Submitted by:

Macaraeg, Mikaela Louise R.

Viray, Rolan Christian R.
Genovea, Lejayamie B.
Golo, Heidi Jane

Submitted to:
Dr. Rommel Mansueto
 Table of Contents

CHAPTER I : VISION – MISSION

1.1 Company Background

1.2 Vision Statement of the Company
1.3 Analysis of Vision Statement
1.4 Proposed Vision Statement
1.5 Analysis of Proposed Vision Statement
1.6 Mission Statement
1.7 Analysis of Mission Statement
1.8 Proposed Mission Statement
1.9 Analysis of Proposed Mission Statement

CHAPTER II : EXTERNAL ANALYSIS

2.1 Macro External Analysis

2.1.1 Political Condition

2.1.2 Economic Condition
2.1.3 Social / Cultural Condition
2.1.4 Technological Condition
2.1.5 Environmental Condition
2.1.6 Legal Condition

2.2 Micro External Analysis

2.2.1 Bargaining Power of Buyers

2.2.2 Bargaining of Power of Suppliers
2.2.3 Threat of Substitute
2.2.4 Threat of New Entry
2.2.5 Rivalry Among Firms

2.3 Comparative Profile Matrix ( CPM )

2.4 External Factor Evaluation Matrix ( EFE )

CHAPTER III : INTERNAL ANALYSIS

3.1 Value Chain Analysis

3.1.1 Inbound Logistic Analysis

3.1.2 Operation Analysis
3.1.3 Outbound Logistic Analysis
3.1.4 Marketing Activities Analysis
3.1.5 After Sales Analysis
3.1.6 Technology Integration Analysis
3.2 Financial Analysis

3.2.1 Liquidity Ratio

3.2.2 Activity Ratio
3.2.3 Leverage Ratio
3.2.4 Profitability Ratio
3.2.5 Growth Ratio

3.3 Internal Factor Evaluation Matrix

CHAPTER IV : MATCHING STRATEGIES

4.1 Threats – Opportunities – Weaknesses – Strength

4.2 Internal – External Matrix
4.3 Space Matrix
4.4 Grand Strategy Matrix
4.5 Boston Consulting Group ( BCG )
4.6 Summary of Matrix

CHAPTER V : DECISION, CONCLUSION, RECOMMENDATION

5.1 QSPM

5.2 Decision

5.2.1 Corporate Strategy

5.2.2 Business Strategy

5.3 Conclusion

5.4 Recommendation

 Strength
 Weaknesses
 Opportunities
 Threats
 CHAPTER 1

VISION – MISSION

1.1 Company Background

It all started with a Vision. Edgar “Injap” Sia, at the age of twenty six, grabbed
the opportunity to lease a 250 square meter space at the Robinson’s Mall Carpark-
Iloilo in December 2003. It was there that Mang Inasal, Hiligaynon for Mr. Barbeque,
was born.
Early on, he learned the importance of following your instincts, taking risks,
strategizing, negotiating, and motivating yourself and your people. He also knew
that the Filipino barbeque quick service restaurant category still had the potential
for growth. He started a business that had the potential for nationwide expansion.
With the support of his family, he embarked on a journey that changed his life
forever.
Mang Inasal’s authentic fusion of traditional Filipino cuisine with the dine-
in concept. famous for its native-style and “nuot-sarap” Chicken Inasal with its
pioneering “unlimited rice”, MangInasal quickly won the hearts of its customers with
its distinctively Pinoy stamp-grilling and special marinade made out of local secret
spices.

1.2 Vision Statement

To be the preferred quick service restaurant of every “Pinoy" everywhere.

1.3 Analysis of Vision Statement

Table 1.1 Analysis of Vision Statement

Components Statement
Short YES
Catchy NO
Depicts Purpose NO

1.4 Proposed Vision Statement

To be the Top-Notcher in quick serving and great quality for every “Pinoy” around
the world.
1.5 Analysis of Proposed Vision Statement

Table 1.2 Analysis of Proposed Vision Statement

Components Statement
Short YES
Catchy YES
Depicts Purpose YES

1.6 Mission Statement

To consistently provide our customers a great “Pinoy” dining experience.

