FAR EASTERN UNIVERSITY

Institute of Accounts, Business, & Finance

A Feasibility Study Presented to the Faculty of

Department of Internal Auditing

In Partial Fulfillment
of the Requirements for the Degree of
Bachelor of Science in Internal Auditing

By
AN, MAY VANESSA
BAUTISTA, LUIS GREGORIO
CUNANAN, MIKAELA ANTACIA
FAUSTINO, JASEVER JAZTYN
MARINAY, CLAIRE
MANARONDONG, ABDULLAH
NAVIDAD, KYLA JOY
QUIJANO, TRICIA ASHLEY
SALIBA, FRANCESCA JULLIANE
SAMERODIN, HAMDANI
SORIA, SAMSON MACCI
ZAMORA, JASELLE
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CERTIFICATION

This Feasibility Study, MasaWrap prepared and submitted by May

Vanessa An, Luis Gregorio Bautista, Mikaela Antacia Cunanan, Jasever Jaztyn

Faustino, Claire Marinay, Abdullah Manarondong, Kyla Joy Navidad, Tricia

Ashley Quijano, Francesca Julliane Saliba, Hamdani Samerodin, Samson Macci

Soria, Jaselle Zamora in partial fulfillment of the requirements for Strategic

Business Analysis has been examined and recommended for acceptance and

approval for ORAL EXAMINATION.

MR. ARCADIO B. ACOL, CPA, MBA

Feasibility Adviser
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APPROVAL SHEET

Approved by the PANEL OF EXAMINERS ON ORAL

EXAMINATION with a grade of .

Chairman

Member Member

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

MR. ENRIQUE E. LOZARI, PhD

Dean, Institute of Accounts, Business and Finance

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ACKNOWLEDGEMENT

The proponents of this business hereby express their sincere gratitude to

the following people who never stopped offering assistance until this paper was

organized:

To the feasibility study mentor, Mr. Arcadio B. Acol, for keeping the

proponents on track through his constructive criticisms and advice that would

truly help improve the study;

To all the students from various universities and colleges for their

time and efforts in responding to the demand survey and in assisting the

proponents in reaching the student body of their respective schools;

To the businesses whom the proponents surveyed, for their

willingness to respond to the supply survey which helped the proponents gather

important data;

To all the professors who taught the proponents, all of them

contributed to molding each of the proponents to establish this study.

To the proponents’ families for their assistance in constructing this

paper and for their unwavering belief and support.

To the proponents’ friends and batchmates who battled the same

challenges but still made their presence felt whenever help was needed.;

Above all, to God Almighty for His gift of knowledge, patience,

understanding and divine protection.

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TABLE OF CONTENTS

PROJECT SUMMARY .....................................................................................1

BACKGROUND OF THE STUDY ..........................................................2

BUSINESS AND BRAND NAME .......................................................... 3

BUSINESS LOGO… ...................................................................................... 5

FORM OF BUSINESS ORGANIZATION. ............................................. 5

BUSINESS LOCATION ......................................................................... 6

STATEMENT OF THE PROBLEM ........................................................ 8

INVESTMENT COST ........................................................................... 10

MODE OF FINANCING....................................................................... 10

MARKETING ASPECT ............................................................................................ 11

TARGET AREA… ......................................................................................... 12

TARGET MARKET ....................................................................................... 12

COMPETITIVE SITUATION… .................................................................... 13

SAMPLING AREA… ................................................................................... 17

POPULATION… ............................................................................................ 17

SAMPLING METHOD ..................................................................................20

DATA GATHERING INSTRUMENT ..........................................................21

DEMAND SURVEY
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RESULTS ............................................................ 33

SUPPLY SURVEY RESULTS .................................................................... 47

DEMAND

ANALYSIS.................................................................................... 57

DETERMINATION OF

FREQUENCY ......................................................... 59

HISTORICAL

DEMAND ............................................................................... 60

PROJECTED

DEMAND ............................................................................... 61

SUPPLY ANALYSIS .................................................................................... 62

AVERAGE CUSTOMER PER YEAR......................................................... 63

PROJECTED SUPPLY ................................................................................ 64

DETERMINATION OF SALES.................................................................... 64

PROJECTED

SALES ................................................................................... 65

DETERMINATION OF CAPACITY ............................................................ 66

PROJECTED DEMAND

GAP ..................................................................... 67

SWOT
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ANALYSIS.......................................................................................... 68

MARKETING PROGRAMS, MIX, AND

STRATEGIES ........................... 71

MARKETING

ACTIVITIES ............................................................................ 76

MANAGEMENT

ASPECT ......................................................................................... 78

FORM OF BUSINESS

ORGANIZATION… .................................................79

LEGAL REQUIREMENTS AND STEPS TO REGISTER THE

BUSINESS ..................................................................................................... 79

MANPOWER REQUIREMENTS ................................................................ 87

LIST OF EMPLOYEES ........................................................................ 97

OTHER BENEFITS… ................................................................................... 97

WORK TIME SCHEDULE ........................................................................... 97

ORGANIZATIONAL POLICY…................................................................ 100

RECRUITMENT POLICY… ....................................................................... 101

EMPLOYMENT POLICY…........................................................................ 102

RESIGNATION AND DISMISSAL POLICIES ........................................ 103

COMPENSATION AND BENEFITS POLICY ......................................... 105
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POLICY ON ATTENDANCE… ................................................................ 105

POLICY ON UNDER-TIME AND OVERTIME… ....................................106

POLICY ON VACATION LEAVE AND SICK LEAVE.......................... 107

POLICY ON EMERGENCY LEAVE, UNSCHEDULED LEAVE, OR

OTHER KINDS OF LEAVES......................................................... 108

TEN (10) DAYS LEAVE FOR VIOLENCE AGAINST WOMEN AND

THEIR CHILDREN (VAWC) VICTIMS… ..................................... 111

POLICY ON HOLIDAY ............................................................................... 113

EMPLOYEES CONDUCT AND WORK RULES .................................... 116

DRESS CODE, HYGIENE AND PROPER GROOMING… .................. 117

INTERNAL CONTROL… ........................................................................... 125

TECHNICAL ASPECT.................................................................................. 144

PURCHASING PROCESS ........................................................................145

SELLING PROCESS .................................................................................. 145

PRE-PRODUCTION PROCESS ............................................................... 146

PRODUCTION

PROCESS ........................................................................ 148

PRODUCTION MACHINERY AND EQUIPMENT ................................ 149

PRODUCTION FURNITURE AND FIXTURES ...................................... 151
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OFFICE MACHINERY AND EQUIPMENT .............................................152

OFFICE FURNITURE AND FIXTURES ..................................................153

STORE MACHINERY AND EQUIPMENT .............................................. 154

STORE FURNITURE AND FIXTURES ................................................... 155

PRODUCTION TOOLS (NOT SUBJECT TO DEPRECIATION) ........ 156

KITCHEN SUPPLIES .................................................................................158

OFFICE SUPPLIES ................................................................................... 160

STORE SUPPLIES .....................................................................................161

FLOOR AREA PLAN… ............................................................................. 163

PRODUCTION AREA LAYOUT AND SPECIFICATION…..................164

STORE AREA LAY-OUT AND SPECIFICATION… ............................. 165

FINANCIAL ASPECT ............................................................................................. 167

GENERAL FINANCIAL ASSUMPTIONS ............................................... 168

CHART OF ACCOUNTS ...........................................................................170

FORMS OF FINANCING…………………………………,,,….................171

COMPARATIVE STATEMENT OF COMPREHENSIVE INCOME ... 173

COMPARATIVE STATEMENT OF CHANGES IN EQUITY .............. 173

COMPARATIVE STATEMENT OF FINANCIAL POSITION .............. 174

COMPARATIVE STATEMENT OF CASH FLOW ................................. 175

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FINANCIAL STATEMENT ANALYSIS ..............................................176

BREAK-EVEN POINT........................................................................178

NOTES TO FINANCIAL STATEMENTS .......................................... 179

LIST OF SCHEDULES .................................................................... 185

SOCIO-ECONOMIC ASPECT............................................................................ 191

DESCRIPTION OF THE INDUSTRY… .................................................192

PRODUCTION… ...................................................................................... 193

EMPLOYMENT ......................................................................................... 194

TAXES ....................................................................................................... 194

HEALTH MATTERS… .............................................................................195

LIST OF TABLES

Table # Title Page #

Table 1 Direct Competitors of MasaWrap 15

Table 2 Indirect Competitors of MasaWrap 17

Table 3 Distribution of Target Consumers According to Age 33

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Table 4 Distribution of Target Consumers According to Gender 34

Table 5 Distribution of Target Consumers According to School 35

Distribution of Target Consumers According to Sources of

Table 6 36
Income

Distribution of Target Consumers Based on Daily

Table 7 36
Spending on Food

Distribution of Target Consumers Based on Familiarity of

Table 8 37
the Korean Dish Kimbap

Distribution of Target Consumers Based on whether or not

Table 9 38
they have tried Kimbap before

Distribution of Target Consumers Based on Willingness to

Table 10 39
try Folded Kimbap with Filipino Dishes

Distribution of Target Consumers Based on Reason for

Table 11 40
Unwillingness to try Folded Kimbap with Filipino Dishes

Distribution of Target Consumers According to Top Five

Table 12 41
Preferred Filling for Folded Kimbap

Distribution of Target Consumers Based on whether or not

Table 13 price is taken into consideration when purchasing Folded 42

Kimbap

Distribution of Respondents According to Amount Willing

Table 14 43
to Spend in Folded Kimbap

Distribution of Target Consumers Based on whether or not

Table 15 43
location is taken into consideration when
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Distribution of Target Consumers According to preference
Table 16 44
whether going to the physical store or delivery

