year of operation and Php 10,000 with increase of 3.1% on the
succeeding years.
159
EXPENSES
1. Salaries shall be expensed and paid for at the end of the month for which
services were incurred.
2. Professional fee shall be based on retainer’s fee worth Php 10,000.00
every month.
3. Expenses pertaining to Utilities shall be paid on the month following the
month for which the bill apply to.
4. Monthly rentals shall be paid each month end.
EQUITY
1. Each partner has an equal share in the net income of the business.
2. One managing partner shall receive a monthly salary in addition to his
share in the net income of the business.
Chart of Accounts
ASSETS
Current Assets
Cash and Cash Equivalents
101.1 Cash on Hand
101.2 Cash in Bank (Checking Account)
101
101.3 Petty Cash Fund
101.4 Change Fund
101.5 Salary Fund
Accounts and Other Receivables
102 102.1 Advances to Employees
102.2 Advances to Suppliers
Inventories
103.1 Raw Materials
103
103.2 Work in Process
103.3 Finished Goods
104 Supplies
160
104.1 Office Supplies
104.2 Kitchen Supplies
104.3 Store Supplies
Prepayments
105.1 Prepaid Rent
105
105.2 Prepaid Insurance
105.3 Prepaid Advertising & Promotion
Other Assets
106 106.1 Input VAT
106.2 Creditable Input VAT
Non-Current Assets
201 Rent Deposit
202.1 Production Machinery & Equipment
202.2 Accumulated Depreciation-Production Machinery & Equipment
202.3 Production Furnitures & Fixtures
202.4 Accumulated Depreciation-Production Furnitures & Fixtures
202.5 Office Machinery and Equipment
202.6 Accumulated Depreciation-Office Machinery and Equipment
202 202.7 Office Furnitures & Fixtures
202.8 Accumulated Depreciation-Office Furnitures & Fixtures
202.9 Store Machinery & Equipment
202.10 Accumulated Depreciation-Store Machinery & Equipment
202.11 Store Furnitures & Fixtures
202.12 Accumulated Depreciation-Store Furnitures & Fixtures
202.13 Leasehold Improvements
202.14 Accumulated Depreciation-Leasehold Improvements
LIABILITIES
Current Liabilities
Accounts Payable
Accounts and Other Payables
301.1 Rent Payable
301.2 Utilities Payable
301 301.3 Salaries Payable
301.4 Payable to BIR
301.5 Payable to SSS
301.6 Payable to HDMF
301.7 Payable to PhilHealth
161
301.8 Employee's Compensation Payable
301.9 Employee's Benefits Payable
301.10 Output VAT Payable
301.11 Withholding Tax Payable
301.12
302 Other Liabilities
PARTNER'S CAPITAL
Partner's Capital
401.1 Alqueza, Capital
401.2 Ebalin, Capital
401.3 Esguerra, Capital
401.4 Hipolito, Capital
401
401.5 Linang, Capital
401.6 Osit, Capital
401.7 Panganiban, Capital
401.8 Polonio, Capital
401.9 Traya, Capital
Partner's Drawings
402.1 Alqueza, Drawings
402.2 Ebalin, Drawings
402.3 Esguerra, Drawings
402.4 Hipolito, Drawings
402
402.5 Linang, Drawings
402.6 Osit, Drawings
402.7 Panganiban, Drawings
402.8 Polonio, Drawings
402.9 Traya, Drawings
403 Income and Expense Summary
REVENUES
501 Sales Revenue- Beverages
502 Sales Revenue- Food
503 Miscellaneous Income
EXPENSES
601 Purchases-Raw Materials
602 Purchases-Beverage Inventory
603 Freight In
604 Cost of Sales-Food
162
605 Cost of Sales-Beverage
606 Salaries and Wages Expense
607 SSS Premium Expense
608 HDMF Premium Expense
609 PhilHealth Premium Expense
610 Employee's Compensation Expense
611 Employee Benefits Expense
612 Other Benefits
613 Utilities Expense
614 Rent Expense
615 Insurance Expense
616 Cash Short or Over
617 Repairs and Maintenance
618 Advertising Expense
619 Office Supplies Expense
620 Kitchen Supplies Expense
621 Store Supplies Expense
622 Depreciation Expense-Production Machinery & Equipment
623 Depreciation Expense-Production Furnitures & Fixtures
624 Depreciation Expense-Office Machinery and Equipment
625 Depreciation Expense-Office Furnitures & Fixtures
626 Depreciation Expense-Store Machinery & Equipment
627 Depreciation Expense-Store Furnitures & Fixtures
628 Depreciation Expense-Leasehold Improvements
629 Professional Fees
630 Legal Fees
631 Tax Expense
632 Bank Charge
633 Miscellaneous Expense
163
Total Project Cost
SUSHILOG
Total Project Cost
ASSETS
Current Assets:
Raw Materials 14,621.22
Work-in-Process -
Office Supplies 3,962.00
Kitchen Supplies 7,439.00
Store Supplies 5,873.00
Prepaid Insurance 11,250.00
Input VAT 81,425.99 124,571.21
Non-Current Assets:

Production Machinery & Equipment 46,926.89
Production Furnitures & Fixtures 6,115.84
Office Machinery and Equipment 84,442.83
Office Furnitures & Fixtures 38,686.60
Store Machinery & Equipment 30,706.25
Store Furnitures & Fixtures 18,049.86
Leasehold Improvements 247,696.43 572,624.70
Pre-Operating Expenses:
Spoilage -
Training Expenses 50,000.00
Professional Fees 30,000.00
Legal Fees 9,562.00
Advertising & Promotion Expenses 167,584.13

Selling Expenses 66,622.03
General & Administrative Expenses 145,818.85 469,587.01
TOTAL PROJECT COST 1,166,782.92

Initial Investment 1,800,000.00
Add: Contributions Payable 13,340.04
Depreciation -
Beginning cash balance 646,557.12
164
Sushilog
Pre-Operating Statement of Financial Position

As at Year 0
(All amounts in Philippine Peso)
Notes
ASSETS
Current Assets
Cash and Cash Equivalents 646,557.12
Inventories 14,621.22
Supplies 17,274.00
Prepayments 11,250.00
Creditable Input VAT 81,425.99
Total Current Assets 771,128.33
Non-Current Assets
Property, Plant, and Equipment, net 472,624.70
Total Non-Current Assets 572,624.70
Total Assets 1,343,753.03
LIABILITIES AND EQUITY

Current Liabilities 13,340.04
Total Liabilities 13,340.04
Equity
Partners' Equity 1,330,412.99
Total Liabilities and Equity 1,343,753.03
165
Sushilog
Pre-Operating Statement of Financial Position
As at Year 2019
Notes
Cash flows from Operating Activities
Cash paid for purchase of raw materials 146,212.20
Cash paid for purchase of supplies 18,713.00
Cash paid for legal fees 9,562.00
Cash paid for utilities expense 41,000.00
Cash prepaid for advertising and promotion 15,000.00
Cash prepaid for rent 75,000.00
Cash prepaid for insurance 15,000.00
Cash paid for employee training 50,000.00
Cash paid to employees 95,569.98
Remittance to SSS 2,475.00
Remittance to PhilHealth 560.01
Remittance to HDMF 300.00
Cash paid for professional fees 30,000.00
Input VAT 81,425.99
Net Cash used from Operating Activities 580,818.18
Cash flows from Investing Activities

Cash paid for Rent Deposit 100,000.00
Acquisition of Production Machinery & Equipment 46,926.89
Acquisition of Production Furnitures & Fixtures 6,115.84
Acquisition of Office Machinery and Equipment 84,442.83
Acquisition of Office Furnitures & Fixtures 38,686.60
Acquisition of Store Machinery & Equipment 30,706.25
Acquisition of Store Furnitures & Fixtures 18,049.86
Cash paid for Leasehold Improvements 247,696.43
Net Cash used from Investing Activities 572,624.70
Cash flows Financing Activities

Capital Contribution 1,800,000.00
Withdrawal by Partner(s) -
Net Cash provided by Financing Activities 1,800,000.00
Net Cash flow During the Pre-Operation 646,557.12