1.7 Analysis of Mission Statement

Table 1.3 Nine Mission Statement Components

Components Yes/No Statement

Customers YES To consistently provide

our customers a great
“Pinoy” dining experience.

Product and Services NO

Markets NO

Technology NO

Concern for survival, NO

growth, profitability
Philosophy NO

Self-concept NO

Concern for public image NO

Concern for employees NO

1.8 Proposed Mission Statement

To consistently provide our customer a great “pinoy”dining experience,To adapt

technological system, because we deliver the best value in products and services to
our business partners, to drive for international scale we provide maximum returns
to our shareholders and investors, We conduct our business with respect, integrity,
and excellence. To be the most trusted in the field of fast food chain, we build
programs to nurture the environment and welfare of the communities we serve. We
create opportunities for learning growth, and recognition for the Mang Inasal team.

1.9 Analysis of Proposed Mission Statement

Yes/No Statement

Customers YES To consistently provide

our customers a great
“Pinoy” dining experience.

Product and Services YES We deliver the best value

in products and services
to our business partners.
Markets YES To drive for International
Scale.

Technology YES To adapt technological

system.
Concern for survival, YES We provide maximum
growth, profitability returns to our
shareholders and
investors.
Philosophy YES We conduct our business
with respect, integrity, and
excellence.
Self-concept YES To be the most trusted in
the field of fastfood chain.
Concern for public image YES We build programs to
nurture the environment
and welfare of the
communities we serve.
Concern for employees YES We create opportunities
for learning, growth, and
recognition for the Mang
Inasal Team.
 CHAPTER 2
EXTERNAL ANALYSIS

2.1 Marco External Analysis

PESTEL ANALYSIS

PESTEL analysis is an analysis of the political, economic, social, technology,

environmental and legal. These group of dimensions are external factors to form and
might affect to the performance of the company.

2.1.1 Political Condition

Mang Inasal believes in conducting its business activities inaccordance with the
utmost degree of governance and control to ensure that its vision and mission are
achieved in the strictest standard of competence, excellence and integrity

2.1.2 Economic Condition

The Philippine economy has strengthened in recent years and remains

very dynamic despite occasional shocks. In 2016, the economy grew by 6.8%, the
fastest in Asia. The growth was mainly due to a surge in investment and
consumption, as well as the reconstruction and public-private partnerships
(PPP) in the infrastructure sector. Domestic consumption is expected to remain
the main driver of the economy, accounting for 70% of GDP. But when the
former President Benigno Aquino leave the office, a change in administration
raised risks of policy instability and fears that the investment would dip slightly
during this phase. But despite his populist views, the continuity of liberal
economic reforms of the newly-appointed Rodrigo Duterte established confidence
as the investment hit the highest growth in the last two decades.

2.1.3 Social Condition

The best way to get tenants or occupants to meet their obligations related
to the use of your property is to make sure that you fulfill all of yours as the
landlord/owner. In rental space, it should be treated as a full-pledged business,
and as such you are legally obligated to deliver on the terms and conditions
that are in the agreement that you reached with your tenant.
Apart from delivering what is needed yourself, this also means being smart
enough to know that sometimes professional help is needed. For example, if the
electrical system of your space or building is malfunctioning, it is indeed your
responsibility to have it fixed, but not to do it yourself. You immediately enlist the
services of an expert, which has you effectively addressing what is needed
quickly and effectively, while also ensuring all occupants’ safety.

2.1.4 Technological Condition

Technical and commercial competence, knowledge and skill are grossly

undervalued in the Philippines, purely because money is such a powerful facilitator
and for as long as the structure of the Philippine economy remains so enamored
with money, then long-term job and export creating investment will just not
happen. Technology continues to be a catalyst for change in all areas of
business and industry, and the commercial rental service is not exempted.
Today’s worker is more mobile and more connected than ever before, which
means that businesses can operate anywhere. Especially in mature urban centres,
the pushback against increasing ownership costs is rising.