Distribution of Target Consumers According to Frequency

Table 17 45
on Consumption of Kimbap

Distribution of Target Consumers According to Factors

Table 18 46
Considered when Buying Kimbap

Distribution of Competitors According to Number of Years

Table 19 47
in Operation

Distribution of Competitors According to Number of Direct

Table 20 48
Competitors at Start-up

Distribution of Competitors According to Number of

Table 21 49
Customers Purchasing Goods at their Shop

Distribution of Competitors Based on whether they offer

Table 22 49
dine-in services

Distribution of Competitors According to Number of

Table 23 50
Customers shopping through dine-in

Distribution of Competitors Based on whether they offer

Table 24 51
delivery services

Distribution of Competitors According to Number of

Table 25 51
Customers ordering through delivery per

Distribution of Competitors Based on whether they offer

Table 26 52
different fillings for their food wrap
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Distribution of Competitors Based on whether they take

Table 27 demand into consideration when deciding on goods and 52

services

Table 28 Distribution of Competitors According to Cost of Goods 53

Marketing or Advertising Tactics Applied in Business by

Table 29 54
Competitors

Distribution of Competitors According to Days of Operation

Table 30 55
in a Week

Distribution of Competitors According to Number of Goods

Table 31 56
Sold in Physical Stores per day

Distribution of Competitors According to Number of Goods

Table 32 56
Sold Online per day

Distribution of Competitors According to Number of

Table 33 57
Employees

Table 34 Historical Student Population 57

Table 35 Projected Student Population 58

Table 36 Determination of Frequency 59

Table 37 Historical Demand 60

Table 38 Projected Demand 61

Table 39 Estimated Annual Sales of Competitors 62

Table 40 Average Customers Per Year 63

Table 41 Projected Supply 64

Table 42 Determination of Sales 64

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Table 43 Projected Sales of MasaWrap 65

Table 44 Normal Capacity of MasaWrap 66

Table 45 Normal Capacity of MasaWrap 66

Table 46 Projected Demand Gap of MasaWrap 67

Table 47 Marketing Activities 77

Table 48 GANTT Chart 85

Table 49 Salary Scale 96

Table 50 List of Employees 97

Table 51 Work Time Schedule 100

Table 52 Regular Holidays 114

Table 53 Special (Non-Working) Holidays 115

Table 54 Special (Working) Holiday 115

Table 55 Major Offenses 122

Table 56 Minor Offences 123

Table 57 MasaWrap Recipe 146

Table 58 MasaWrap Pre-production Process 147

Table 59 Production Process 149

Table 60 Production Machinery and Equipment 150

Table 61 Production Furniture and Fixtures 151

Table 62 Office Machinery and Equipment 152

Table 63 Office Furniture and Fixtures 153

Table 64 Store Machinery and Equipment 154

Table 65 Office Furniture and Fixtures 155

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Table 66 Production Tools 156

Table 67 Office Supplies 160

Table 68 Store Supplies 161

Table 69 Pre-operating Expenses 169

Table 70 Expenses 170

Table 71 Chart of Accounts 171

Table 72 Comparative Statement of Comprehensive Income 173

Table 73 Comparative Statement of Changes in Equity 173

Table 74 Comparative Statement of Financial Position 174

Table 75 Comparative Statement of Cash Flows 175

Table 76 Financial Statement Analysis 178

Table 77 Break-Even Point in Peso Value 178

Table 78 Break-Even Point in Number of Units 179

Table 79 Schedule of Partner’s Capitalization 185

Table 80 Schedule of Property, Plant, and Equipment 186

Table 81 Schedule of Annual Inventory Cost 186

Table 82 Expenses Incurred in Renovating Rental Office 186

Table 83 Schedule of Annual Operating Expenses 187

Table 84 Schedule of Annual Raw Materials 187

Table 85 Schedule of Annual Salaries and Wages 187

Table 86 Schedule of Government Contribution 188

Table 87 Lapsing Schedule of Fixed Assets 188

Table 88 Schedule of Annual Sales Revenue 188

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Table 89 Schedule of Cost of Sales 189

Table 90 Schedule of Leasehold Improvement Amortization 189

Table 91 Schedule of VAT Remittance 189

Table 92 Schedule of Collection of Accounts Receivable 190

Table 93 Schedule of Accounts Payable Payment 190

LIST OF FIGURES

Figure # Title Page

Figure 1 Business Logo 5

Figure 2 Facade of the Store 7

Figure 3 Vicinity Map 7

Figure 4 Distribution of Target Consumers According to Age 33

Figure 5 Distribution of Target Consumers According to Gender 34

Figure 6 Distribution of Target Consumers According to School 34

Figure 7 Distribution of Target Consumers According to Sources of 35

Income

Figure 8 Distribution of Target Consumers Based on Daily Spending 36

on Food

Figure 9 Distribution of Target Consumers Based on Familiarity of the 37

Korean Dish Kimbap

Figure 10 Distribution of Target Consumers Based on whether or not they 38

have tried Kimbap before
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Figure 11 Distribution of Target Consumers Based on Willingness to try 39

Folded Kimbap with Filipino Dishes

Figure 12 Distribution of Target Consumers Based on Reason for 40

Unwillingness to try Folded Kimbap with Filipino Dishes

Figure 13 Distribution of Target Consumers According to Top Five 41

Preferred Filling for Folded Kimbap

Figure 14 Distribution of Target Consumers Based on whether or not 42

price is taken into consideration when purchasing Folded
Kimbap

Figure 15 Distribution of Respondents According to Amount Willing to 42

Spend in Folded Kimbap

Figure 16 Distribution of Target Consumers Based on whether or not 43

location is taken into consideration when purchasing Folded
Kimbap

Figure 17 Distribution of Target Consumers According to preference 44

whether going to the physical store or delivery

Figure 18 Distribution of Target Consumers According to Frequency on 45

Consumption of Kimbap

Figure 19 Distribution of Target Consumers According to Factors 46

Considered when Buying Kimbap

Figure 20 Distribution of Competitors According to Number of Years in 47

Operation

Figure 21 Distribution of Competitors According to Number of Direct 48

Competitors at Start-up

Figure 22 Distribution of Competitors According to Number of Customers 48

Purchasing Goods at their Shop

Figure 23 Distribution of Competitors Based on whether they offer dine-in 49

services

Figure 24 Distribution of Competitors According to Number of Customers 50

shopping through dine-in
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Figure 25 Distribution of Competitors Based on whether they offer 50

delivery services

Figure 26 Distribution of Competitors According to Number of Customers 51

ordering through delivery per day

Figure 27 Distribution of Competitors Based on whether they offer 52

different fillings for their food wrap

Figure 28 Distribution of Competitors Based on whether they take 52

demand into consideration when deciding on goods and
services

Figure 29 Distribution of Competitors According to Cost of Goods 53

Figure 30 Marketing or Advertising Tactics Applied in Business by 54

Competitors

Figure 31 Distribution of Competitors According to Days of Operation in a 55

Week

Figure 32 Distribution of Competitors According to Number of Goods Sold 55

in Physical Stores per day

Figure 33 Distribution of Competitors According to Number of Goods Sold 56

Online per day

Figure 34 Distribution of Competitors According to Number of Employees 57

Figure 35 SWOT Analysis 68

Figure 36 Organizational Chart 86

Figure 37 Certificate of Business Name Registration (Sample) 128

Figure 38 Barangay Business Clearance (Sample) 129

Figure 39 Philhealth Employer Data Record 130

Figure 40 Philhealth Member Registration Form 131

Figure 41 Pag-IBIG Employer’s Data Form 132

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Figure 42 Pag-IBIG Member’s Data Form 133

Figure 43 Social Security System Employer Registration 134

Figure 44 Social Security System Membership Registration Form 135

Figure 45 Mayor’s Permit (Sample) 136

Figure 46 BIR Certificate of Registration (BIR-Form 2303) (Sample) 137

Figure 47 BIR Application for Registration (BIR-Form 1903) 138

Figure 48 FDA License to Operate (Sample) 139

Figure 49 Monthly Documentary Stamp (BIR-Form 2000) 140

Figure 50 Notarized Articles of Partnership (Sample) 141

Figure 51 Purchasing Process 143

Figure 52 Selling Process 143

Figure 53 Pre-production Process 145

Figure 54 Production Process 146

Figure 55 Proposed Floor plan 161

Figure 56 Production Area Layout 162

Figure 57 Store Area Layout 163

Figure 58 Store Area Layout 163

PROJECT SUMMARY

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BACKGROUND OF THE STUDY

Filipinos are often referred to as "rice eaters". One Filipino meal will not be

complete without the existence of rice. According to Alex (2023), rice is a staple food in

the Philippines and is frequently consumed with every meal. Additionally, it is the most

frequently served Filipino dish. Moreover, Filipinos are also known as an enthusiast of

Korea and its culture. Filipinos have adored Korean culture and goods, particularly K-Pop

and K-Dramas for more than three decades (Beldad, 2022). Thus, this business provides

a combination of Filipino and Korean-style food that customers will surely appreciate.

Filipinos are commonly innovative in different ways. As claimed by Concepcion

(2018), Filipinos were naturally innovative and a lot of people can defend that Filipinos

are creative not only in businesses but also in every kind of industry. They are creating a

combination from different cuisines with a touch of Filipino cuisine at the same time.

MasaWrap is a Filipino dish which is inspired by the famous easy made Korean food,

Kimbap. Kimbap is created with cooked rice and ingredients including fish, meat, and

vegetables that are folded in dried seaweed sheets and then cut into bite-sized pieces.