Cash, beginning 646,557.12
166
Sushilog
Projected Statement of Financial Position
For the periods ended December 31, 2020-2024
2020 2021 2022 2023 2024
ASSETS
Current Assets
Cash and Cash Equivalents 194,747.03 80,284.03 137,163.56 380,004.71 475,974.56
Inventories 21,931.83 25,879.56 30,279.09 35,123.74 36,153.46
Supplies 17,809.49 18,361.59 18,930.80 19,517.65 20,122.70
Prepayments 11,250.00 11,250.00 11,250.00 11,250.00 11,250.00
Total Current Assets 245,738.35 135,775.17 197,623.45 445,896.10 543,500.71
Non-Current Assets
Investments 200,000.00 200,000.00 500,000.00 1,000,000.00 2,000,000.00
Rent Deposit 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00
Property, Plant, and Equipment, net 423,215.39 373,806.07 324,396.76 274,987.45 243,715.65
Total Non-Current Assets 723,215.39 673,806.07 924,396.76 1,374,987.45 2,343,715.65
Total Assets 968,953.74 809,581.25 1,122,020.21 1,820,883.54 2,887,216.36
LIABILITIES AND EQUITY
Current Liabilities
Accounts and Other Payables 30,340.04 30,820.54 31,315.94 31,826.69 32,353.27
VAT Payable 40,353.09 48,200.21 63,403.52 74,499.30 83,659.91
Total Liabilities 70,693.13 79,020.75 94,719.46 106,325.99 116,013.18
Equity
Partners' Equity 898,260.61 730,560.50 1,027,300.75 1,714,557.55 2,771,203.17
Total Equity 898,260.61 730,560.50 1,027,300.75 1,714,557.55 2,771,203.17
Total Liabilities and Equity 968,953.74 809,581.25 1,122,020.21 1,820,883.54 2,887,216.36
167
Sushilog
Projected Statement of Financial Performance
2020 2021 2022 2023 2024

Revenues
Net Sales Revenue 4,841,031.82 5,712,417.55 6,884,034.39 7,985,479.89 8,466,177.08
Total Revenue 4,841,031.82 5,712,417.55 6,884,034.39 7,985,479.89 8,466,177.08
Direct Cost
Cost of Sales 3,790,200.98 4,383,269.54 5,043,970.93 5,771,311.16 5,928,413.68
Gross Profit 1,050,830.84 1,329,148.01 1,840,063.46 2,214,168.73 2,537,763.40
Selling Expenses 662,999.83 675,303.54 687,669.05 700,098.27 712,593.20

General and Administrative Expense 644,783.39 646,344.58 698,454.17 699,613.65 701,324.58
Operating Income (256,952.38) 7,499.89 453,940.25 814,456.80 1,123,845.62
Interest Income 12,000.00 12,000.00 30,000.00 60,000.00 120,000.00
NET INCOME (LOSS) (244,952.38) 19,499.89 483,940.25 874,456.80 1,243,845.62
168
Sushilog
Projected Statements of Changes in Equity
2020
Alqueza Ebalin Esguerra Hipolito Linang Osit Panganiban Polonio Traya TOTAL
Beginning Capital 147,823.67 147,823.67 147,823.67 147,823.67 147,823.67 147,823.67 147,823.67 147,823.67 147,823.67 1,330,412.99
Additional Investments - - - - - - - - - -
Share in net income
(loss) (48,016.93) (48,016.93) (48,016.93) (48,016.93) 139,183.07 (48,016.93) (48,016.93) (48,016.93) (48,016.93) (244,952.38)
Withdrawals - - - - 187,200.00 - - - - 187,200.00
Total Partner's Equity 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 898,260.61
2021
Beginning Capital 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 99,806.73 898,260.61
Share in net income
(loss) (18,633.35) (18,633.35) (18,633.35) (18,633.35) 168,566.65 (18,633.35) (18,633.35) (18,633.35) (18,633.35) 19,499.89
Withdrawals - - - - 187,200.00 - - - - 187,200.00
Total Partner's Equity 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 730,560.50
2022
Beginning Capital 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 81,173.39 730,560.50
Share in net income
(loss) 32,971.14 32,971.14 32,971.14 32,971.14 220,171.14 32,971.14 32,971.14 32,971.14 32,971.14 483,940.25
Withdrawals - - - - 187,200.00 - - - - 187,200.00
Total Partner's Equity 114,144.53 114,144.53 114,144.53 114,144.53 114,144.53 114,144.53 114,144.53 114,144.53 114,144.53 1,027,300.75
169
2023
Share in net income
(loss) 76,361.87 76,361.87 76,361.87 76,361.87 263,561.87 76,361.87 76,361.87 76,361.87 76,361.87 874,456.80
Withdrawals - - - - 187,200.00 - - - - 187,200.00
2024
Share in net income
(loss) 117,405.07 117,405.07 117,405.07 117,405.07 304,605.07 117,405.07 117,405.07 117,405.07 117,405.07 1,243,845.62
Withdrawals - - - - 187,200.00 - - - - 187,200.00
170
Sushilog
Projected Statement of Financial Position
2020 2021 2022 2023 2024

Cash flows from Operating Activities
Cash received from customers 5,421,955.64 6,397,907.65 7,710,118.51 8,943,737.47 9,482,118.33
Cash prepaid for rent (300,000.00) (300,000.00) (300,000.00) (300,000.00) (300,000.00)
Cash prepaid for insurance (15,000.00) (15,000.00) (15,000.00) (15,000.00) (15,000.00)
Cash paid for utilities (209,440.00) (234,399.76) (241,041.19) (247,888.51) (254,948.09)
Cash paid for repairs and maintenance (5,000.00) (5,155.00) (5,314.81) (5,479.56) (5,649.43)
Cash prepaid for advertising and promotion (25,775.00) (36,085.00) (46,395.00) (56,705.00) (67,015.00)
Cash paid for purchase of raw materials (3,680,453.57) (4,337,694.97) (5,074,857.48) (5,886,544.82) (6,054,688.27)
Cash paid for purchase of supplies (19,946.63) (20,564.98) (21,202.49) (21,859.77) (22,537.42)
Remittance to SSS (118,800.00) (118,800.00) (118,800.00) (118,800.00) (118,800.00)
Remittance to Philhealth (26,880.48) (26,880.48) (26,880.48) (26,880.48) (26,880.48)
Remittance to HDMF (14,400.00) (14,400.00) (14,400.00) (14,400.00) (14,400.00)
Cash paid to Employees (917,471.76) (917,471.76) (917,471.76) (917,471.76) (917,471.76)
Cash paid for legal fees (5,765.00) (5,765.00) (6,265.00) (5,765.00) (5,765.00)
Cash paid for employee training - - (50,000.00) (50,000.00) (50,000.00)
Cash paid for professional fees (120,000.00) (120,000.00) (120,000.00) (120,000.00) (120,000.00)
Taxes paid (39,633.29) (184,953.71) (238,410.77) (286,901.43) (325,479.03)
Net Cash provided (used) from Operating Activities (76,610.09) 60,737.00 514,079.54 870,041.14 1,183,483.85
Cash flows from Investing Activities

Cash received from interest income 12,000.00 12,000.00 30,000.00 60,000.00 120,000.00
171
Cash paid (200,000.00) - (300,000.00) (500,000.00) (1,000,000.00)
Cash paid to acquire additional equipment - - - - (20,314.00)
Net Cash used from Investing Activities (188,000.00) 12,000.00 (270,000.00) (440,000.00) (900,314.00)
Cash flows Financing Activities

Cash received from partners - - - - -
Cash paid to partners (187,200.00) (187,200.00) (187,200.00) (187,200.00) (187,200.00)
Net Cash provided by Financing Activities (187,200.00) (187,200.00) (187,200.00) (187,200.00) (187,200.00)
Net Cash Flow During the Year (451,810.09) (114,463.00) 56,879.54 242,841.14 95,969.85
Cash, Beginning 646,557.12 194,747.03 80,284.03 137,163.56 380,004.71
Cash, Ending 194,747.03 80,284.03 137,163.56 380,004.71 475,974.56
172
Note to Pre-operating and Projected Financial Statements
As at and for the years ended December 31, 2020, 2021, 2022, 2023, 2024
(All amounts are shown in nearest Philippine Peso
NOTE 1 - CASH
Cash before operations and as at December 31 consists of
Pre-operating 2020 2021 2022 2023 2024

Cash in Bank (Checking Account) 646,557.12 194,747.03 80,284.03 137,163.56 380,004.71 475,974.56
Total 646,557.12 194,747.03 80,284.03 137,163.56 380,004.71 475,974.56
NOTE 2 - INVENTORIES
Inventories before operations and as at December 31 consists of
Pre-operating 2020 2021 2022 2023 2024

Raw Materials 14,621.22 21,931.83 25,879.56 30,279.09 35,123.74 36,153.46
Total 14,621.22 21,931.83 25,879.56 30,279.09 35,123.74 36,153.46
NOTE 3 - SUPPLIES
Supplies before operations and as at December 31 consists of
Pre-operating 2020 2021 2022 2023 2024

Office Supplies 3,962.00 4,084.82 4,211.45 4,342.01 4,476.61 4,615.38
Kitchen Supplies 7,439.00 7,669.61 7,907.37 8,152.50 8,405.22 8,665.78
Store Supplies 5,873.00 6,055.06 6,242.77 6,436.30 6,635.82 6,841.53
Total 17,274.00 17,809.49 18,361.59 18,930.80 19,517.65 20,122.70
173
NOTE 4 - PREPAYMENTS
Prepayments before operations and as at December 31 consists of
Pre-operating 2020 2021 2022 2023 2024