2.1.5 Environmental Conditions

Rent control was introduced in the Philippines in 1971 in order to stabilize

the prices of basic commodities during periods of calamities and macroeconomic
instability. It has been adopted in succeeding years despite the country’s exit
from the highly inflationary environment. Rent control related policies, however,
have had adverse impacts on the rental market. Consequently, the Philippines
government has made changes to the original rent control set up; there was a move
from the first to the second generation rent control. This study specifically
determines whether second generation rent control is indeed free of the adverse
impacts of its predecessor. It uses the 2014 Annual Property Indicators Survey to
have an estimation of the net benefit of tenants under rent control.

2.1.6 Legal Condition

The new administration has committed to making setting up a business in the

Philippines faster and easier, reducing red tape and streamlining processes.
The requirements for setting up a business will depend on the type and location of
the entity. It will also require registration with various government agencies,
including the Securities and Exchange Commission (SEC), the Department of
Trade and Industry (DTI), the Bureau of Internal Revenue (BIR) and local
government units, as appropriate. If the business qualifies for incentives, it
must also be registered with incentives promotion agencies such as the
Philippine Economic Zone Authority and the Board of Investments.
 Table 2.2 Opportunities and Threats
Opportunities Threats

1. Home Meal Delivery 1. Financial Crisis

2. Cultural Diversity 2.Flactuatuating Prices of Oil

3. Nearby Offices 3. Sanitary Issues

4. Local Cultural Tradition 4. Political Instability

5. Government Regulation for Non-Usage 5. Competitive Price Pressure

of Plastic
6. Agriculture 6. Direct Competitors

7. Internal Expansion 7. Local/Foreign SME

8. Urban Development 8. Similar Concept and Services

9. Technological Advances 9. Trend Towards Unhealthy Eating

10. Product Innovation 10. Changing Customer Taste

2.2 Macro External Analysis

Macro Environmental, our product and all of the other actors operate in a large macro
environment of forces that shape opportunities and pose threats to the company. Six
largely uncountable externals forces influence our products marketing activities.

2.2.1 Bargaining Power of Buyers

Mang Inasal added the famous meriendas and desserts to their menu to keep up with the
changing taste and lifestyle of customer. Mang Inasal became the fast food to go with its
uniquely-flavored Chicken Inasal, Pork BBQ and Sizzling Pork Sisig and Sizzling
Bangus.

2.2.2 Bargaining Power of Supplier

Item is readily available in many supplier. There is a surge in the availability of the
supplies. Switching cost is low.

2.2.3 Threats of Substitute

With so many firms in the quick service/burger industry, low switching cost, similar
products, and healthier options, the threat of substitute is very high.

2.2.4 Threats of New Entry

Mang Inasal continued to dominate the market. It contribute market share of 57 percent
while Chicken Bacolod’s occupied 36 percent, and the rest was divided among other
hamburger chains like Lechon Haus, and Chicken Inasal.

2.2.5 Rivalry among Firms

The fully Filipino-owned hamburger chain had locally food chains that serves inasal and
unli rice choices.
2.4 External Factor Evaluation Matrix (EFE)

External Factor Evaluation (EFE) matrix method is strategies-management tools often

used for assessment of current business condition. To indicate how effectively the firm’s
current strategies respond to the factor, 4- is a superior, 3- is above average, 2- is average,
1- is poor. Illustrated in Table 2.3

Table 2.3 External Factor Evaluation Matrix

Critical Success Factors Weigh Ratin Weighte

t g d
Score
Opportunities

1. Home Meal Delivery 0.06 4 0.24

2. Cultural Diversity 0.04 3 0.12
3. Nearby Offices 0.04 4 0.16
4. Local Cultural Tradition 0.06 4 0.24
5. Government Regulation for Non-Usage of 0.05 3 0.15
Plastic
6. Agriculture 0.05 2 0.10
7. Internal Expansion 0.03 3 0.09
8. Urban Development 0.04 4 0.16
9. Technological Advances 0.05 3 0.15
10. Product Innovation 0.04 4 0.16
Threats
1. Financial Crisis 0.06 3 0.18
2.Flactuatuating Prices of Oil 0.05 2 0.10
3. Sanitary Issues 0.04 3 0.12
4. Political Instability 0.06 4 0.24
5. Competitive Price Pressure 0.04 4 0.16
6. Direct Competitors 0.03 2 0.06
7. Local/Foreign SME 0.04 3 0.12

8. Similar Concept and Services 0.04 3 0.12

9. Trend Towards Unhealthy Eating 0.04 4 0.16
10. Changing Customer Taste 0.05 4 0.20
TOTAL 1 3.29
The Matrix shows the collective Opportunities and Threats that are within the company.
They got the average of 3.29 .