To add twist and uniqueness, the creators of this study concluded to change the fillings

into Filipino dishes. Nevertheless, MasaWrap is promoting an environmental-friendly

supplies, specifically the paper that holds the food and paper bags.

MasaWrap aims to serve its customers with high-quality and delicious food

variants that will satisfy different people's desire for unusual but appetizing food. The

business' target first customers are students and employees since they typically skipped

their meals to attend classes. This meal is convenient and can be eaten by holding it.

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BUSINESS AND BRAND NAME

The business will be registered with the name “MasaWrap”. The name was derived from

a combination of English and Filipino words: Masa, Wrap, and Masarap. The term “masa”

was included to highlight that the business caters to a wide variety of people, while “wrap”

is an English term meaning “to enclose” solely because the business’ product offerings

consist of rolled meals. Lastly, the name itself, MasaWrap, is a combination of the words

“masa” and “wrap” and a homonym of the Filipino word “masarap”, was chosen to

emphasize the catered products’ pleasant taste.

VISION

MasaWrap’s vision is to become the country's top choice for providing a

sustainable and high quality on-the-go meal while offering a twist to Filipino cuisine suited

for the evolving needs of the masses.

MISSION

Our mission is to serve an on-the-go meal made with quality ingredients at

affordable prices consumers can enjoy. We also aim to provide convenience for our

consumers as well as using eco-friendly packaging to contribute to the sustainability of

the environment. Aiming to exceed each and every one of our consumer's expectations.

OUR PRODUCTS

Breakfast is not considered complete without the Filipinos’ beloved “silogs”. In

most eateries, they are served with a selection of different viands, such as tapa,

longganisa, or ham. MasaWrap invented a new way for Filipinos to enjoy their “silog”.

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MasaWrap provides a convenient on-the-go meal consisting of fried rice (sinangag) and

fried egg (itlog) in a wrap.

OUR CUSTOMERS

MasaWrap aims to cater to customers by making an "on the go" / "grab and go"

Filipino meal wrapped in rice and seaweed that comes in different selections.

MasaWrap’s target market mostly focuses on university students, employees, and

anyone who needs fast, convenient, and simple access to a healthy breakfast, lunch,

snack and dinner.

OUR TEAM

MasaWrap's team is composed of devoted and hardworking individuals that share

the same passion for creating wonderful food that is also reasonably priced to satisfy

every Filipino. The business all works together to make sure that every aspect of our

products, from the ingredients to the packaging, does not hurt or contribute to

environmental degradation.

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BUSINESS LOGO

Figure 1. Business Logo

This logo exhibits the brand's mission and vision, which are to provide quality

ingredients at affordable prices. The business has chosen the "Gotham" font to make it

classy and sleek. The product itself is incorporated into the logo with a colorful illustration

to balance the look. The tagline “Damang-Dama Ang Sawrap” was also added to

accentuate the product’s unique taste. In addition, below it is “Kimbap Fil Style” to show

where the business got its inspiration from, which is the Korean Kimbap. Overall, the logo

represents a timeless and classy look with playful elements.

FORM OF BUSINESS ORGANIZATION

The business organization will be in the form of a partnership, particularly a general

partnership. The team is composed of twelve (12) general partners who will fund the

business using their respective personal capitals. The capital invested will allow the

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business to be flexible and have more potential for growth. Moreover, it constitutes less

regulations in terms of governing laws, making it ideal for small and starting businesses.

The profits and losses that will be accumulated in this business will be divided

among the partners based on the partnership agreement. The partnership income will be

subjected to income tax, which shall be paid by the partnership.

All the assets bought by the partnership using the partnership money, will be under

the name of the partnership and the partnership alone.

BUSINESS LOCATION

The presented business location of MasaWrap is at 1812 Recto Ave, Quiapo,

Manila, 1001 Metro Manila. The floor area is approximately 20 square meters with a

monthly rental fee of ₱28,000 exclusive of utility expenses. The store is surrounded by

different Universities such as Far Eastern University and various establishments. The

location of the store is easily accessible to the company's target market which are

students and employees around Sampaloc, Manila.

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Figure 2. Facade of the Store

Figure 3. Vicinity Map

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STATEMENT OF THE PROBLEM

This study aims to determine whether MasaWrap is attainable through its various

types of aspects, including marketing, management, technical and production, financial,

and socio-economic. Furthermore, this feasibility aims to answer the following questions:

Marketing Aspect

1. What high-quality goods will the business provide to its customers?

2. Who is the suggested target market?

3. How will the pricing be set such that it meets quality standards and remains

competitive?

4. What effective marketing strategy does the business use in order to attract

customers?

5. What is the advantage of the product in order to compete with other businesses

offering a similar product?

Management Aspect

1. What marketing mix and other strategies shall be used by the management?

2. What is the business’ activity schedule, and how does the company design it for

the proposed firm?

3. What are the various positions and their qualifications, duties, and responsibilities

within the proposed business?

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4. What are the primary goals and objectives of the business, as well as its short-

term and long-term strategies to attain them?

Technical / Production Aspect

1. What are the specific steps involved in the production and sales of the product?

2. What are the facilities needed to make and sell the product?

3. How much are the estimated costs to produce and sell the product?

4. What policies and procedures are essential for effective and efficient operations in

the business?

Financial Aspect

1. How much capital does the business need to start operating?

2. What are the company's costs and future costs?

3. How will the company budget its sales and expenses every year?

Socio-economic Aspect

1. What are the potential effects of the business operations on employment and job

creation?

2. What are the societal benefits that the proposed business may bring?

3. What are the possible contributions of the business to economic growth and

development?

4. What strategies should the business employ to contribute a positive impact on

environmental sustainability?

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5. What measures should the proposed business implement to ensure compliance

with laws and regulations?

INVESTMENT COST

The amount of initial investment necessary for the establishment of the business

and operation is ₱ 5,000,000. This will include the expenditure for the following: leasing

of the business location (see Figure 2) costing approximately ₱ 1,200,000 for a period of

three years; furniture and fixtures costing ₱ 500,000; inventoriable costs, selling and

administrative expenses costing approximately ₱ 1,000,000; and ₱ 2,000,000 will be

allotted for the purchase of kitchen equipment. The remaining ₱ 300,000 will be used to

cover other expenditures such as but not limited to the cost of legal requirements,

marketing expense, and advertising expense.

MODE OF FINANCING

The general partnership of the business will provide the capital that the MasaWrap

team will employ as startup financing. The total cost will be five million pesos (₱

6,000,000), and the partners will each contribute an equal amount (or percentage) to that

total. The money raised will be used to pay MasaWrap's legal and administrative fees,

rental costs, equipment purchases, and other operating costs.

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MARKETING ASPECT

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TARGET AREA
The company decided to choose an area where the students may not only be the

customers but also some of the nearby households, offices, and other businesses

because they can easily access it. In doing so, the company will be better able to create

an efficient marketing campaign. Additionally, because it promotes the growth of newly

created businesses, investing in an area where there are thriving enterprises is another

important consideration. According to Anubhav Dubey, Co-owner, Chai Sutta Bar,

“Location plays an important role in how your business is going to run. It defines the

brand’s image and also contributes to the environment.”

MasaWrap is located at 1812 Recto Ave, Quiapo, Manila, 1001 Metro Manila,

which is a business complex near University Belt. Students from Far Eastern University

(FEU) - Manila, FEU – Tech, University of Santo Tomas (UST), University of the East

(UE), and National University (NU) are the primary customers of this feasibility study.

TARGET MARKET

Market Structure

The target market of MasaWrap are those students who are willing to spend at

least Php 100 on food and have daily spending on the food of Php 100 and above,

specifically those populating universities such as FEU, FEU - TECH, UST, UE, and NU.

The proponents decided to be situated within the University Belt area since the location

is highly concentrated with educational institutions, therefore MasaWrap will have the

advantage of being accessible to the student population. In line with this, the product of

MasaWrap is designed to cater to the customers' needs of convenience, affordability, and

satisfaction of hunger, which corresponds to the needs of MasaWrap’s target market —

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students who have hectic schedules and limited time to eat their meals, limited allowance,

and a need for a satisfying meal.

Age Bracket

The company's primary targets are college and senior high school students

between the ages of 17 to 25. The bracket that has been provided shows the age range

for which the product is most recommended; On the other hand, MasaWrap does not limit

its customers to those of that age group.

COMPETITIVE SITUATION

The variety of food stalls on Recto Avenue in Quiapo, Manila is one of the avenue’s

main draws. Universities like Far Eastern University, University of the East, and the

University of Santo Tomas are also close by. Nonetheless, establishing MasaWrap, a

meal-on-the-go made with high-quality ingredients and offered at reasonable prices, in a

location like this is an excellent business strategy.

MasaWrap provides a novel spin on kimbap by substituting filings from traditional

Filipino “silogs”. MasaWrap faces monopolistic competition in which rivals offer identical

products but not identical services. Despite the fact that the products already exist on the

market, the proponents seek to distinguish themselves through a unique offer that

exceeds customer satisfaction.

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LIST OF DIRECT AND INDIRECT COMPETITORS

Direct Competitors

Below is the list of direct competitors of this business that provide goods

identical to the business' product and are located near the location of the business.