Prepaid Insurance 11,250.00 11,250.00 11,250.00 11,250.00 11,250.00 11,250.00
Total 11,250.00 11,250.00 11,250.00 11,250.00 11,250.00 11,250.00
NOTE 5 - OTHER ASSETS

Other assets before operations and as at December 31 consists of
Note Pre-operating 2020 2021 2022 2023 2024

Creditable Input VAT 81,425.99 - - - - -
Total 81,425.99 - - - - -
Note 6 - Investments
Note 2020 2021 2022 2023 2024

Investments 200,000.00 200,000.00 500,000.00 1,000,000.00 2,000,000.00
Total 200,000.00 200,000.00 500,000.00 1,000,000.00 2,000,000.00
Note 7 - Rent Deposit
Note Pre-Operating 2020 2021 2022 2023 2024

Rent Deposit 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00
Total 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00 100,000.00
174
Note 8 – Property, Plant, and Equipment
Production Office Store

Machiner Machiner Machiner Leasehold
Furniture Furniture Furniture Improvement Total
y& y& y&
s& s& s& s
equipmen equipmen equipmen
Fixtures Fixtures Fixtures
t t t
38,686.6 18,049.8 472,624.7
Cost 46,926.89 6,115.84 84,442.83 30,706.25 247,696.43
0 6 0
Accumulated
Depreciation
12 31 2019 - - - - - - - -
12 31 2020 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
12 31 2021 6,740.02 1,101.16 23,375.46 8,502.46 5,873.86 3,686.38 49,539.29 98,818.63
12 31 2022 10,110.03 1,651.74 35,063.19 12,753.69 8,810.79 5,529.57 74,308.93 148,227.94
12 31 2023 13,480.04 2,202.32 46,750.92 17,004.92 11,747.72 7,372.76 99,078.57 197,637.25
12 31 2024 14,957.19 2,752.90 50,139.54 18,132.04 9,863.22 9,215.95 123,848.22 228,909.06
Net book values
at
12 31 2019 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
12 31 2020 43,556.88 5,565.26 72,755.10 34,435.37 27,769.32 16,206.67 222,926.79 423,215.39
12 31 2021 40,186.87 5,014.68 61,067.37 30,184.14 24,832.39 14,363.48 198,157.14 373,806.07
12 31 2022 36,816.86 4,464.10 49,379.64 25,932.91 21,895.46 12,520.29 173,387.50 324,396.76
12 31 2023 33,446.85 3,913.52 37,691.91 21,681.68 18,958.53 10,677.10 148,617.86 274,987.45
12 31 2024 31,969.70 3,362.94 34,303.29 20,554.56 20,843.03 8,833.91 123,848.22 243,715.65
175
Machinery Machinery Machinery Leasehold
Furnitures Furnitures Furnitures Total
& & & Improvements
& Fixtures & Fixtures & Fixtures
equipment equipment equipment
Cost
At January 1, 2020 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Additions - - - - - - -
Disposals - - - - - - -
At December 31, 2020 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Accumulated Depreciation
January 1, 2020 - - - - - - - -
Depreciation 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Disposals - - - - - - - -
At December 31, 2020 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Net book values at December
43,556.88 5,565.26 72,755.10 34,435.37 27,769.32 16,206.67 222,926.79 423,215.39
31, 2020

& & & Improvements
Cost
At January 1, 2021 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Additions - - - - - - -
Disposals - - - - - - -
At December 31, 2021 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
January 1, 2021 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
176
Depreciation 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Disposals - - - - - - - -
At December 31, 2021 6,740.02 1,101.16 23,375.46 8,502.46 5,873.86 3,686.38 49,539.29 98,818.63
40,186.87 5,014.68 61,067.37 30,184.14 24,832.39 14,363.48 198,157.14 373,806.07
31, 2021

& & & Improvements
Cost
At January 1, 2022 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Additions - - - - - - -
Disposals - - - - - - -
At December 31, 2022 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
January 1, 2022 6,740.02 1,101.16 23,375.46 8,502.46 5,873.86 3,686.38 49,539.29 98,818.63
Depreciation 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Disposals - - - - - - -
At December 31, 2022 10,110.03 1,651.74 35,063.19 12,753.69 8,810.79 5,529.57 74,308.93 148,227.94
36,816.86 4,464.10 49,379.64 25,932.91 21,895.46 12,520.29 173,387.50 324,396.76
31, 2022

& & & Improvements
Equipment equipment equipment
Cost
177
At January 1, 2023 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Additions - - - - - - - -
Disposals - - - - - - - -
At December 31, 2023 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
January 1, 2023 10,110.03 1,651.74 35,063.19 12,753.69 8,810.79 5,529.57 74,308.93 148,227.94
Depreciation 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Disposals - - - - - - - -
At December 31, 2023 13,480.04 2,202.32 46,750.92 17,004.92 11,747.72 7,372.76 99,078.57 197,637.25
Net book values at
33,446.85 3,913.52 37,691.91 21,681.68 18,958.53 10,677.10 148,617.86 274,987.45
December 31, 2023

& & & Improvements
Cost
At January 1, 2024 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
Additions 1,892.86 8,299.11 3,124.11 4,821.43 - - 18,137.51
Disposals 1,892.86 8,299.11 3,124.11 4,821.43 - - 18,137.51
At December 31, 2024 46,926.89 6,115.84 84,442.83 38,686.60 30,706.25 18,049.86 247,696.43 472,624.70
January 1, 2024 13,480.04 2,202.32 46,750.92 17,004.92 11,747.72 7,372.76 99,078.57 197,637.25
Depreciation 3,370.01 550.58 11,687.73 4,251.23 2,936.93 1,843.19 24,769.64 49,409.31
Disposals 1,892.86 - 8,299.11 3,124.11 4,821.43 - - 18,137.51
At December 31, 2024 14,957.19 2,752.90 50,139.54 18,132.04 9,863.22 9,215.95 123,848.22 228,909.06
31,969.70 3,362.94 34,303.29 20,554.56 20,843.03 8,833.91 123,848.22 243,715.65
31, 2024
178
Depreciation expenses for the year amounted to:
2020 2021 2022 2023 2024

Charged to cost of sales 8,636.73 9,202.67 9,202.67 9,202.67 9,202.67
Charged to selling expense 32,425.63 34,404.04 34,404.04 34,404.04 34,404.04
Charged to general and administrative expense 8,346.95 10,737.37 10,737.37 10,737.37 10,737.37
49,409.31 54,344.07 54,344.07 54,344.07 54,344.07
Note 9 - Accounts and Other Payables
Pre-Operating 2020 2021 2022 2023 2024

Utilities Payable - 17,000.00 17,480.50 17,975.90 18,486.65 19,013.23
VAT Payable
SSS Contributions Payable 9,900.00 9,900.00 9,900.00 9,900.00 9,900.00 9,900.00
HDMF Contributions Payable 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00
Philhealth Contributions Payable 2,240.04 2,240.04 2,240.04 2,240.04 2,240.04 2,240.04
Salaries Payable -
Rent Payable -
Total 13,340.04 30,340.04 30,820.54 31,315.94 31,826.69 32,353.27
179
Note 10 - Value Added Tax
Pre-Operating 2020 2021 2022 2023 2024

Beginning Balance - (81,425.99) 40,353.09 48,200.21 63,403.52 74,499.30
Output VAT - 580,923.82 685,490.11 826,084.13 958,257.59 1,015,941.25
Input VAT 81,425.99 419,511.45 492,689.28 572,470.04 660,260.38 681,301.61
Payment - 39,633.29 184,953.71 238,410.77 286,901.43 325,479.03
VAT Payable (Creditable Input VAT) (81,425.99) 40,353.09 48,200.21 63,403.52 74,499.30 83,659.91
Note 11 - Sales Revenue
Net of 12% output VAT 2020 2021 2022 2023 2024

HOTSILOG 1,842,339.29 2,173,960.37 2,619,839.64 3,039,013.98 3,221,951.70
PORKSILOG 861,459.03 1,016,521.66 1,225,010.25 1,421,011.89 1,506,551.70
TAPSILOG 938,815.91 1,107,802.78 1,335,013.13 1,548,615.23 1,641,836.30
TOCILOG 824,734.92 973,187.21 1,172,787.90 1,360,433.97 1,442,327.20
CHICSILOG 373,682.66 440,945.53 531,383.46 616,404.82 653,510.17
SALES 4,841,031.82 5,712,417.55 6,884,034.39 7,985,479.89 8,466,177.08
Output VAT 580,923.82 685,490.11 826,084.13 958,257.59 1,015,941.25
Cash Receipts from operations 5,421,955.64 6,397,907.65 7,710,118.51 8,943,737.47 9,482,118.33
180
Note 12 - Cost of Sales
2020 2021 2022 2023 2024