CHAPTER 3
INTERNAL ANALYSIS

3.1 Value Chain Analysis

3.1.1 Inbound Logistics

As a food chain company, MangInasal focuses in acquiring good employees. The

company ensures that it is hiring skilled and experienced workers to fill up the positions
needed to give high quality service to people.

3.1.2 Operations Analysis

Mang Inasal are carefully produced collaborated with best staffs, materials and machines.

3.1.3 Outbound Logistic Analysis

Individual Regional Business Units are able to achieve greater efficiency in the delivery
of products and services, quicker coordination, and more timely decision making due to
this decentralizing.

3.1.4 Marketing Activities Analysis

Mang Inasal projects itself as being closer to Filipino families as compared to its
competitors. There is already widespread awareness locally that Mang Inasal is a local
Filipino establishment, which in turn appealed to the mass population whom felt more
comfortable in a familiar setting.

3.1.5 After Sales Analysis

Customers are the assets of every business. Sales professionals must try their best
by satisfying customers, for them to come back again to their organization .
MangInasal will give their best by serving the good quality and delicious food to
satisfy the needs of their customers and especially Mang Inasal are willing to replace
a food if it is under cook or not well presented.

3.1.6 Technology Integration Analysis

High technology plays a vital role in enhancing the operations of a company. For a
company to stand out from its rivals, investing on state-of-the art technology is essential.
From the company stand point, maximizing output from resources and achieving
economies of scale are always the key objectives of a company. Mang Inasal should
leverage on deploying new technologies to enhance its operations efficiency

3.2 Financial Analysis

Liquidity Ratios 2016 2015

Current Ratio 1.85 1.78

Quick or Acid-Test Ratio 1.65 1.62
Leverage Ratios
Debt-to-Total-Asset Ratio 0.35 0.34
Debt-to-Equity Ratio 1.93 1.85
Long-Term Debt-to-Equity 0.24 0.26
Activity Ratios

Inventory-Turnover Ratio 5.21 4.89

Total-Asset Turnover 1.68 1.54
Fixed-Asset Turnover 6.16 6.02
Average Collection Period 79.56 68.43

Profitability
Gross Profit Margin 0.17 0.15

Operating Profit Margin 0.10 0.08

Net Profit Margin 0.06 0.06
Return on Total Asset 0.09 0.07
(ROA)
Return on Stockholder’s

Growth Ratios

Sales 25.32 20.66

Net Income 21.79 19.98

Liquidity Ratio

Current Ratio

Figure shows that the current ratio of 2015 was increased from 1.78 to 1.85 by 2016.

Mang Inasal has a current ratio of 1.85. It generally indicates good short-term financial
strength.

Quick Ratio

Both 2015 and 2016 shows that Jollibee was able to meet its obligations with its liquid
assets.

Mang Inasal has a quick ratio generally indicates good short-term financial strength.

Leverage Ratios

Debt-to-Total-Asset Ratio

Mang Inasal debt to total asset ratio shows that a minimal reliance has complied.

Jollibee Foods Corporation’s long-term debt to total assets ratio increased from March
2017 (0.14) to March 2018 (0.20). It may suggest that Mang Inasal is progressively
becoming more dependent on debt to grow their business.

Debt-to-Equity Ratio

Increased in sales was seen in 2015 to 2016 debt to equity ratio.

Mang Inasal’s Current Portion of Long-Term Debt & Capital Lease Obligation for the
quarter that ended in March 2018 was 358 Million Mang Inasal Total Stockholders
Equity for the quarter that ended in March 2018 was 830 Million Mang Inasal
Corporation’s debt to equity for the quarter that ended in March 2018 was 0.46

Activity Ratios

Inventory-Turnover Ratio

Figure shows a fast paced inventory sold and replaced in 2015 and 2016.