Direct Logo Address

Competitors

1015 Padre Noval Street,

Sampaloc, Manila

Kanzen Sushi
Roll

General Concepcion,
Rarjap Sushi Sampaloc, Manila
House

2119 C.M Recto Avenue,

Himitsu Japanese Sampaloc, Manila
Restaurant

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1604 Dapitan Street,

Sampaloc, Manila

Oishiku
Tabemashou

1226 Maceda Street,

Sampaloc, Manila

Kimchi Kimchi

Table 1. Direct Competitors of MasaWrap

Indirect Competitors

The following list below are the indirect competitors of the business that

also occupies the satisfaction of the customers' demand nearby the business

location:

Indirect Logo Address

Competitors
• Rodriguez Building,
Shakey’s España Blvd,
Sampaloc, Manila,
1008 Metro Manila

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Mcdonald's
• 1800 España Blvd.,
cor. Padre Campa
St. Sampaloc,
Manila, 1008 Metro
Manila
• 810 Nicanor reyes
St. Morayta,
Sampaloc Manila

• 917, Ground Floor,

KFC San Jose Building
P. Campa St,
España Blvd,
Sampaloc, Manila
• Zone 46, 1240
Dapitan St. Cor. V,
Concepcion St,
Sampaloc, Manila
Mang Inasal
• 1104-1118 España,
Cor Nicanor Reyes
St, Sampaloc,
Manila
• 1701 Dapitan St,
Sampaloc, Manila,
1008 Metro Manila
Jollibee • 1523 Dapitan St,
Sampaloc, Manila,
1015 Metro Manila
• 1008 Legarda St,
Sampaloc, Manila
• 1819 Recto Ave,
Sampaloc, Manila

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 Group 2

Chowking • 1551 Recto Ave,

corner Rizal Ave,
Sampaloc, Manila

Table 2. Indirect Competitors of MasaWrap

SAMPLING AREA

Google Forms will be used to conduct the demand survey, which will be distributed

to prospective customers. Facebook and other social media platforms will be used to

distribute the survey. Students who are within the reach of the place where the business

is located will answer the demand survey questionnaire. Additionally, the supply survey

questionnaire will be distributed to the company's direct and indirect competitors, as

described in the preceding section. The survey will also be completed online and via

email.

POPULATION

2019 2020 2021 2022 2023

114,860 120,616 127,641 144,459 153,587

To identify the number of respondents that are needed in conducting this study,

the researchers gathered the student population around University Belt in Sampaloc,

Manila. During 2019, the total number of students that are studying within the area is

17
 Group 2

114,860. For the following year of 2021, the number of students climbed to 127,641 and

after a year, it became 144,459.

Using the Arithmetic Straight Line, the researchers were able to conclude that the

population of students studying in University Belt in 2023 is 153, 587 and 162, 715 in

2024.

SAMPLE SIZE

The sample size for the survey was determined through the application of Slovin's

formula. In order to perform a demand analysis, the combined projected population for

2024 of the students that are studying in universities within the vicinity of the business

location, which was determined to be 162,715 individuals, was utilized as the total

population. A margin of error of 10% was employed, resulting in a calculated sample size

of 99.938581, which was rounded to the nearest tenth to yield 100 participants to be

surveyed. Supporting computation is shown below:

Let: n = sample size

N = No. of population

e = Margin of error

Solution:

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 Group 2

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

having a total population of 5 businesses. It yielded to 4.76, rounded off to the nearest

tenths to a total of 5. Supporting computation is presented below:

Let: n = sample size

N=5

e = 10%

Solution:

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 Group 2

SAMPLING METHOD

The cluster sampling technique will be used to collect the necessary data for this

study. It refers to a sampling method in which researchers divide the population into

individual groups known as clusters and select random samples from the population to

analyze and interpret the results (Srivastav, 2022). The number of respondents is limited

to 100 students from the designated universities near the business location, which include

FEU, FEU-Tech, UE, UST, and NU. Cluster sampling has been decided by the

researchers to be the optimum technique for eliminating biases in the survey that will be

conducted.

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 Group 2

DATA GATHERING INSTRUMENT

Demand Survey Questionnaire

Good day!

We are third-year students under the Institute of Accounts, Business and Finance from

Far Eastern University- Manila and are currently conducting a feasibility study for our

product, “MasaWrap”. A small food business that offers Filipino dishes that can be eaten

with one hand like the famous dish in Korea kimbap. Humbly request to have a few

minutes of your time to participate in our survey by filling out questions on the google form

below.

Rest assured that all information provided will be treated with utmost confidentiality and

will be used solely for academic purposes. For further questions, feel free to send us a

message.

We appreciate your cooperation, thank you in advance!

Proponents of the business:

• An, May Vanessa

• Bautista, Luis Gregorio

• Cunanan, Mikaela Antacia

• Faustino, Jasever Jaztyn

• Marinay, Claire

• Manarondong, Abdullah

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 Group 2

• Navidad, Kyla Joy

• Quijano, Tricia Ashley

• Saliba, Francesca Julliane

• Samerodin, Hamdani

• Soria, Samson Macci

• Zamora, Jaselle

Part I. Respondent’s Profile

Name of the respondent (optional):

What is your age?

o 16 – 20

o 21 – 25

o 26 – 30

o 31 – 35

o 36 and above

What is your gender?

o Male

o Female

o Prefer not to say

Name of school

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 Group 2

o FEU

o FEU – TECH

o NU

o UST

o UE

Source of income:

o Allowance

o Salary

o Business Income

o Others

Daily spending on food?

o 0 – 50 pesos

o 51 – 100 pesos

o 101 – 200 pesos

o 201 – 500 pesos

o 501 pesos and above

Part II. Survey Questions

Are you familiar with the Korean dish Kimbap?

o yes
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 Group 2

o No

Have you tried Kimbap before?

o Yes

o No

Are you willing to try a folded kimbap with Filipino dish (i.e., tapa, tocino,

longganisa, fried egg, etc.)?

o Yes

o No

If not, why?

o I don't like the taste

o Not interested

o It looks unappetizing

o I don't prefer eating Korean/Japanese type of food

o Others:

If yes, what are the dishes you want to be inside your folded kimbap?

o Tapsilog (tapa)

o Tocilog (tocino)

o Longsilog (longganisa)

o Spamsilog (spam)

o Chicksilog (fried chicken)

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 Group 2

o Hotsilog (hotdog)

o Bisteksilog (beef steak)

o Cornsilog (corned beef)

o Daingsilog (daing na isda)

Do you consider the price before buying the folded kimbap?

• Yes

• No

If yes, how much are you willing to spend in your folded kimbap?

o 100-120 Pesos

o 121-150 Pesos

o 151-180 Pesos

o 180 Pesos and above

Do you consider the location of the store before buying your folded kimbap?

o Yes

o No

In buying kimbap, do you prefer going to the store or thru delivery (i.e., Grab and

Food panda)?

o Store

o Delivery

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 Group 2

How often would you buy the product?

o Weekly

o Twice a week

o Monthly

o Twice a Month

o None of the above

What do you consider in buying the product again?

o Taste

o Location

o Price

o Customer Service

o Others:

26
 Group 2

Supply Survey Questionnaire

Good day!

We are third-year students under the Institute of Accounts, Business and Finance from

Far Eastern University- Manila and are currently conducting a feasibility study for our

product, “MasaWrap”. A small food business that offers Filipino dishes that can be eaten

with one hand like the famous dish in Korea kimbap. Humbly request to have a few

minutes of your time to participate in our survey by filling out questions on the google form

below.

Rest assured that all information provided will be treated with utmost confidentiality and

will be used solely for academic purposes. For further questions, feel free to send us a

message.

We appreciate your cooperation, thank you in advance!

Proponents of the business:

• An, May Vanessa

• Bautista, Luis Gregorio

• Cunanan, Mikaela Antacia

• Faustino, Jasever Jaztyn

• Marinay, Claire

• Manarondong, Abdullah

• Navidad, Kyla Joy

27
 Group 2

• Quijano, Tricia Ashley

• Saliba, Francesca Julliane

• Samerodin, Hamdani

• Soria, Samson Macci

• Zamora, Jaselle

Instruction: Put a check in the box that best corresponds to your answer for each

question below.

I. Respondent’s Profile

1. Business’ Name (Optional):

2. Location of the Business:

3. Years in Business:

o Less than a year

o 2 – 4 years

o 5 – 7 years

o 8 – 10 years

o More than 10 years

4. How many direct competitors did you have when you first started your

business?

o 0-1

o 2-4

o 5-7

o 8-10
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 Group 2

o More than 10

5. How many direct competitors does your business have as of today?

o 0-1

o 2-4

o 5-7

o 8-10

o More than 10

II. Survey Questions

1. On average, how many customer/s go to your shop to purchase goods?

o 0-50

o 51-100

o 101-150

o 151-200

o More than 200

2. Does your business offer dine-in services?

o Yes

o No

3. If yes, how many customers shop through dine-in?

o 0-50

o 51-100

o 101-150

o 151-200

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 Group 2

o More than 200

4. Does your business offer delivery services?

o Yes

o No

5. If yes, how many customers order through delivery?

o 0-50

o 51-100

o 101-150

o 151-200

o More than 200

6. Do you offer different fillings for your food wrap?

o Yes

o No

7. Do you take into account the demand on deciding your pricing on your

goods and services?

o Yes

o No

8. How much do your goods cost?

o PHP 50-100

o PHP 101-200

o PHP 201-300

o Above PHP 300

9. What marketing or advertising tactics do you apply in your business?

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 Group 2

o Social media advertising

o Email marketing

o Coupons

o Online food delivery

o Product promo

o Others

10. How many days does your business operate in a week?

o 5 days in a week

o 6 days in a week

o Everyday

11. On what days does your business operate?

• Sunday

• Monday

• Tuesday

• Wednesday

• Thursday

• Friday

• Saturday

12. How many hours does your business operate per day?

• 1-3 hours

• 4-6 hours

• 7-9 hours

• More than 10 hours

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 Group 2

13. How many goods does your business sell in physical stores per day?

• 0-50

• 51-100

• 101-150

• 151-200

• More than 200

14. How many goods does your business sell online per day?

• 0-50

• 51-100

• 101-150

• 151-200

• More than 200

15. How many employees work in your business?

• 1-5 employees

• 6-10 employees

• 11-15 employees

• More than 15 employees

32
 Group 2

Demand Survey Results

Figure 4. Distribution of Target Consumers According to Age

Age Number Percentage

16 - 20 years old 7 7%
20 - 25 years old 93 93%
26 - 30 years old 0 0
31 -35 years old 0 0
36 and above 0 0
Total 100 100%
Table 3. Distribution of Target Consumers According to Age

Table 3 and Figure 4 shows that 7% of the total respondents are ages 16 - 20

years old and 93% are ages 20 - 25 years old.