Raw Materials
Beginning of the year 14,621.22 21,931.83 25,879.56 30,279.09 35,123.74
Purchases during the year 3,286,119.26 3,872,941.94 4,531,122.75 5,255,843.59 5,405,971.67
End of the year (21,931.83) (25,879.56) (30,279.09) (35,123.74) (36,153.46)
Cost of Raw Material used 3,278,808.65 3,868,994.21 4,526,723.22 5,250,998.94 5,404,941.95
Direct Labor 319,680.00 319,680.00 319,680.00 319,680.00 319,680.00
Factory Overhead 167,898.82 173,933.56 179,022.86 183,035.93 185,863.88
TOTAL PRODUCTION COST 3,766,387.47 4,362,607.76 5,025,426.08 5,753,714.87 5,910,485.83
Underapplied Factory Overhead 23,813.51 20,661.77 18,544.84 17,596.29 17,927.86
Cost of Sales 3,790,200.98 4,383,269.54 5,043,970.93 5,771,311.16 5,928,413.68
Spoilage 106,967.36 135,323.11 149,803.84 164,668.69 179,682.15
Note 13- Selling Expense
Pre-Operating 2020 2021 2022 2023 2024

Salaries & Benefits 35,538.03 341,165.04 341,165.04 341,165.04 341,165.04 341,165.04
Utilities 22,275.00 66,600.00 68,329.80 70,113.22 71,951.93 73,847.64
Rent 8,320.00 199,680.00 199,680.00 199,680.00 199,680.00 199,680.00
Depreciation - 21,266.79 21,266.79 21,266.79 21,266.79 21,266.79
Advertising and Promotions 167,584.13 25,775.00 36,085.00 46,395.00 56,705.00 67,015.00
Store Supplies 489.00 5,873.00 6,055.06 6,242.77 6,436.30 6,635.82
Repairs and Maintenance - 2,640.00 2,721.84 2,806.22 2,893.21 2,982.90
Total 234,206.16 662,999.83 675,303.54 687,669.05 700,098.27 712,593.20
181
Note 14 - General and Administrative Expense
Pre-Operating 2020 2021 2022 2023 2024

Office Supplies 950.00 11,401.00 11,754.43 12,118.82 12,494.50 12,881.83
Training 50,000.00 - - 50,000.00 50,000.00 50,000.00
Legal Fees 9,562.00 5,765.00 5,765.00 6,265.00 5,765.00 5,765.00
Salaries & Wages 62,013.85 383,751.60 383,751.60 383,751.60 383,751.60 383,751.60
Utilities 14,850.00 44,400.00 45,553.20 46,742.15 47,967.96 49,231.76
Rent 64,255.00 43,200.00 43,200.00 43,200.00 43,200.00 43,200.00
Insurance 3,750.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00
Depreciation - 19,505.79 19,505.79 19,505.79 19,505.79 19,505.79
Professional fees 30,000.00 120,000.00 120,000.00 120,000.00 120,000.00 120,000.00
Total 235,380.85 644,783.39 646,344.58 698,454.17 699,613.65 701,324.58
*with inflation 3.1%
Note 15 - Fixed Production Costs
2020 2021 2022 2023 2024

Direct labor 319,680.00 319,680.00 319,680.00 319,680.00 319,680.00
Indirect labor 32,955.60 32,955.60 32,955.60 32,955.60 32,955.60
Rent 57,120.00 57,120.00 57,120.00 57,120.00 57,120.00
Depreciation 8,636.73 8,636.73 8,636.73 8,636.73 8,636.73
418,392.33 418,392.33 418,392.33 418,392.33 418,392.33
182
Note 16 - Fixed Administrative Expenses
2020 2021 2022 2023 2024

Professional Fees 120,000.00 120,000.00 120,000.00 120,000.00 120,000.00
Depreciation 19,505.79 19,505.79 19,505.79 19,505.79 19,505.79
Rent 43,200.00 43,200.00 43,200.00 43,200.00 43,200.00
Salaries & Benefits 383,751.60 383,751.60 383,751.60 383,751.60 383,751.60
Repairs and Maintenance 1,760.00 1,814.56 1,870.81 1,928.81 1,988.60
448,217.39 448,271.95 448,328.20 448,386.20 448,445.99
Note 17 - Fixed Selling Expenses
2020 2021 2022 2023 2024

Advertising 25,775.00 36,085.00 46,395.00 56,705.00 67,015.00
Depreciation 21,266.79 21,266.79 21,266.79 21,266.79 21,266.79
Rent 199,680.00 199,680.00 199,680.00 199,680.00 199,680.00
Salaries & Benefits 341,165.04 341,165.04 341,165.04 341,165.04 341,165.04
Repairs and Maintenance 2,640.00 2,721.84 2,806.22 2,893.21 2,982.90
590,526.83 600,918.67 611,313.05 621,710.04 632,109.73
183
Note 18 - Variable Overhead
2020 2021 2022 2023 2024

Indirect Materials 129,854.83 142,840.31 157,124.34 172,836.77 190,120.45
Utilities 93,000.00 95,883.00 98,855.37 101,919.89 105,079.41
Spoilage 112,991.62 130,878.23 150,762.78 172,611.45 177,314.57
335,846.45 369,601.54 406,742.50 447,368.11 472,514.43
Note 19 - Variable General and Administrative Expenses
2020 2021 2022 2023 2024

Utilities 44,400.00 45,553.20 46,742.15 47,967.96 49,231.76
Office Supplies 950.00 3,962.00 4,084.82 4,211.45 4,342.01
45,350.00 49,515.20 50,826.97 52,179.41 53,573.77
Note 20 - Variable Selling Expenses
2020 2021 2022 2023 2024

Utilities 66,600.00 68,329.80 70,113.22 71,951.93 73,847.64
Store Supplies 5,873.00 6,055.06 6,242.77 6,436.30 6,635.82
66,600.00 68,329.80 70,113.22 71,951.93 73,847.64
184
Note 21 - Variable Production Expenses
2020 2021 2022 2023 2024

TAPSILOG 1,185,117.01 1,398,438.08 1,636,172.55 1,897,960.16 1,953,602.47
TOCILOG 555,113.06 655,033.41 766,389.09 889,011.35 915,074.41
PORKSILOG 622,030.70 733,996.23 858,775.59 996,179.68 1,025,384.58
CHICSILOG 553,867.80 653,564.00 764,669.88 887,017.06 913,021.65
HOTSILOG 230,616.83 272,127.86 318,389.60 369,331.93 380,159.60
Total 3,146,745.41 3,713,159.58 4,344,396.71 5,039,500.18 5,187,242.71
Note 22 - Legal Fees
Pre-operating 2020 2021 2022 2023 2024

SEC
Filing Fees 3,281.50 - - - - -
Local Government Unit
Barangay Clearance 100.00 100.00 100.00 100.00 100.00 100.00
Mayor's Permit 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00
BMBE 500.00 - - 500.00 - -
Community Tax Certificate 500.00 500.00 500.00 500.00 500.00 500.00
Fire Safety Permit 250.00 250.00 250.00 250.00 250.00 250.00
Sanitary Permit 900.00 900.00 900.00 900.00 900.00 900.00
BIR
Certificate of Registration 500.00 - - - - -
Annual Registration fee - 500.00 500.00 500.00 500.00 500.00
Certificate Fee 15.00 - - - - -
185
Documentary Stamp 15.00 15.00 15.00 15.00 15.00 15.00
FDA
License to Operate 500.00 500.00 500.00 500.00 500.00 500.00
Other Fees
Total 9,561.50 5,765.00 5,765.00 6,265.00 5,765.00 5,765.00
Note 23 - Utilities Expense
Pre-operating 2020 2021 2022 2023 2024

Electricity 29,000.00 144,000.00 148,464.00 153,066.38 157,811.44 162,703.60
Water 9,000.00 42,000.00 43,302.00 44,644.36 46,028.34 47,455.22
Telecommunication 3,000.00 18,000.00 18,000.00 18,000.00 18,000.00 18,000.00
Total Utilities Expense 41,000.00 204,000.00 209,766.00 215,710.75 221,839.78 228,158.81
Input VAT 4,920.00 24,480.00 25,171.92 25,885.29 26,620.77 27,379.06
Net Utilities Expense 36,080.00 179,520.00 184,594.08 189,825.46 195,219.01 200,779.75
*with inflation of 3.1%
Note 24 - Rent Expense
Pre-operating 2020 2021 2022 2023 2024

Rent Expense 75,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00
Total 75,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00
186
Note 25 - Insurance Expense
Pre-operating 2020 2021 2022 2023 2024

Insurance Expense 3,750.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00
Total 3,750.00 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00
Note 26 - Supplies Expense
Pre-operating 2020 2021 2022 2023 2024

Office Supplies Expense 950.00 3,962.00 4,084.82 4,211.45 4,342.01 4,476.61
Kitchen Supplies Expense - 7,439.00 7,669.61 7,907.37 8,152.50 8,405.22
Store Supplies Expense 489.00 5,873.00 6,055.06 6,242.77 6,436.30 6,635.82
Total 1,439.00 17,274.00 17,809.49 18,361.59 18,930.80 19,517.65
Note 27 - Repairs and Maintenance
Pre-operating 2020 2021 2022 2023 2024