Mang Inasal Cost of Goods Sold for the three months ended in March 2018 was 545
Million Mang Inasal’s Total Inventories for the quarter that ended in March 2018 was 129
Million Mang Inasal’s inventory turnover for the quarter that ended in March 2018 was
4.24
Total-Asset Turnover

A total asset turnover is increased in 2016.

Three months ended in March 2018 was 662 Million Mang Inasal’s Total Aseset for the
quarter that ended in March 2018 was 1,767 Million Therefore, J Mang Inasal’s asset
turnover for the quarter that ended in March 2018 was 0.38

Average Collection Period

Mang Inasal has increased in 2016.

Profitability Ratios

Gross Profit Margin

Figure shows that the current ratio of 2015 was increased from 0.17 to 0.15 by 2016.

Operating Profit Margin

Increased in operating profit margin in 2015 to 2016

Growth Ratio
Sales
2016 shows 25.32 in sales.
Net income
In 2015, 19.98 was shown in the figure increased in 2016 by 21.79
3.3 Internal Factor Evaluation Matrix

Table 2.4 Internal Factor Evaluation Matrix

Critical Success Factors Weight Rating Weighted
Score
Strengths

1. Accessibility 0.06 4 0.24

2. Large Target Markets 0.05 4 0.2
3. Endorsement 0.05 3 0.15
4. Credible Managers 0.05 3 0.15
5. Strong Commissary System 0.06 4 0.24
6. Well Oriented and Trained Crews 0.06 4 0.24
7. Fast Growing Company 0.06 4 0.24
8. Locally Adapted Food Menu’s 0.05 4 0.2

9. Brand Image is Visible 0.05 3 0.15

10. Market Leader in Fast Food Chain 0.06 3 0.18
Weaknesses
1. Labor Shortage 0.02 1 0.02
2. Lack of Motivation 0.01 2 0.02
3. Customer Complaints 0.01 2 0.02
4. Product Availability and Quality 0.02 1 0.02
5. High Employee Turnover 0.01 2 0.02
6. Decentralize Talent Acquisition 0.01 2 0.02

7. Unhealthy Foods 0.01 1 0.01

8. Commissary Struggles 0.01 2 0.02
9. Brands Under the Jollibee 0.01 1 0.01

10. Research for Other Countries 0.01 1 0.01

TOTAL 0.67 2.16

The matrix shows the collective strengths and weaknesses that are within the company.
The 2.16 average demonstrate that the entity has the capabilities decrease their
weaknesses through wide-raging utilization of their strengths.
 CHAPTER 4
MATCHING STRATEGIES

4.1 Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix

Strengths and Opportunities (S-O Strategies)

Strength S-O Strategies Opportunities

1. Accessibility (S7-O1) Giving accessibility for 1. Home Meal Delivery

customer or home delivery.
2. 2Large Target (S2-O4) Use internet as an 2. Cultural Diversity
Markets endorsement to introduce your
menu’s for cultural tradition.
3. Endorsement (S3-O9) Use fast new and high 3. Nearby Offices
technological device as an
endorsement.
4. Credible (S4-O9) Empowering credible 4. Local Cultural
Managers managers to make good decisions Tradition
by utilizing the recent
technological advances to improve
the productivity.
5. Strong (S5-O6) Highly commissary 5. Government
Commissary system together with the help of Regulation for Non-
System agricultural nation for good Usage of Plastic
satisfaction of the customer.
6. Well Oriented (S6-O10) Ask opinion or help from 6. Agriculture
and Trained the oriented and train crews for
Crews product innovation.
7. Fast Growing (S7-S7) Use the advantage of the 7. Internal Expansion
Company company to grow and to have
international expansion.
8. Locally (S8-O4) Introducing the locally 8. Urban Development
Adapted Food adapted food menu’s in the local
Menu’s cultural tradition.
9. Brand Image is (S9-O4) The brand image is visible 9. Technological
Visible for having a local cultural tradition. Advances

10. Market Leader (S10-O7) Mang Inasal is one of the 10. Product Innovation
in Fast Food market leader in fast food chain it
Chain can also be the reason to have an
international expansion.