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 Group 2

Figure 5. Distribution of Target Consumers According to Gender

Gender Number Percentage

Male 50 52%
Female 48 45%
Prefer not to say 2 3%
Total 100 100%
Distribution of Target Consumers According to Gender

Table 4 and Figure 5 shows that 50% of the total respondents are male which is

the majority of the respondents, 48% are female and 2% of the respondents preferred not

to say their gender.

Figure 6. Distribution of Target Consumers According to School

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 Group 2

School Frequency Percentage

FEU 20 20%
FEU-TECH 20 20%
NU 20 20%
UST 20 20%
UE 20 20%
Total 100 100%
Table 5. Distribution of Target Consumers According to School

The distribution of respondents according to school are shown above. Each

university is equally divided into 20 respondents resulting in a 20% total of respondents

for each school which includes FEU-Manila, FEU Institute of Technology, NU, UST and

UE.

Figure 7. Distribution of Target Consumers According to Sources of Income

Responses Number Percentage

Allowance 89 89%
Salary 8 8%
Business Income 2 2%
Commission 1 1%

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 Group 2

Total 100 100%

Table 6. Distribution of Target Consumers According to Sources of Income

Figure 7 and Table 6 shows the respondents’ sources of income. 89% of the

respondents, which is the majority, answered Allowance as their source of income. 8%

answered savings, 2% are from business income and the remaining 1% is from

commissions.

Figure 8. Distribution of Target Consumers Based on Daily Spending on Food

Responses Number Percentage

0 - 50 pesos 4 4%
51 - 100 pesos 32 32%
101 - 200 pesos 49 49%
201 - 500 pesos 14 14%
501 pesos and above 1 1%
Total 100 100%
Table 7. Distribution of Target Consumers Based on Daily Spending on Food

Figure 8 and Table 7 shows the respondent’s daily spending of food. On a daily

basis, 4% of the respondents are spending 50 pesos and below, 32% spend PHP 51-

36
 Group 2

100, 49% of them spend PHP 101-200, 14% spend PHP 201-500, and 1% spend 501

and above.

Figure 9. Distribution of Target Consumers Based on Familiarity of the Korean Dish Kimbap

Responses Number Percentage

Yes 91 91%
No 9 9%
Total 100 100%

Table 8. Distribution of Target Consumers Based on Familiarity of the Korean Dish Kimbap

Figure 9 and Table 8 shows the familiarity of the respondents to the Korean dish

Kimbap from which the product is designed. 91% of the respondents are familiar with

kimbap and the remaining 9% are not familiar with the dish.

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 Group 2

Figure 10. Distribution of Target Consumers Based on whether or not they have Tried Kimbap

before

Responses Number Percentage

Yes 75 75%
No 25 25%
Total 100 100%

Table 9. Distribution of Target Consumers Based on whether or not they have tried Kimbap before

Figure 10 and Table 9 show whether or not respondents have tried a kimbap

before. 75% of the respondents have already tried Korean kimbap, while the remaining

25% haven’t tried kimbap yet. The overall result indicates that the majority of the

respondents have already tried the Korean dish kimbap.

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 Group 2

Figure 11. Distribution of Target Consumers Based on Willingness to try Folded Kimbap with
Filipino Dishes

Responses Number Percentage

Yes 90 90%
No 10 10%
Total 100 100%

Table 10. Distribution of Target Consumers Based on Willingness to try Folded Kimbap with Filipino
Dishes

Figure 11 and Table 10 above shows whether or not respondents are interested in

trying Kimbap with Filipino dishes like tapa, tocino and longganisa. The majority of

respondents, 90%, are willing to try Kimbap with Filipino dishes, while the remaining 10%

are not interested in trying Kimbap with Filipino dishes such as tapa, tocino, and

longganisa.

39
 Group 2

Figure 12. Distribution of Target Consumers Based on Reason for Unwillingness to try Folded
Kimbap with Filipino Dishes

Responses Number Percentage

I don’t like the taste 2 11.8%
Not interested 11 64.7%
It looks unappetizing 1 5.9%
I don’t prefer eating Korean/ 2 11.8%
Japanese type of food
Others 1 5.8%
Total 17 100%

Table 11. Distribution of Target Consumers Based on Reason for Unwillingness to try Folded Kimbap with
Filipino Dishes

The figures show that the majority or 64.7% of the respondents indicated they had

no interest in trying folded kimbap with Filipino dishes. 11.8% responded that they dislike

the flavor and do not prefer eating Korean/Japanese cuisine. 5.9% of respondents

indicated they do not wish to try it because it appears unappetizing. And the remaining

5.8% do not want to try the product for other reasons.

40
 Group 2

Figure 13. Distribution of Target Consumers According to Top Five Preferred Filling for Folded
Kimbap

Responses Frequency Percentage

Tapsilog 89 17%
Tocilog 66 12%
Longsilog 53 10%
Spamsilog 77 14%
Chicksilog 74 14%
Hotsilog 56 11%
Bisteksilog 56 11%
Cornsilog 46 9%
Daingsilog 16 3%
Total 533 100%

Table 12. Distribution of Target Consumers According to Top Five Preferred Filling for Folded Kimbap

The majority of respondents, or 89 out of 100, selected tapsilog as their preferred

filling for kimbap. 76 respondents want spamsilog. 71 of the respondents want chicksilog.

Tocilog is desired by 62 of those polled. 60 wants bisteksilog. 55 want hotsilog. 53 want

longsilog. Cornsilog is desired by 51 of the respondents. And only 16 of the respondents

are interested in daingsilog as their preferred filling.

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 Group 2

Figure 14. Distribution of Target Consumers Based on whether or not price is taken into
consideration when purchasing Folded Kimbap

Responses Number Percentage

Yes 97 97%
No 3 3%
Total 100 100%

Table 13. Distribution of Target Consumers Based on whether or not price is taken into consideration
when purchasing Folded Kimbap

The figures show that the majority or 97% of the respondents consider the price when

purchasing a folded kimbap. On the other hand, 3% of the respondents do not consider

the price. Therefore, the price should be considered.

Figure 15. Distribution of Respondents According to Amount Willing to Spend in Folded Kimbap
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 Group 2

Amount Number Percentage

100 - 120 pesos 77 77%
121 - 150 pesos 21 21%
151 - 180 pesos 0 0%
180 pesos and above 2 2%
Total 100 100%

Table 14. Distribution of Respondents According to Amount Willing to Spend in Folded Kimbap

Figures 18 and 19 show the amount respondents are willing to spend in folded

kimbap. 77% of the respondents are willing to spend 100 - 120 pesos in folded kimbap,

21% are willing to spend 121 - 150 pesos and 2% of them willing to spend 180 pesos and

above.

Figure 16. Distribution of Target Consumers Based on whether or not location is taken into
consideration when purchasing Folded Kimbap

Responses Number Percentage

Yes 91 91%
No 9 9%
Total 100 100%
Table 15. Distribution of Target Consumers Based on whether or not location is taken into consideration
when purchasing Folded Kimbap

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 Group 2

Figures 20 and 21 show whether or not respondents consider the location of the store

when buying folded kimbap. 91% consider the location when buying folded kimbap. While

9% don't consider the location of the store. The overall results showed that respondents

consider the location of the store when buying folded kimbap.

Figure 17. Distribution of Target Consumers According to preference whether going to the
physical store or delivery

Responses Number Percentage

Store 62 62%
Delivery 38 38%
Total 100 100%
Table 16. Distribution of Target Consumers According to preference whether going to the physical store
or delivery

Table 22 and Figure 23 shows that there are 62% of the respondents who prefer

going to the store and only 23% prefer delivery when buying kimbap.

44
 Group 2

Figure 18. Distribution of Target Consumers According to Frequency on Consumption of Kimbap

Responses Number Percentage

Weekly 25 25%
Twice a week 9 9%
Monthly 37 37%
Twice a month 14 14%
None of the above 15 15%
Total 100 100%
Table 17. Distribution of Target Consumers According to Frequency on Consumption of Kimbap

Above shows frequency of consumption of kimbap. 25% consume kimbap on a weekly

basis. 9% consume kimbap twice a week. Furthermore, 37% consume kimbap monthly

and 14% twice a month. While 15% answered none of the above or does not regularly

consume kimbap. The overall result showed that most respondents consume kimbap

monthly.

45
 Group 2

Figure 19. Distribution of Target Consumers According to Factors Considered when Buying
Kimbap

Responses Frequency Percentage

Taste 95 36%
Location 48 18%
Price 77 29%
Customer Service 41 15%
Packaging of the Product 1 1%
Yummy 1 1%
Total 263 100%
Table 18. Distribution of Target Consumers According to Factors Considered when Buying Kimbap

Table 26 and Figure 27 indicate the factors that consumers consider when buying

kimbap. 36% of the responses consider taste, 18% answered location, 29% of the

respondents consider the price, 15% for the customer service, 1% for the packaging of

the product and 1% answered yummy for the total of 100%.