Input VAT (12%) - 600.00 600.00 600.00 600.00 600.00
Net Repairs and Maintenance Expense - 4,400.00 4,400.00 4,400.00 4,400.00 4,400.00
187
Note 28 – Net Income/Loss Allocation
2020
Salaries - - - - 187,200.00 - - - - 187,200.00
Residual share (48,016.93) (48,016.93) (48,016.93) (48,016.93) (48,016.93) (48,016.93) (48,016.93) (48,016.93) (48,016.93) (432,152.38)
Share in profit (loss) (48,016.93) (48,016.93) (48,016.93) (48,016.93) 139,183.07 (48,016.93) (48,016.93) (48,016.93) (48,016.93) (244,952.38)
2021
Salaries - - - - 187,200.00 - - - - 187,200.00
Residual share (18,633.35) (18,633.35) (18,633.35) (18,633.35) (18,633.35) (18,633.35) (18,633.35) (18,633.35) (18,633.35) (167,700.11)
Share in profit (loss) (18,633.35) (18,633.35) (18,633.35) (18,633.35) 168,566.65 (18,633.35) (18,633.35) (18,633.35) (18,633.35) 19,499.89
2022
Salaries - - - - 187,200.00 - - - - 187,200.00
Residual share 32,971.14 32,971.14 32,971.14 32,971.14 32,971.14 32,971.14 32,971.14 32,971.14 32,971.14 296,740.25
Share in profit (loss) 32,971.14 32,971.14 32,971.14 32,971.14 220,171.14 32,971.14 32,971.14 32,971.14 32,971.14 483,940.25
2023
Salaries - - - - 187,200.00 - - - - 187,200.00
Residual share 76,361.87 76,361.87 76,361.87 76,361.87 76,361.87 76,361.87 76,361.87 76,361.87 76,361.87 687,256.80
Share in profit (loss) 76,361.87 76,361.87 76,361.87 76,361.87 263,561.87 76,361.87 76,361.87 76,361.87 76,361.87 874,456.80
188
2024
Salaries - - - - 187,200.00 - - - - 187,200.00
Residual share 117,405.07 117,405.07 117,405.07 117,405.07 117,405.07 117,405.07 117,405.07 117,405.07 117,405.07 1,056,645.62
Share in profit (loss) 117,405.07 117,405.07 117,405.07 117,405.07 304,605.07 117,405.07 117,405.07 117,405.07 117,405.07 1,243,845.62
Breakeven Analysis
2020
Tapsilog Tocilog Porksilog Chicksilog Hotsilog TOTAL
Sales Price 69.89 60.23 72.77 79.48 40.38 322.75
Variable Cost: 0.00
Direct materials 44.96 38.81 48.22 53.38 24.92 210.28
Direct Labor 3.85 3.85 3.85 3.85 3.85 19.27
Variable overhead 2.72 1.44 1.68 1.68 0.06 7.59
Total Variable costs 51.53 44.11 53.75 58.91 28.83 237.14
Unit Contribution Margin 18.35 16.13 19.02 20.57 11.54 85.61
Unit CM Ratio 0.26 0.27 0.26 0.26 0.29 0.27
Sales Mix 0.36 0.20 0.18 0.14 0.13 1.00
CM per unit based on sales mix 6.61 3.15 3.35 2.92 1.46 17.49
Fixed Costs
Fixed overhead 418,392.33
Fixed selling expenses 590,526.83
Fixed general and administrative expenses 448,217.39
189
Total fixed costs 1,457,136.55
Divide by: CM per unit based on sales mix* 17.49
Breakeven units 83,317

Divide by: CM Ratio 27%
Breakeven sales 5,493,268.92
* sum of the CM per unit based on sales mix
2021
Sales Price 69.89 60.23 72.77 79.48 40.38 322.75
Variable Cost: 0.00
Direct Labor 3.85 3.85 3.85 3.85 3.85 19.27
Unit CM Ratio 0.26 0.27 0.26 0.26 0.29 0.27
Sales Mix 0.36 0.20 0.18 0.14 0.13 1.00
190
Fixed Costs

2022
Sales Price 71.98 62.04 74.96 81.87 41.59 332.44
Variable Cost: 0.00
Direct Labor 3.85 3.85 3.85 3.85 3.85 19.27
Unit CM Ratio 0.28 0.29 0.28 0.28 0.31 0.29
Sales Mix 0.36 0.20 0.18 0.14 0.13 1.00
191
Fixed Costs

2023
Sales Price 71.98 62.04 74.96 81.87 41.59 332.44
Variable Cost: 0.00
Direct Labor 3.85 3.85 3.85 3.85 3.85 19.27
Unit CM Ratio 0.28 0.29 0.28 0.28 0.31 0.29
192
Sales Mix 0.36 0.20 0.18 0.14 0.13 1.00
Fixed Costs

2024
Sales Price 74.14 63.90 77.21 84.32 42.84 342.41
Variable Cost: 0.00
Direct Labor 3.85 3.85 3.85 3.85 3.85 19.27
193
Unit CM Ratio 0.30 0.31 0.30 0.30 0.33 0.31
Sales Mix 0.36 0.20 0.18 0.14 0.13 1.00
Fixed Costs

Allocation of Break- even Point in Units Breakeven

Products Sales Mix 2020 2021 2022 2023 2024
Tapsilog 36% 29,994 30,209 27,324 27,518 25,079
Tocilog 19% 15,830 15,944 14,421 14,523 13,236
Porksilog 18% 14,997 15,105 13,662 13,759 12,539
Chicksilog 14% 11,664 11,748 10,626 10,701 9,753
Hotsilog 13% 10,831 10,909 9,867 9,937 9,056
Total 83,317 83,914 75,901 76,438 69,664
194
Financial Statement Analysis
2020 2021 2022 2023 2024
Liquidity Ratios
Current Ratio 3.48 1.72 2.09 4.19 4.68

Acid Test Ratio 2.75 1.02 1.45 3.57 4.10
Working Capital 175,045.22 56,754.43 102,903.99 339,570.11 427,487.53
Solvency Ratios
Debt Ratio 7.30% 9.76% 8.44% 5.84% 4.02%

Debt-to-Equity Ratio 7.87% 10.82% 9.22% 6.20% 4.19%
Profitability Ratios
Operating Profit Margin -5.31% 0.13% 6.59% 10.20% 13.27%

Return on Assets/Investment -25.28% 2.41% 43.13% 48.02% 43.08%
Return on Equity -27.27% 2.67% 47.11% 51.00% 44.88%
Return on Sales -5.06% 0.34% 7.03% 10.95% 14.69%
Activity Ratios
Asset Turnover 4.19 6.42 7.13 5.43 3.60

Inventory Turnover 207.38 183.36 179.63 176.49 166.35
195
Payback Period (in months) 52.38
Discounted Payback Period (in months) 56.28
Internal Rate of Return 8.48%
Net Present Value 290,537.60
196
Brief Description of the Industry
The fast food industry competition is growing due to the increase of
population that necessitates urgent food preparation and consumption in Metro
Manila Area. Sushilog is a fast food industry that accommodates the demand for
innovated easy to eat products for convenience of the consumers.
Production
Sushilog is devoted in maximizing the resources to produce top quality
convenient meal for consumers. To achieve this, the business used appropriate
production process to efficiently use its labor and machines. The business is also
devoted to the continuous development of its process.
Employment
The business values the wellbeing of its workers by giving them just
compensation and other benefits. And through ensuring that they are working in
a safe work place and treating them professionally they will feel motivated and
dedicated to do their best and the employee morale will also increase.
Taxes
Sushilog is a VAT-registered business, the business value its
responsibility to the society through compliance to the regulations of the
government by accurate remittance of Value Added Taxes (VAT) when they fall
due to prevent penalties and surcharges.
198
Health matters
Sushilog is committed to producing quality and ready-to-eat products. In
connection with this, the business guarantees that it will use raw materials that
have passed the level of quality required needed to produce the final product. In
addition, the business ensures that all the machineries, tools and equipment
used in production were regularly cleaned and sanitized to make sure that the
product is safe for public consumption.
Environment
Sushilog encourages a healthier society through using minimal plastic in its
product packaging. In line with these, the business supports the execution of
Republic Act No. 9003 otherwise known as Ecological and Solid Waste Disposal
Management to reduce waste. In addition, the business also has a proper waste
segregation through separating biodegradable and non-biodegradable for better
waste disposal leading to a well and eco-friendly environment.
199
March 12, 2019
MS. MARIA OLIVA S. REYES

University Registrar
G/F, St. Bede Building
638 Mendiola St., San Miguel, 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 food shop named as “Sushilog” as partial
requirement on the course Management Consultancy. The target market of the proposed
business are the students in the University Belt. San Beda 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 San Beda 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,
RAINAH MARIELLE S. LINANG

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
201
March 12, 2019
MS. RHODA C. AGUILAR