Strength of Mang Inasal are used to come up with a strategy to take advantage the
opportunities that are open for the company.
 Weaknesses and Opportunities (W-O Strategies)

Weaknesses W-O Strategies Opportunities

1. Labor Shortage (W1-O9) Use fast and advance 1. Home Meal Delivery
technology to prevent labor
shortage.
2. Lack of (W7-O10) Product innovation of 2. Cultural Diversity
Motivation the product and make it more
healthier by decreasing
presenvatives.
3. Customer (W3-O4) Make a survey for 3. Nearby Offices
Complaints comment or suggestion for the
customer complain.
4. Product (W4-O9) Use the advancement of 4. Local Cultural
Availability and technology to give or provide Tradition
Quality product availability and quality
research in order to help the
company’s existing problems.
5. High Employee (W5-O3) Ask the employee’s 5. Government
Turnover nearby location in their house to Regulation for Non-
decreased the turnover of the Usage of Plastic
employee’s.
6. Decentralize (W7-O6) Using agricultural good 6. Agriculture
Talent to make healthy foods and also to
Acquisition prevent unhealthy foods.
7. Unhealthy (W7-O3) Make some research to 7. Internal Expansion
Foods make the unhealthy food become
healthy in order to lessen the
customer complaints and to have
more customer.
8. Commissary (W4-O7) Make or expand the 8. Urban Development
Struggles international work place so that
their’s a lot of product that the
company can make.
9. Brands Under (W10-O9) Together with the help 9. Technological
the Jollibee of advance and fast technology it Advances
can help to get more information to
other countries.
10. Research for (W10-O9) Using highly 10. Product Innovation
Other Countries technologies and fast internet to
have more research for other
countries.

The opportunities of Mang Inasal can be used to minimize and overcome its
weaknesses and improve the company.
 Strengths and Threats (S-T Strategies)

Strengths S-T Strategies Threats

1. Accessibility (S1-T6) Opening new branches in 1. Financial Crisis

some location within key strategies
areas to improve accessibility to
increase sale over direct
competitors.
2. Large Target (S2-T1) Scattered for a large target 2. Flactuating Prices of
Markets markets. Oil

3. Endorsement (S3-T4) Having a good or great 4. Sanitary Issues

endorsement can made the product
or brand more popular to the
customer.
5. Credible (S4-T9) Establishing is a research 6. Political Instability
Managers division headed by credible
managers tasked in improving the
company’s menu to meet the latest
trend towards healthy cating.
7. Strong (S5-T2) High commissary system 8. Competitive Price
Commissary in order to minimize the effect of Pressure
System an even changing price of oil and
taste.
9. Well Oriented (S6-T3) Assigning the right crew 10. Direct Competitors
and Trained that are well oriented and trained in
Crews order to prevent any issue.
11. Fast Growing (S3-T7) Asking celebrity endorsers 12. Local/Foreign SME
Company or promote he company’s product
to get an edge over other local
foreign SMF’s.
13. Locally (S8-T10) Improving the quality or 14. Similar Concept and
Adapted Food locally adopted food menu in order Services
Menu’s to caller to an over changing
customer taste.
15. Brand Image is (S6-T2) Introducing budget menu 16. Trend Towards
Visible to decrease financial cuisine effects Unhealthy Eating
of product.
17. Market Leader (S10-T8) Product improving in 18. Changing Customer
in Fast Food order to maintain the company’s Taste
Chain status as the market leader in fast
food chain over new company and
service.

Mang Inasal strength are used to make the strategies to prevent the threats that the
company encounters.
 Weaknesses and Threats (W-T Strategies)