Supply Survey Results

46
 Group 2

The following data gathered from the supply survey questionnaire are conducted

on the direct competitors of MasaWrap. The data were all collected directly to different

businesses namely, Kanzen Sushi, Oishiku Tabemashou, Kimchi Kimchi, Rarjap Sushi

House, Himitsu Japanese Restaurant.

Figure 20. Distribution of Competitors According to Number of Years in Operation

Responses Frequency Percentage

Less than a year 2 40%

2-4 years 3 60%

5-7 years 0 0%

8-10 years 0 0%

Total 5 100%
Table 19. Distribution of Competitors According to Number of Years in Operation

Based on the graph above, most of the direct competitors of MasaWrap have been

operating in the last 2-4 years.

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 Group 2

Figure 21. Distribution of Competitors According to Number of Direct Competitors at Start-up

Responses Frequency Percentage

0 - 1 direct competitors 1 20%
2 - 4 direct competitors 3 60%
5 - 7 direct competitors 1 20%
8 - 10 direct competitors 0 0%
More than 10 direct 0 0%
competitors
Total 5 100%
Table 20. Distribution of Competitors According to Number of Direct Competitors at Start-up

Majority of the respondents had 2-4 direct competitors when they first started their

business. While 20% of them had 5-7 competitors and the other 20% had 0-1 competitors.

Figure 22. Distribution of Competitors According to Number of Customers Purchasing Goods at

their Shop

48
 Group 2

Responses Frequency Percentage

0 - 50 customers 3 60%
51-100 customers 2 40%
101-150 customers 0 0%
151-200 customers 0 0%
More than 200 customers 0 0%
Total 5 100%
Table 21. Distribution of Competitors According to Number of Customers Purchasing Goods at their Shop

As shown in the graph 60% of the competitors have 0-50 customers dropping by on their

shop while the other 40% are catering 51-100 customers.

Figure 23. Distribution of Competitors Based on whether they offer dine-in services

Responses Frequency Percentage

Yes 3 60%
No 2 40%
Total 5 100%
Table 22. Distribution of Competitors Based on whether they offer dine-in services

Based on the graph, 60% of the competitors of this business offer dine-in services while

the other 40% offer their product through Grab or Foodpanda.

49
 Group 2

Figure 24. Distribution of Competitors According to Number of Customers shopping through dine-
in

Responses Frequency Percentage

0 - 50 customers 4 80%
51-100 customers 0 0%
101-150 customers 1 20%
151-200 customers 0 0%
More than 200 customers 0 0%
Total 5 100%
Table 23. Distribution of Competitors According to Number of Customers shopping through dine-in

The majority of those direct competitors who offer dine-in services cater to about 0–50

customers daily. While 20% of them cater to about 101-150 customers on a daily basis.

Figure 25. Distribution of Competitors Based on whether they offer delivery services

50
 Group 2

Responses Frequency Percentage

Yes 4 80%
No 1 20%
Total 5 100%
Table 24. Distribution of Competitors Based on whether they offer delivery services

80% of the competitors have delivery services, while 20% are for dine-in services only

Figure 26. Distribution of Competitors According to Number of Customers ordering through

delivery per day

Responses Frequency Percentage

0 - 50 customers 5 100%
51-100 customers 0 0%
101-150 customers 0 0%
151-200 customers 0 0%
More than 200 customers 0 0%
Total 5 100%
Table 25. Distribution of Competitors According to Number of Customers ordering through delivery per
day

As shown in the graph, all of the competitors have 0-50 customers ordering through

delivery daily.

51
 Group 2

Figure 27. Distribution of Competitors Based on whether they offer different fillings for their food
wrap

Responses Frequency Percentage

Yes 5 100%
No 0 0%
Total 5 100%
Table 26. Distribution of Competitors Based on whether they offer different fillings for their food wrap

In this graph, all of the competitors are providing different fillings of food wrap to offer.

Figure 28. Distribution of Competitors Based on whether they take demand into consideration
when deciding on goods and services

Responses Frequency Percentage

Yes 5 100%
No 0 0%
Total 5 100%

52
 Group 2

Table 27. Distribution of Competitors Based on whether they take demand into consideration when
deciding on goods and services

In this case, all of them are taken into consideration in determining the demand of the

goods and services they are deciding to provide.

Figure 29. Distribution of Competitors According to Cost of Goods

Responses Frequency Percentage

PHP 50 - 100 1 20%
PHP 101-200 1 20%
PHP 201-300 2 40%
Above 300 1 20%
Total 5 100%
Table 28. Distribution of Competitors According to Cost of Goods

Approximately, two of the competitors have the average price of P201 to P300 in selling

their product. While each one of the three competitors have different standard prices of

50-100, 101-200 and P300 which is above all. In this case, they have the different costs

incurred during the production of goods which differs to each competitor.

53
 Group 2

Figure 30. Marketing or Advertising Tactics Applied in Business by Competitors

Responses Frequency Percentage

Social Media Advertising 5 33%
Email Marketing 1 7%
Coupons 1 7%
Online food delivery 4 27%
Product Promo 4 27%
Total 15 100%
Table 29. Marketing or Advertising Tactics Applied in Business by Competitors

As shown in the graph, the majority of the competitors are utilizing the use of social media

as advertising tactics in promoting their business which 80% of them are combining the

use of online food delivery and product promo while only one competitor is applying the

email marketing and coupon as a method of marketing strategy.

54
 Group 2

Figure 31. Distribution of Competitors According to Days of Operation in a Week

Responses Frequency Percentage

5 days in a week 0 0%
6 days in a week 2 40%
Everyday 3 60%
Total 5 100%
Table 30. Distribution of Competitors According to Days of Operation in a Week

Most of the respondents are operating their business daily while two of them have a six-

day working process to give one day rest in a week.

Figure 32. Distribution of Competitors According to Number of Goods Sold in Physical Stores per
day

Responses Frequency Percentage

0 - 50 goods sold 4 80%
51-100 goods sold 1 20%
101-150 goods sold 0 0%
151-200 goods sold 0 0%
55
 Group 2

More than 200 goods sold 0 0%

Total 5 100%
Table 31. Distribution of Competitors According to Number of Goods Sold in Physical Stores per day

Typically, almost all of the competitors offer 0 to 50 options of goods to sell while one of

them has 51 above choices to choose in a day.

Figure 33. Distribution of Competitors According to Number of Goods Sold Online per day

Responses Frequency Percentage

0 - 50 goods sold 5 100%
51-100 goods sold 0 0%
101-150 goods sold 0 0%
151-200 goods sold 0 0%
More than 200 goods sold 0 0%
Total 5 100%
Table 32. Distribution of Competitors According to Number of Goods Sold Online per day

In this case, the majority of respondents have an average of 0 to 50 goods to transact in

online business operations.

56
 Group 2

Figure 34. Distribution of Competitors According to Number of Employees

Responses Frequency Percentage

1-5 employees 4 80%
6-10 employees 1 20%
11-15 employees 0 0%
More than 15 employees 0 0%
Total 5 100%
Table 33. Distribution of Competitors According to Number of Employees

As shown in the graph, 80% of the competitors are hiring 1 to 5 employees while 20% are

recruiting 6 to 10 employees to engage in business operations.

Demand Analysis
Historical Student Population
University 2019 2020 2021 2022 2023
Far Eastern University 19,520 19,223 21,048 22,873 24,167
FEU Institute of 8,150 9,003 9,856 10,709 11,561
Technology
National University 8,831 9,123 9,342 10,000 10,389
University of the East 37,984 41,882 45,000 57,472 63,561
University of Santo 40,375 41,385 42,395 43,405 43,909
Tomas
Total 114,860 120,616 127,641 144,459 153,587
Table 34. Historical Student Population

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 Group 2

The data above were collected from the official annual reports of the universities found

online. Furthermore, other data included were based on previous researcher's data.

Projected Student Population

University 2024 2025 2026 2027 2028

Far Eastern University 25,329 26,491 27,652 28,814 29,976

FEU Institute of 12,414 13,267 14,119 14,972 15,825
Technology
National University 10,779 11,168 11,558 11,947 12,337
University of the East 69,955 76,350 82,744 89,138 95,532
University of Santo 44,793 45,676 46,560 47,443 48,327
Tomas
Total 163,269 172,951 182,632 192,314 201,996

Table 35. Projected Student Population

Arithmetic Straight Line (ASL) is used to calculate the projected student population for the

years 2025 to 2029. The equation is displayed below:

𝑌𝐶 = 𝑎 + 𝑌𝑖 − 1

𝑌𝑛 − 𝑌𝑐
𝑎=
𝑁−1
where:

(Yc) = Initial value (2020)

(Yn) = Final value (2024)

N = number of years
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(Yi) = Value of the past year

Determination of Frequency
Number of Average Times % of the Total Frequency
Respondents Per Year Sample
Weekly 25 52 25% 13
Twice a week 9 104 9% 9
Monthly 37 12 37% 4
Twice a 14 24 14% 3
month
None of the 15 0 15% 0
above
Total 100 192 100% 29

Table 36. Determination of Frequency

Legend:
Number of Respondents = Refer to Table 17
Average Times Per Year = Using the Average per year
Percent of the Total Sample = (A/Total A) x 100
Frequency = B x C

The frequency is divided into five categories: weekly, twice a week, monthly, twice a

month, and none of the above. The number of respondents is based on the responses

derived from Table 17. The percentage of the total sample can be computed by dividing

the total number of respondents to each category. On the other hand, the average times

per year is multiplied to the percent of the total sample to get the frequency per category.