OUR Office, G/F, Librada Avelino Hall
Dear Ma’am:
Greetings!
business are the students in the University Belt. Centro Escolar University, being part of the
like to inquire about the student population of Centro Escolar University for Academic Years
2015-2019. Knowing the student population could provide us the relevant data in understanding
only.
Very truly yours,

Recommended by:

Noted by:

202
March 12, 2019
MR. LYSSANDER RODAN C. DELA CRUZ

G/F, Administration Building
Dear Ma’am:
Greetings!
business are the students in the University Belt. La Consolacion College Manila, being part of the
like to inquire about the student population of La Consolacion College Manila for Academic Years
2015-2019. Knowing the student population could provide us the relevant data in understanding
only.
Very truly yours,

Recommended by:

Noted by:

203
March 12, 2019
546 MV delos Santos St., Sampaloc, Manila
Dear Ma’am:
Greetings!
business are the students in the University Belt. The University of Manila, being part of the
like to inquire about the student population of The University of Manila for Academic Years 2015-
2019. Knowing the student population could provide us the relevant data in understanding
only.
Very truly yours,

Recommended by:

Noted by:

204
Far Eastern University
Sampaloc, Manila
Demand Questionnaire
Dear Respondents,
We, fifth year Accountancy students of Far Eastern University are currently conducting a
feasibility study on Sushilog, a proposed food venture offering on-the-go breakfast “Silog” meals
rolled like a sushi, in partial fulfillment of the requirements for the course Management
Consultancy.
In this regard, we would like to seek your assistance and a few minutes of your time to
accomplish this questionnaire honestly and objectively. Rest assured that the data you will
provide will be treated with utmost confidentiality and will be used for academic purposes only.
Thank you for your cooperation.
Proponents of the Business
Directions: Put a check mark (✓) in the box that corresponds with your
answer.
Part I. Respondent’s Profile
Name of Business (optional):
Gender: ⃞ Male ⃞ Female
Age: ⃞ 16-18 years old ⃞ 19-21 years old
⃞ 22-24 years old
If student, School:
⃞ San Beda University ⃞ Centro Escolar University
⃞ University of Manila ⃞ La Consolacion College Manila
Sources of income:
⃞ Allowance ⃞ Salary
⃞ Others, please specify:
Weekly spending on food:
⃞ Below P 500 ⃞ Php 1,501 – 2,000
205
⃞ Php 501 – 1,000 ⃞ Php 2,001- 2,500
⃞ Php 1,001 – 1,500 ⃞ Above Php 2,500
Monthly Family Income:

⃞ Below P 10,000 ⃞ Php 200,001 – 350,000
⃞ Php 10,001 – 50,000 ⃞ Php 350,000 – 500,000
⃞ Php 50,001 – 100,000 ⃞ Above Php 500,000
⃞ Php 100,001 – 200,000
Part II. SURVEY QUESTIONS
1. Do you eat Sushi/Kimbap? (If yes, proceed to number 3)

⃞ Yes ⃞ No
2. If no, are you willing to try Sushi/Kimbap?

⃞ Yes ⃞ No
3. How often do you eat Sushi/Kimbap?

⃞ Always (more than once a week)
⃞ Often (1-4 times a month)
⃞ Sometimes (once every two to three months)
⃞ Seldom (1-5 times in a year)
4. How often do you buy Sushi/Kimbap?

5. Where do you usually buy Sushi/Kimbap?

⃞ Online marketplace ⃞ Local restaurants
⃞ Authentic Japanese restaurants
6. Do you eat Silog meals? (If yes, proceed to number 8)

⃞ Yes ⃞ No
7. If no, are you willing to try Silog meals?

⃞ Yes ⃞ No
8. How often do you eat Silog meals?

206
9. How often do you buy Silog meals?
10. What Silog meal variant do you buy often? Check at least 3.
⃞ Tapsilog ⃞ Longsilog
⃞ Porksilog ⃞ Hotsilog
⃞ Hamsilog ⃞ Cornsilog
⃞ Bangsilog ⃞ Chicksilog
⃞ Tocilog ⃞ Others, pleace specify:
11. What time of day do you buy Silog meals?

⃞ Morning ⃞ Noon
⃞ Afternoon ⃞ Night
⃞ Any time of the day
12. Where do you usually eat Silog meals?

⃞ Restaurant ⃞ Fast food
⃞ At home ⃞ Canteen/ Eatery (“Carinderia”)
13. Are you willing to try a new variant of Silog meal? (silog meal rolled
inside a sushi wrapper)
⃞ Yes ⃞ No
14. How many Sushilog rolls are you willing to buy in a month?
⃞ 1-3 rolls ⃞ 12-15 rolls
⃞ 4-7 rolls ⃞ 16-20 rolls
⃞ 8-11 rolls ⃞ more than 20 rolls
15. How much are you willing to spend on 1 Sushilog roll?

⃞ Below Php 40 ⃞ Php 101 to 150
⃞ Php 41 to 50 ⃞ Over Php 150
⃞ Php 51 to 100
16. What advertising materials appeal to you the most? Select only one.
⃞ Word of mouth ⃞ Print Ads
⃞ Social Media Advertisements
207
17. What factors are deemed important to you in buying a meal? Rank
the following characteristics from 1 to 9, 1 being the highest.
Price
Taste
Presentation
Brand name
Nutritional value
Customized
Packaging
Freshness
Promotion
208
Sampaloc, Manila
Supply Questionnaire
Dear Respondents,
We, fifth year Accountancy students of Far Eastern University are currently conducting a
feasibility study on Sushilog, a proposed food venture offering on-the-go breakfast “Silog” meals
rolled like a sushi, in partial fulfillment of the requirements for the course Management
Consultancy.
In this regard, we would like to seek your assistance and a few minutes of your time to
accomplish this questionnaire honestly and objectively. Rest assured that the data you will
provide will be treated with utmost confidentiality and will be used for academic purposes only.
Thank you for your cooperation.
The Researchers
Proponents of the Business
Directions: Put a check mark (✓) in the box that corresponds with your
answer.
Part I. Respondent’s Profile
1. Name of Business (optional):
2. Location of the business:
3. Years in business:
⃞ 1 year and below ⃞ 14 - 17 years

⃞ 2 – 5 years ⃞ 18 – 21 years
⃞ 6 – 9 years ⃞ 22 – 25 years
⃞ 10 – 13 years ⃞ 25 years above
4. When you started, how many competitors did you have?
⃞0–1 ⃞8–9
209
⃞2–3 ⃞ 10 – 11
⃞4–5 ⃞ 12 and above
⃞6–7
5. In succeeding years, how many competitors are added per year?

⃞ 0 – 20 competitors ⃞ 81 – 100 competitors
⃞ 61 – 80 competitors ⃞ 141 competitors and above
Part II. Survey Questions

1. How many days do you operate in a week?
⃞ 1 - 2 days ⃞ 5 days
⃞ 3 days ⃞ 6 days
⃞ 4 days ⃞ 7 days
2. How many hours do you operate in a day?

⃞ 5 hrs and below ⃞ 15 – 17 hrs
⃞ 6 – 8 hrs ⃞ 18 – 20 hrs
⃞ 9 – 11 hrs ⃞ 21 – 23 hrs
⃞ 12 – 14 hrs ⃞ 24 hrs
3. What are your operating hours?
4. On what day/s during the week do you usually have the MOST
number of customers?
⃞ Monday ⃞ Friday
⃞ Tuesday ⃞ Saturday
⃞ Wednesday ⃞ Sunday
⃞ Thursday
5. On what day/s during the week do you usually have the LEAST
number of customers?
⃞ Monday ⃞ Friday
210
⃞ Tuesday ⃞ Saturday
⃞ Wednesday ⃞ Sunday
⃞ Thursday
6. On what time during the day do you usually have the MOST number
of customers?
⃞ 12:00 MN – 4:00 AM ⃞ 12:01 PM – 4:00 PM
⃞ 4:01 AM – 8:00 AM ⃞ 4:01 PM – 8:00 PM
⃞ 8:01 AM – 12:00 NN ⃞ 8:01 PM – 12:00 MN
7. On what time during the day do you usually have the LEAST number
of customers?
⃞ 12:00 MN – 4:00 AM ⃞ 12:01 PM – 4:00 PM
⃞ 4:01 AM – 8:00 AM ⃞ 4:01 PM – 8:00 PM
⃞ 8:01 AM – 12:00 NN ⃞ 8:01 PM – 12:00 MN
8. During regular days, how many units/pieces do you sell?

⃞ 0 – 100 ⃞ 301 - 400
⃞ 101 - 200 ⃞ 401 - 500
⃞ 201 – 300 ⃞ 501 and above
9. During peak season, how many units/pieces do you sell?