Weaknesses W-T Strategies Threats

1. Labor Shortage (W1-T7) Giving a competitive 1. Financial Crisis

salary and benefit package in order
to attack employee’s to prevent
loans shortage making the
company perform better than it’s
direct competitors.
2. Lack of (W2-T1) Giving incentives or 2. Flactuating Prices of
Motivation bonuses to the employees or crew Oil
to motivate them to perform better
and at the same time to help them
avoid financial crisis.
3. Customer (W3-T10) Improving or changing 3. Sanitary Issues
Complaints the taste of the product to
decreased the customer complaints.
4. Product (W4-T10) Giving a good quality of 4. Political Instability
Availability and product or foods availability in
Quality case of customer changing taste.
5. High Employee (W4-T3) Researching and 5. Competitive Price
Turnover representation of finding for Pressure
consistence when it comes to
products standards availability and
quality in order to prevent salary
issues.
6. Decentralize (W6-T2) Focusing in resource 6. Direct Competitors
Talent acquisition to prevent commissary
Acquisition struggles adeqvate stocks of
resources to lessen the impact of
oil prices fluctuation.
7. Unhealthy (W7-T7) Unhealthy foods can 7. Local/Foreign SME
Foods become a financial crisis to the
company.
8. Commissary (W7-T3) Serve a healthy product 8. Similar Concept and
Struggles or foods to avoid customer Services
complaints.
9. Brands Under (W7-T9) Utilizing healthier food 9. Trend Towards
the Jollibee alternatives and cooking Unhealthy Eating
techniques in food preparation in
line with the present trend towards.
10.Research for (W10-T6) Try to make more 10. Changing Customer
Other Countries research to other countries to who Taste
is your competitor.
4.2 Internal-External (IE) Mtrix

The IFE Total Weighted Matrix

Strong Average Weak

3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
I II III

High
3.0 to 3.99

The IFE
Total IV V VI
Weighted
Score Medium
2.0 to 2.99 Mang Inasal

VII VIII IX
Low
1.0 to 1.99

Hold and Maintain

Mang Inasal is a good company and they should maintain the good what they give to the
customer. To accomplish market penetration the company should maintain the good
quality product and good name in order for the customers to still trust your service. Also
to have product development the firms should utilize the basic internal and external swot
analysis, as well as the new market trends. Your goal is to develop a working prototype or
ideally to go to market with it.
4.3 Space Matrix

Internal Strategic Position

Financial Strength +5 +1 Worst +6 Best

Competitive Advantage -2 -6 Worst -1 Best

External Strategic Position

-3
Environmental Stability -6 Worst -1 Best

Industry Strength +4 +1 Worst -6 Best

X-axis 4 + -2 = 2
Y-axis 5 + -3 = 2

Conservative FS Aggressive

Defensive ES Competitive
4.4 Grand Strategy Matrix

RAPID MARKET GROWTH

QUADRANT II QUADRANT I

TARGET

WEAK
STRONG
COMPETITIVE COMPETITIVE
POSITION POSTION

MANG INASAL

QUADRANT III QUADRANT IV

A grand strategy matrix consists of a four-quadrant graph, similar to a SWOT matrix,

that lists strategic options for companies in either strong or weak competitive positions in
industries experiencing either rapid or slow growth.
4.5 Boston Consulting Group (BCG) Matrix

The Boston Consulting group’s product portfolio matrix (BCG matrix) is designed to help
with long-term strategic planning, to help a business consider growth opportunities by
reviewing its portfolio of products to decide where to invest, to discontinue or develop
products. It's also known as the Growth/Share Matrix.
4.6 Summary of Matrix

Alternative Strategies IE SPACE GRAND COUNT

Forward Integration 0
Backward Integration 0
Horizontal Integration X 1
Market Penetration X X 2
Market Development X 1
Product Development X X 2
Concentric Diversification 0
Conglomerate Diversification 0
Horizontal Diversification 0
Joint Venture 0
Retrenchment 0
Divestiture X 1
Liquidation X 1
 CHAPTER 5
Decision, Conclusion and Recommendation

5.1 QSPM

Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic management

approach for evaluating possible strategies. QSPM provides an analytical method for
comparing feasible alternative actions. The QSPM method falls within so-called stage 3
of the strategy formulation analytical framework.