As a result, the whole year can be forecasted.

Historical Demand

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Table 37. Historical Demand

Table 37 represents the data and formulas used for computing the historical

demand in the years 2020 up until 2024. The data in the historical population column

represents the actual data for the student population from universities including FEU -

Manila, FEU - Tech, NU, UE, and UST (see Table 34) except for the years 2023 and 2024

wherein the proponents employed the Arithmetic Straight Line (ASL) to compute for the

corresponding values.

On the other hand, the data for the percentage of the target market willing to buy

(see Column C in Table 37) was obtained from the demand survey questionnaire (see

Figure 11 and Table 10) whereas the number of potential customers willing to avail the

product was computed by multiplying the historical population to the percentage of the

target market willing to buy. Similarly, the data for the percentage of the target market

capable of affording the product (see Column E in Table 37) was acquired from the

demand survey questionnaire (see Figure 8 and Table 7). The proponents considered the

target market as capable of buying the product if they have a daily spending for food of

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more than 100 pesos. Thereafter, the number of customers capable of affording the

product was computed by multiplying the potential customers willing to avail the product

and the percentage of the target market capable of affording the product.

After computing the number of customers willing and capable to buy the product,

the proponents derived the population of the target market both willing and capable of

buying the product of MasaWrap, which would be the population of the target market used

for computing the historical demand. The related percentage of the target market willing

and capable to buy the product was computed by dividing the number of customers

capable of affording the product and the historical population. The data for the frequency

column (see Table 36) and the number of population both willing and capable to buy (see

Column H in Table 37) was then multiplied to arrive at the figures for historical demand.

Projected Demand

A B C D (B x C) E F (D x E) G (F / B) H (B x G) I J (H x I)
Population
% of
Based on
Potential % of Target
Capable of Capability
% of customers Capable of Market
Projected affording and Projected
Year Willing willing to affording Capable Frequency
Population the Willingness Demand
to buy avail the the and
product to buy of the
product product Willing
Target
to buy
Market
2024 163,269 90% 146,942 64% 94,043 57.60% 94,043 29 2,727,245
2025 172,951 90% 155,656 64% 99,620 57.60% 99,620 29 2,888,974
2026 182,632 90% 164,369 64% 105,196 57.60% 105,196 29 3,050,685
2027 192,314 90% 173,083 64% 110,773 57.60% 110,773 29 3,212,413
2028 201,996 90% 181,796 64% 116,350 57.60% 116,350 29 3,374,141

Table 38. Projected Demand

Table 38 represents the projected demand for MasaWrap’s product for the years

2025 until 2029. Furthermore, it was computed similarly as Table 37 (Historical Demand).

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The only difference are the figures used for the population wherein Table 37 used

historical population (see Table 34) while Table 38 used projected population (see Table

35).

SUPPLY ANALYSIS

To identify the needed data, the company used a supply survey questionnaire to

collect the historical supply of the direct competitors. Moreover, the historical supply of

every competitor is included in this paper and the data were collected directly from the

businesses namely, Kanzen Sushi, Oishiku Tabemashou, Kimchi Kimchi, Rarjap Sushi

House, Himitsu Japanese Restaurant.

Name of Average Operating Estimated Monthly Annual

Competitors Daily Sales days in a Weekly Sales Sales Sales
week
Oishiku 79 7 553 2,212 26,544
Tabemashou
Kanzen 33 7 231 924 11,088
Sushi
Himitsu 104 6 624 2,496 29,952
Japanese
Restaurant
Kimchi 27 6 162 648 7,776
Kimchi

Rarjap Sushi 74 7 518 2,072 24,864

House
Projected Sales for 2023 100,224

Table 39. Estimated Annual Sales of Competitors

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Table 39 presents the estimated annual sales of each competitor. For the

computation of the annual sales of competitors, the daily sales were derived from the

survey questionnaire, and were multiplied by the number of working days (7 days) that

the competitors had in order to arrive at the weekly sales. After then, the weekly sales are

multiplied by 4 to get the monthly sales. In the last section, the annual sales are calculated

by multiplying the monthly sales by 12 and compiling the annual sales of each competitor.

AVERAGE CUSTOMER PER YEAR

Name of Competitors Average Sales

Per Year

2023
Oishiku Tabemashou 26,544
Kanzen Sushi 11,088
Himitsu Japanese 29,952
Restaurant
Kimchi Kimchi 7,776
Rarjap Sushi House 24,864
Total Sale (Supply) 100,224
Number of 5
Competitors
Average Customers 20,045
Per Year

Table 40. Average Customers Per Year

Table 40 computation is based on the amount of goods sold by competitors each

year. The total sale (supply) is divided by the number of competitors for 2023 which

equaled to average customers per year. The information above is based on Table 39, the

estimated annual sales of competitors.

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PROJECTED SUPPLY

Average Days in a Estimated

Customer per Year Supply of 2023
day
Estimated 275 365 100,224
Supply of
2023
Projected Previous Year Estimated Projected
Supply Population Percentage Supply
Increase

2024 100,224 10% 110,246

2025 110,246 10% 121,271
2026 121,271 10% 133,398
2027 133,398 10% 146,738
2028 146,738 10% 161,412

Table 41. Projected Supply

The average number of consumers per year is shown in Table 41. The projected

supply for 2024 is then calculated by multiplying the amount by the number of days in a

year. The amount calculated represents the population's starting point in 2025. Every

population calculated would expand by an estimated 10%.

DETERMINATION OF SALES

A B C D E
(A* 8 hours) (A*6 days) (B*26 days) (C*12
months)
Variants Unit Sales Unit Sales Unit Sales Normal Normal
Per Hour Per Day per Week Sales Per Sales Per
Month Year
TAPSAWRAP 5 40 240 1,040 12,480
SPAMSAWRAP 4 32 192 832 9,984
CHICKSAWRAP 3 24 144 624 7,488
TOTAL 12 96 576 2,496 29,952

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Table 42. Determination of Sales

Table 42 illustrates the number of unit sales per product variant that MasaWrap

can sell in respective periods. The proponents used the supply survey questionnaire as

the basis for the unit sales per hour (see Column A in Table 42) wherein the number of

unit sales (see Table 39) of MasaWrap’s top direct competitor was used to estimate the

possible unit sales per product variant for MasaWrap. Thereafter, the unit sales per day

(see Column B in Table 42) was computed by multiplying the hourly unit sales by eight

hours, which represents the daily working hours of the MasaWrap’s employees. On the

other hand, the unit sales per week (see Column C in Table 42) represents the possible

weekly unit sales of MasaWrap in a 6-day work week. The monthly unit sales (see Column

D in Table 42) were computed by multiplying the daily unit sales with 28 days. After

obtaining the values for the aforementioned, the proponents then were able to compute

the annual unit sales (see Column E in Table 42) for MasaWrap.

PROJECTED SALES

Estimated
Year Previous Year Increase per Projected
Sales year Sales
2025 29,952 10% 32,947
2026 32,947 10% 36,242
2027 36,242 10% 39,866
2028 39,866 10% 43,853

Table 43. Projected Sales of MasaWrap

Table 43 denotes the projected sales of MasaWrap using the table for

determination of sales (see Table 42) as the basis for the projection. The proponents

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made the assumption that the estimated increase of sales per year would be 10%. The

grounds for the estimated increase included the following factors: the increasing

population of the target market; better familiarity with the product and brand recognition;

product line expansion; and customer loyalty. The computation of the projected sales

involved using the number of sales of the previous year and increasing it by 10% to arrive

at the projected sales for the year.

DETERMINATION OF CAPACITY

A B C D E
(A* 8 hours) (A*6 days) (B*26 days) (C*12
months)
Unit Unit Unit Normal Normal
Variants Capacity Capacity Capacity Capacity Capacity
Per Hour Per Day Per Week Per Month Per Year
TAPSAWRAP 12 96 576 2,496 29,952
SPAMSAWRAP 11 88 528 2,288 27,456
CHICKSAWRAP 10 80 480 2,080 24,960
TOTAL 36 264 1,584 6,864 82,368
Table 44. Normal Capacity of MasaWrap

Table 44 refers to the unit capacity per hour for each of the product variants that

MasaWrap can produce in respective periods. The proponents considered the following

factors in determining the normal capacity: available manpower and kitchen equipment,

technologies, store capacity, and competence or technical proficiency of employees.

Likewise, the computations are similar with Table 42 (Determination of Sales).

A B (A*26 C (B*12 D (E/C) E

days) months)
Projected
Year Capacity Capacity Capacity Capacity Annual
per day per month per year Availed Sales in
Units
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2024 264 6,864 82,368 36% 29,952

2025 264 6,864 82,368 40% 32,947
2026 264 6,864 82,368 44% 36,242
2027 264 6,864 82,368 48% 39,866
2028 264 6,864 82,368 53% 43,853

Table 45. Normal Capacity of MasaWrap

Table 45 shows the Normal Capacity of MasaWrap. This is connected to Table 44

di computation of the unit capacity of the business. The Projected Annual Sales are

computed and discussed in Table 43. The percentage of Capacity Availed was computed

by dividing the Projected Annual Sales by the Capacity per year. This is to get the percent

of how much capacity is available per year.