⃞ 0 – 100 ⃞ 301 - 400
⃞ 101 - 200 ⃞ 401 - 500
⃞ 201 – 300 ⃞ 501 and above
10. Do you operate on Holidays? ⃞ YES ⃞ NO
11. Do you have regular customers? ⃞ YES ⃞ NO
12. If yes, what age bracket do your regular customers come from?
(Check all that apply.)
⃞ 12 –18 years old ⃞ 33 – 39 years old
⃞ 19 – 25 years old ⃞ 40 – 46 years old
⃞ 26 – 32 years old ⃞ 47 years old and above
13. On average, how many complaints do you receive in a week?
211
⃞ 5 and below ⃞ 16 - 20
⃞ 6 – 10 ⃞ 21 - 25
⃞ 11 – 15 ⃞ 26 and above
14. How do you market your product/s? (Check all that apply.)
⃞ Social Media ⃞ Referrals
⃞ Tarpaulins, Posters ⃞ Brochures
15. Do you consider your marketing strategy effective?

⃞ YES ⃞ NO
212
Supporting Computations
Projected Demand of the Target Market
A B C (AxB) D E (CxD) F G (ExF) H I (GxH) J K
N BASED ON
WILLINGNES
FREQUENCY
PROJECTED
PROJECTED
AFFORDING
WILLING TO
POPULATIO
POPULATIO
CUSTOMER
CUSTOMER
POTENTIAL
POTENTIAL
S WILLING
S WILLING
PRODUCT
CAPABLE
CAPABLE
S TO TRY
DEMAND
MARKET
MARKET
TARGET
TARGET
BUYERS
TO BUY
TO TRY
YEAR
% OF
% OF
% OF
% OF
BUY
THE
OF
N
2020 31,827 100% 31,827 77% 24,507 100% 24,507 100% 24,507 71 1,739,997
2021 33,996 100% 33,996 77% 26,177 100% 26,177 100% 26,177 71 1,858,567
2022 34,248 100% 34,248 77% 26,370 100% 26,370 100% 26,370 71 1,872,270
2023 34,331 100% 34,331 77% 26,435 100% 26,435 100% 26,435 71 1,876,885
2024 34,359 100% 34,359 77% 26,456 100% 26,456 100% 26,456 71 1,878,376
Source: Based on the results of the survey conducted to the target market
Table 39
Historical Supply
Average Number of Number of Competitors Historical Supply Per
Year
Customers Per Year Per Year Year
2015 63,930 4 248,617
2016 70,323 4 273,479
2017 77,355 5 326,612
2018 71,855 6 420,727
2019 77,133 6 462,800
213
Average Customers per year
Average Sales Per Year
Name of Competitors
2015 2016 2017 2018 2019
Temz Tapsilogan 85,240 93,764 103,140 113,455 124,800
John Cris Tapsilogan 28,413 31,255 34,380 37,818 41,600
Bing Tapsilogan 56,827 62,509 68,760 75,636 83,200
Fc Pares Silog - - 25,785 28,364 31,200
Bente Silog / Virtville - - - 61,455 67,600
John Ken Food House 78,137 85,950 94,545 104,000 114,400
Total Sales (Supply) 248,617 273,479 326,612 420,727 462,800
Number of Competitors for this year 4 4 5 6 6
Average Customers Per Year 62,154 68,370 65,322 70,121 77,133
Historical Number of Customers per year

Name of Competitor Average Customer Growth per Year 2019 2018 2017 2016 2015
Temz Tapsilogan 10% 124,800 113,455 103,140 93,764 85,240
John Cris Tapsilogan 10% 41,600 37,818 34,380 31,255 28,413
Bing Tapsilogan 10% 83,200 75,636 68,760 62,509 56,827
Fc Pares Silog 10% 31,200 28,364 25,785 - -
Bente Silog / Virtville 10% 67,600 61,455 - - -
John Ken Food House 10% 114,400 104,000 94,545 85,950 78,137
Note: Growth rate is based on the survey conducted to competitor
214
Number of Customers per year
H
A B C (AxB) D E F (DxE) G (C+F)
(Gx52 weeks)
Customers
Customers
Customers
Customers
Customers
on Regular
Customers
Customers
Customers
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Number of
Days with
Days with
Per Week
per Week
per Week
numbers
per Peak
per Year
Average
Average
Average
Average
on Peak
Regular
Regular
(2019)
Days
Days
Total
Total
Most
Day
Day
per
Name of Competitor
Temz Tapsilogan 2 500 1,000 4 350 1,400 2,400 124,800

John Cris Tapsilogan 2 200 400 4 100 400 800 41,600
Bing Tapsilogan 2 300 600 5 200 1,000 1,600 83,200
Fc Pares Silog 1 100 100 5 100 500 600 31,200
Bente Silog / Virtville 6 200 1,200 1 100 100 1,300 67,600
John Ken Food
1 400 400 6 300 1,800 2,200 114,400
House
Note: Data are based in the survey conducted to competitors
Historical Values
Year Y X X2 X4 XY X2Y
2015 248,617 -2 4 16 (497,234) 767,161
2016 273,479 -1 1 1 (273,479) 210,969
2017 326,612 0 0 0 - -
2018 420,727 1 1 1 420,727 359,273
2019 462,800 2 4 16 925,600 1,851,200
Total 1,732,234 0 10 34 575,615 3,539,873
Legend: Y= historical supply; X= number of year/s from the median - 2017
215
Yc = a + bX + c𝑋2
Where:
(ΣX4 )(ΣY)−(ΣX2 )(ΣX2 𝑌) (𝟑𝟒)(𝟏,𝟕𝟑𝟐,𝟐𝟑𝟒)−(𝟏𝟎)(𝟑,𝟓𝟑𝟗,𝟖𝟕𝟑)

𝑎= = = 335,675
N (ΣX4 )−(ΣX2 )2 𝟓(𝟑𝟒)−(𝟏𝟎)𝟐
ΣXY 𝟓𝟕𝟓,𝟔𝟏𝟓
𝑏= = = 57,561
(ΣX)2 𝟏𝟎
N(ΣX2 Y)−(ΣX2 )(ΣY) 𝟓(𝟑,𝟓𝟑𝟗,𝟖𝟕𝟑)−(𝟏𝟎)(𝟏,𝟕𝟑𝟐,𝟐𝟑𝟒)

𝑐= = = 5,386
N (ΣX4 )−(ΣX2 )2 𝟓(𝟑𝟒)−(𝟏𝟎)𝟐
Projected Supply
Year A B X BX C CX2 Projected Supply (Yc)
2020 335,675 57,561 3 172,684 5,386 48,475 556,834
2021 335,675 57,561 4 230,246 5,386 86,177 652,098
2022 335,675 57,561 5 287,807 5,386 134,651 758,134
2023 335,675 57,561 6 345,369 5,386 193,898 874,942
2024 335,675 57,561 7 402,930 5,386 263,917 1,002,522
Total 1,678,374 287,807 25 1,439,037 26,930 727,118 3,844,529
Legend: Yc = projected supply; A = aggregate mean; B = rate of variability of historical data; X = years from the median year - 2017
216
Payroll Computation
Payroll Register
Gross Salary Deductions Net
Employee Hourly Daily Monthly Monthly
SSS PhilHealth HDMF Salary
Rate Rate Salary
Asst.
76.63 613.00 14,712.00 580.00 202.29 100.00 13,829.71
Manager
Bookkeeper 74.63 597.00 14,328.00 580.00 197.01 100.00 13,450.99
Accountant - - 10,000.00 - - - 10,000.00
Cook 1 69.38 555.00 13,320.00 540.00 183.15 100.00 12,496.85
Cook 2 69.38 555.00 13,320.00 540.00 183.15 100.00 12,496.85
Cashier 1 67.13 537.00 12,888.00 520.00 177.21 100.00 12,090.79
Cashier 2 67.13 537.00 12,888.00 520.00 177.21 100.00 12,090.79
Employer’s Share
Total
Employer's Monthly
EC SSS PhilHealth HDMF Per
Share Salary
Share
Asst.
14,712.00 10.00 1,160.00 202.29 100.00 1,472.29
Manager
Bookkeeper 14,328.00 10.00 1,160.00 197.01 100.00 1,467.01
Cook 1 13,320.00 10.00 1,080.00 183.15 100.00 1,373.15
Cook 2 13,320.00 10.00 1,080.00 183.15 100.00 1,373.15
Cashier 1 12,888.00 10.00 1,040.00 177.21 100.00 1,327.21
Cashier 2 12,888.00 10.00 1,040.00 177.21 100.00 1,327.21
Total 81,456.00 60.00 6,560.00 1,120.02 600.00 8,340.02
Total Direct Labor Cost