Srategic
Alternatives
Market Market
Critical Success Factors Weight Penetration Development

Strengths AS TAS AS TAS

Endorsement 0.05 4.00 0.2 4.00 0.2
Large Target Market 0.05 3.00 0.15 3.00 0.15
Market Leader in Fast Food Chain 0.06 4.00 0.24 3.00 0.18
Accessibility 0.06 4.00 0.24 3.00 0.18
Strong Commisory System 0.06 3.00 0.18 4.00 0.24
Fast Growing Company 0.06 4.00 0.24 4.00 0.24
Well oriented and train crews 0.06 4.00 0.24 4.00 0.24
Credible manager/s 0.05 4.00 0.2 4.00 0.2
Locally Adapted Food Menu’s 0.05 4.00 0.2 3.00 0.15
Brand image is visible 0.05 3.00 0.15 4.00 0.2
Weaknesses
Unhealthy Foods 0.04 1.00 0.04 1.00 0.04
Brand under the Jollibee 0.04 1.00 0.04 1.00 0.04
Commisary Struggles 0.05 2.00 0.1 2.00 0.1
SUBTOTAL 0.68 2.22 2.16
 Market Market
Critical Success Factors Weight Penetration Development

Opportunities AS TAS AS TAS

Agriculture 0.06 4.00 0.24 3.00 0.18
Technological Advances 0.06 4.00 0.24 3.00 0.18
Local Cultural Tradition 0.06 4.00 0.24 4.00 0.24
Urban Development 0.05 4.00 0.2 4.00 0.2
International Expansion 0.05 3.00 0.15 4.00 0.2
Government regulation for non-usage 0.05 3.00 0.15 3.00 0.15
of plastic

Home meal delivery 0.05 4.00 0.2 3.00 0.15

Nearby Officers 0.05 3.00 0.15 4.00 0.2
Cultural Diversity 0.04 3.00 0.12 3.00 0.12
Product innovation 0.04 3.00 0.12 4.00 0.16
Threats
Local/Foreign SME 0.04 4.00 0.16 3.00 0.12
Trend Towards Healthy Eating 0.04 4.00 0.16 4.00 0.16
Changing Customer Taste 0.05 3.00 0.15 3.00 0.15
Competitive Price Pressure 0.04 4.00 0.16 3.00 0.12
SUBTOTAL 0.68 2.44 2.95
SUM TOTAL ATTRACTIVES 4.66 5.11
SCORE
5.2 DECISION

5.2.1 Corporate Strategy

The company offers Paborito Meals and Sulit Meals to its customers, as well as
Palamig Selections, Merienda Meals and other well-loved Filipino viands. The
Paborito Meals are categorically more expensive compared to the Sulit Meals, whose
lowest offering is at an affordable 49 pesos. However, their serving portions are
bigger compared to the Sulit Meals. Mang Inasal also offers traditional Filipino
dishes such as the Beef and Bangus Sinigang, Bangus and Pork Sisig, and Dinuguan,
Halo-Halo, among many others. MangInasal promotes sustainable community living
by providing employment opportunities and by sourcing out local materials in its
business operations (example, banana leaves, chicken oil, bamboo sticks). In that
matter, the company takes an active stance in developing livelihood programs for the
betterment of the community it serves. The company helps preserve the Filipino
tradition kinamot , which in Ilonggo means to eat with one’s hands. As such, Mang
Inasal restaurant chains around the country have a designated washing area where
customers can wash their hands prior to dining to maintain sanitary eating
standards.

5.2.2 Business Strategy

The Pursuit of Customer Satisfaction Customer Satisfaction has always been Mang
Inasal’s priority. We live the FSC philosophy by serving great Food, delivering
excellent Service, and maintaining Cleanliness and good store condition every day.
High-Quality Pinoy Products The variety of food that we serve is carefully developed
to ensure ingredients are secured from suppliers with equally high regards to
quality and safety. These are then prepared, cooked, and served compliant to the
highest standards that will surely make each customer feel satisfied after every
meal. AlagangPinoy Service It is our aim not just to deliver high-quality meals but to
serve the AlagangPinoy way. We serve our customers with puso - by always making
them our first priority in ways that connect to our customers. In MangInasal, FSC is
our way of life. And it is the reason why we are still in business today.

5.3 CONCLUSION

Mang Inasal is a very successful business that has been experiencing major growth. It’s
always consider applicants who have successful track record in the business, who have
good standing in the community, and who have excellent people-handling skills.

5.4 RECOMMENDATION

There should be only one recommendation to enhance at he company’s operations and its
growth or solving its problems. The decision that is being taken should be justified and
viable for solving the problems.