Hours Total Direct Sushilog Direct Labor
Hourly
Employee worked Labor Cost per Produced per Cost per
Rate
per Day Day day Unit
Cook 1 67.13 8 ₱ 555.00 1.93
Cook 2 67.13 8 ₱ 555.00 288 1.83
TOTAL 134.25 16 ₱ 1,074.00 3.86
217
218
219
220
221
222
References:
IFEX Philippines. Philippine Food Industry. Retrieved from
http://www.ifexphilippines.com/en/General-Info/Philippine-Food-Industry
How to register as a barangay micro business enterprise (BMBE) in the
Philippines. (2013, April 24). Retrieved from https://businesstips.ph/how-to-
register-as-a-barangay-micro-business-enterprise-bmbe-in-the-philippines/
Department of Trade and Industry. (n.d.). Start your business. Retrieved from
https://www.dti.gov.ph/businesses/msmes/start-your-business#bmbe
Business registration steps-the easy way! (2018, April 14). Retrieved from
https://businessdiary.com.ph/3634/business-registration-steps-the-easy-
way/?fbclid=IwAR3uKjBtkyhZ5CKDR-
xOLcRhcUvUFRlG_hNQkT1FRcce4m_zjdRWIrv47n4
Philippine Health Insurance Corporation. (2014). Employer registration. Retrieved
from https://www.philhealth.gov.ph/partners/employers/registration.html
Paguio, R. (2014, June 5). Business registration for new entrepreneurs.
Retrieved from https://www.entrepreneur.com.ph/startup-tips/how-to-register-
your-new-business
How to Get Cedula – Community Tax Certificate (CTC). (2015, June 19).
Retrieved from www. Aplikante.info/how-to-get-cedula/
Securities and Exchange Commission. (n.d.). Partnerships. Retrieved from
www.sec.gov.ph/services-2/company-2/registration/primary-
registration/partnership/
223
Social Security System. (n. d.). Compulsory Coverage of Employers. Retrieved
from www.sss.gov.ph/sss/appmanager/pages.jsp?page=employerregister
Mayor’s Permit Requirements and Procedures. (n. d.). Retrieved from
www.philpad.com/mayors-permit-requirements-and-procedures/
Manila Health Department. (n. d.). Sanitation. Retrieved from
www.manila.gov.ph/wp-content/uploads/Sanitation/pdf
224
2X2
KEVIN A. ALQUEZA (preferred graduation pic-
A Eguia, Dasol, Pangasinan Toga/Formal)
+639457527452
E apprenticekevin14@gmail.com
EDUCATIONAL BACKGROUND
Present Far Eastern University -Manila

Nicanor Reyes St. Sampaloc, Manila
2018 Far Eastern University -Manila
Bachelor of Science in Business Administration
Major in Internal Auditing
2014 Dasol Catholic School
Daso, Pangasinan
AWARDS AND ACHIEVEMENTS

• Cum Laude
BSBA Major in Internal Auditing
226
EBALIN, WILKEN A.
125 Damka St. Old Sta. Mesa, Manila
+639120428290
Wilken.ebalin@yahoo.com
Present Far Eastern University - Manila

2014 Batanes National Science High School
Kavangan Drive, Brgy. San Antonio, Basco, Batanes
• Entrance Scholar
A.Y. 2014 - 2016
227
ESGUERRA, KEITH G.
35 G., A. Luna St., West Rembo, Makati City
+639164413004
keithgesguerra@gmail.com

2014 Dr. Bonifacio A. Masilungan National High School
Lalayat, San Jose, Batangas
• Cum Laude
Bachelor of Science in Business Administration Major in Internal Auditing
• First Placer
2018 Qualifying Examinations
Department of Accountancy and Internal Auditing
• Third Placer
2018 WMMC Cup
Polytechnic University
2014 – Present
228
2X2
HIPOLITO, SHERLENE S. (preferred graduation pic-
Kb Arizona Tower, Sampaloc, Manila Toga/Formal)
+639152641653
sherleneshipolito@gmail.com

2014 Caluluan, Concepcion, Tarlac
• Cum Laude
• 3rd Placer
Association of Chartered Certified Accountants (ACCA)
Financial Accounting (F3)
January 15, 2019
• FEU JPIA’s Finest

• Academic Scholarship Awardee
2015-2018
229
2X2
RAINAH MARIELLE S. LINANG (preferred graduation pic-
203 Gov. A. Pascual Street, Sipac, Navotas City Toga/Formal)
+639277908770
rainahmariellelinang@gmail.com
Present Far Eastern University - Manila

2018 Far Eastern University - Manila
2014 University of the East – Caloocan
105 Samson Road, Caloocan City
• Cum Laude
• Top 10 Finalist
17th NCR Cup Series: NCR Cup 5 – Management Advisory Services
Technological Institute of the Philippines – Manila
September 5, 2018
• Academic Scholarship Grantee
2015 - 2017
230
OSIT, FATIMA M.
162 EPDR Subd. M. Sapa Santa Maria,Bulacan
+63 999 910 7061
ositfm@gmail.com

2014 Knights and Archers Montessori School
Brgy. Pag-asa, Binangonan, Rizal
• FEU Entrance Scholar

2014-2017
231
2X2
PANGANIBAN, GENE DANIEL G.
(preferred graduation pic-
#14 Ironwoods st. Phase 2 Greenwoods Cainta, Rizal Toga/Formal)
+639057904640
panganibangene@gmail.com

2014 Pasig Catholic College
Justice Ramon Jabson st. Malinao, Pasig City
• Cum Laude
• Top 1 (Philippines) Top 29 (Worldwide)

Performance Management (F5) Examination
Association of Chartered Certified Accountants
• Top 4 Most Outstanding Delegate, Top 10 Mock Boards, 1 st Place Group

Case Study
Accountancy Students’ Seminar and Extra-curricular Training 2018
University of the Philippines – Junior Philippine Institute of Accountants
2014 – Present
232
POLONIO, PAMELA T.
146 P.Oliveros St. Antipolo, Rizal
+63939 305 9325
poloniopamelat@gmail.com

2014 Sumulong Memorial High School
General Luna St. Antipolo, Rizal
• 2nd Placer
Association of Chartered Certified Accountants (ACCA)
Financial Accounting (F3)
January 15, 2019
• FEU Tuition Discount Scholar

FEU- Admissions and Financial Assistance
Far Eastern University Manila
2015-2019
233
2X2
Ace Michael D. Traya (preferred graduation pic-
Address: 44-A Balingasa, Balintawak, Quezon City Toga/Formal)
+639087097933
acemichaelt@yahoo.com

2014 Balingasa High School
J. Aquino St. Balingasa, Quezon City,
234

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FAR EASTERN UNIVERSITY – MANILA

Institute of Accounts, Business, and Finance

A Feasibility Study Presented to the Faculty of

This feasibility study, SUSHILOG, by Kevin A. Alqueza, Wilken A. Ebalin,

Mr. Rodolfo M. Ledesma, CPA, MBA

Approved by the PANEL OF EXAMINERS ON ORAL EXAMINATION with

MR. WICO DIEL C. OBLENIDA, CPA

MR. LOUIE GENE G. MARASIGAN, CPA MR. JOHN BO S. CAYETANO, CPA

Accepted and approved in partial fulfillment of the requirements for the

MR. EARL JOSEPH M. BORGOÑA, CPA, MBA, LLB, CFMP

encouragement of the following people and groups of people, to whom we would

like to extend our greatest gratitude:

To our adviser, Mr. Rodolfo Ledesma, who provided us unfailing guidance,

imagined a better mentor for this study;

To the experts who assisted us in the validation of the research

us to successfully utilize said research instruments;

floor plan needed to be presented in this study;

To the respondents, including those who participated in the pretesting of

the questionnaire, for providing us the necessary inputs;

their doors wide open to accommodate us;

To our parents, friends, and colleagues, for providing us with unwavering

support and encouragement throughout this study; and

feasible without His grace.

TITLE PAGE ...................................................................................................... i

CERTIFICATION AND APPROVAL SHEET .....................................................ii

ACKNOWLEDGEMENT ................................................................................... iii

TABLE OF CONTENTS .................................................................................. iv

LIST OF TABLES ............................................................................................. x

LIST OF FIGURES ..........................................................................................xv

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

Business Name .......................................................................................... 3

Business Logo ........................................................................................... 4

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

Form of Business Organization .................................................................. 5

Business Location ...................................................................................... 5

Objectives of the Study

o Marketing Aspect ............................................................................. 6

o Management Aspect ........................................................................ 7

o Technical Aspect ............................................................................. 7

o Financial Aspect .............................................................................. 8

o Socio-economic Aspect ................................................................... 8

Investment Cost ......................................................................................... 9

Mode of Financing ...................................................................................... 9

o Target Area .................................................................................... 11

o Competitive Situation ..................................................................... 11

o List of Direct & Indirect Competitors .............................................. 12

o Market Structure ............................................................................ 15

o Age Bracket ................................................................................... 15

o Sampling Area ............................................................................... 15

o Sample Size .................................................................................. 16

o Sampling Method ........................................................................... 16

Demand Analysis .................................................................................... 57

Supply Analysis ....................................................................................... 61

Demand Gap and Market Share ............................................................. 66

SWOT Analysis ....................................................................................... 69

Pricing Study ............................................................................................ 71

Marketing Program, Mix, and Strategies

III. MANAGEMENT ASPECT