PROJECTED DEMAND GAP

Year C D
A B (A-B) (E/C) E

Projected Projected Projected Market Projected

Total Total Demand Share Annual
Demand Supply Gap Sales in
Units
2024 2,727,245 110,246 2,616,999 1.14% 29,952
2025 2,888,974 121,271 2,767,703 1.19% 32,947
2026 3,050,685 133,398 2,917,287 1.24% 36,242
2027 3,212,413 146,738 3,065,675 1.30% 39,866
2028 3,374,141 161,412 3,212,729 1.36% 43,853

Table 46. Projected Demand Gap of MasaWrap

Table 46 shows the Projected Demand Gap of MasaWrap. The Projected Demand

Gap is computed by subtracting the Projected Total Supply from the Projected Total

Demand. The Projected Annual Sales in Units is based on Table 23. The Projected

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Annual Sales in Units is, then, divided by the Projected Demand Gap to compute the

value of the Market Share.

SWOT ANALYSIS

Figure 35: SWOT Analysis

Strengths

• Accessible Location

• The establishment of the company is in an easily accessible location, and

its interior offers a pleasant atmosphere for its target market to eat and

stay.

• Affordable Price

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• Due to economies of scale, the company's products are produced at low

costs, which results in low prices. Accordingly, the target market, students

and employees, can afford the offered product by the business.

• Good Quality Product

• The business provides a product with a flavor that Filipinos are

accustomed to and that is of high quality.

• Attractive Company Name

• The company, MasaWrap, has a very catchy name that can attract

customers because it is simple to recall.

Weakness

• Low in Capital

• The investment necessary for the food industry is often very large, but the

business capital is relatively low.

• High Rental Expenses

• The business has a high propensity to have a higher leasing cost because

it is situated in a location that is in demand for enterprises.

• New to the Market

• Since the business, MasaWrap, is a newcomer to the industry, its brand

recognition and product reputation are poor.

• Few products option

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• The business only offers three (3) variants of fillings such as TapSaWrap,

SpamSaWrap, and ChickSaWrap.

Opportunities

• Product line expansion

• MasaWrap could consider adding new products/variants to have a greater

chance of reaching a wider range of audience and purchasing market.

• Social Media Advancement

• Customer satisfaction with the product posted on social media can bring a

reduction in marketing costs due to word-of-mouth marketing and as well

as brings a huge demand for the product.

• Business Expansion

• A growing consumer demand may encourage the MasaWrap to franchise.

• Customer Loyalty

• A growing community who patronizes the product can bring sales and help

the business to forecast accurately.

Threats

• Long-standing competitors and Poor reception from customers

• The product’s lack of familiarity among customers increases the risk of more

unfavorable opinions. Moreover, there are several competitors with a similar

line of business who have already gained the trust and loyalty of some

consumers within the vicinity of the business location.

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• Economy uncertainty

• Given that the economy changes, it will affect MasaWrap in terms of its

prices and the consumer’s buying power. Moreover, fluctuations in the

prices of the ingredients directly affect the business.

• Unavailability of the target market

• Since the students are the main target market of the business, school

vacations may greatly affect the business’s sales.

• Unpredictable shifts in consumer tastes

• Consumer preferences are so influential that they can modify how

businesses operate. It may cause MasaWrap to have various changes in

terms of its food operation.

MARKETING PROGRAM, MIX AND STRATEGIES

People

It is important to consider the role that employees play in the success of the

business. Thus, the business regards its employees as its core asset and recognizes the

need to prioritize hiring those who possess good manners, technical skills, and a passion

for serving customers. To further establish a good company-customer relationship, the

business will ensure that its employees are trained to follow established policies and

procedures.

Additionally, the business places a high value on creating a positive work

environment where employees are treated fairly and compensated with just and

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reasonable salaries, bonuses, and benefits. This includes being open to hiring individuals

regardless of their race, gender, religion, and age to promote equality in the workplace.

By prioritizing the needs of its employees, the business can foster a culture of loyalty and

dedication, which in turn can lead to greater productivity and success.

Process

The business will operate for extended hours, offering services for 13 hours daily,

from 8:00 am up to 9:00 pm, except for Sundays. To ensure smooth operations

throughout the day, the business will have two sets of employees - morning and night

shift - assigned to cater to the customers' needs effectively.

Maintaining a positive relationship in the business industry is critical to achieving

success, and to achieve this, the general manager and inventory manager will establish

a robust relationship with the direct suppliers. In addition, inventory controls will be

implemented to minimize the risk of misstated assets, damages, and errors.

When it comes to customer service, the employees will greet the customers upon

entering the store, provide them with a warm introduction to the products and services,

entertain them while smiling with enthusiasm, and ensure that they will not encounter any

problem. The customers can directly place their orders at the counter, and the production

time will range from 15-30 minutes, depending on the number of ordered products.

Moreover, the management and the employees will ensure that every material and

equipment used is sanitized and cleaned properly, to maintain high-quality products that

the customers can trust.

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Product

The business has identified an opportunity to capitalize on the enduring popularity

of the classic "silog" meals among Filipinos. To cater to the needs of busy college

students who crave convenience without sacrificing taste, the business has created a new

way for customers to enjoy their favorite "silog" meals on the go. By offering a tasty and

practical wrap that contains fried rice, fried egg, and a choice of Filipino viand, customers

can indulge in a satisfying and quick meal that comes in a variety of flavors. These choices

include TapSaWrap, SpamSaWrap, and ChickSaWrap, which offer a range of delicious

options for customers to choose from.

As the business is strategically located in Manila, particularly alongside Recto, it is

ideally positioned to draw customers from various universities and colleges in the area.

Given that the target market for the business is college students, the product offerings

are perfect for the busy and often time-constrained schedule of the demographic. The

convenience and portability of the product also cater to the needs of students who are

always on the go. Through the provision of such a range of products, MasaWrap is

confident that it can satisfy the demands of its target market, while ensuring that

customers are provided with quality, affordable, and tasty meals.

Price

As a critical component of its business strategy, the company considers pricing

from multiple perspectives, including external factors that can impact pricing estimates

such as competitor actions, market conditions, and competitive pricing strategies that are

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based on the competition. While price variations are influenced by consumer preferences

and production costs, the company has designed a pricing structure that is attractive and

budget-friendly to its target customers. The company undertook a thorough pricing

analysis that factored in costs and expenses, which enabled the determination of a

reasonable and affordable price range for the wrapped “silog” meals, which is set at a

price range of 100 to 120 pesos. This price range is within reach for the company's target

market, and it is reflective of the company's strengths and overall business objectives.

The business' pricing structure is based on a thorough and detailed analysis of costs and

expenses, ensuring that the prices set are reasonable and affordable for its target market,

while also allowing the business to achieve its profit goals.

Place

1812 Recto Avenue, Quiapo, Manila is where the business is situated. The target

market for the firm can be served at this location such as the students and the faculty

members teaching in various universities. Aside from the fact that it is located near the

universities, this is where a large portion of University Belt's students live. Overall, this is

the best location because it is accessible, close to colleges or universities, and near

housing options like apartments, condominiums, and dormitories where many reviewers

and students stay.

Promotion

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The company name, which is distinctive and simple to remember, may work to

MasaWrap's favor as it is new to the general public. It is an effective marketing tool for

gaining more customers.

In addition to its name, the company intends to promote its products more

effectively by using various social media platforms like Facebook, Instagram, and TikTok.

Because our target market is students, who are more interested in technology, using

technology may be one of the best things to do. Many flourishing companies also market

their goods online to draw customers who do not frequently watch television. Also, using

social media to its fullest extent can reduce the cost of advertising compared to television.

In order to reach students who do not routinely check their social media accounts, the

company will also hand out brochures throughout the neighborhood. The business will

also make use of promotions and freebies because they can draw customers.

Physical Evidence

The product quality and the service of a company can attract repeat customers.

With the assurance of having a quality product and services another thing that may help

on having the customers loyalty is the cleanliness of the business place. Having to provide

hygienic and clean space can encourage more customers to dine. The place of the

business provides an appealing decor, a relaxing ambiance, and an accessible place for

customers. MasaWrap uses an eco-friendly packaging for its product promoting that the

business is environmentally conscious.

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MARKETING ACTIVITIES

Time Flow Strategies Activities Goals Cost

(Year 2024)
1 week of
st Free
January Flyer 4.1 inches x 5.8 inches To promote the
(500 pcs) newly opened
store, promote the
social media, give
continuous
updates about
MasaWrap’s menu
and promotional
activities, and
acquire feedbacks
from customers.

Continuous Social Facebook Page: To promote the Free

/ All Media store, promote the
Throughout Website https://www.facebook.co social media
the Year m/profile.php?id=10009 account of
0563922689 MasaWrap, give
continuous
Instagram Account: updates about
MasaWrap’s menu
https://instagram.com/m and promotional
asa.wrapkimbap?igshid activities, and
=ZDdkNTZiNTM= acquire feedbacks
from customers.

Continuous Contest Event-Based Contests To promote, ₱3,000

/ All Marketing (Raffle) piques people’s
Throughout interest, gain more
the Year Giveaways (P200 worth return customers, ₱2,000
gift certificate for 10 and gather data for
customers) the business.
₱3,000
Social Media Contests
(Best photo with the
product contest)

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Continuous Seasonal- Anniversary Promo (Buy To promote, ₱3,000

/ All Based 1 Take 1 MasaWrap piques people’s
Throughout Promotion product) interest, gain more
the Year return customers, ₱3,000
Birthday Promo and gather data for
(Birthday Celebrant get the business.
1 free with 5 paying
customers)

Total Advertising Expenses (on opening) ₱6,500

Table 47: Marketing Activities

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MANAGEMENT ASPECT

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FORM OF BUSINESS ORGANIZATION

The business organization will be in the form of a partnership, particularly a general

partnership. The team is composed of twelve (12) general partners who will fund the

business using their respective personal capitals. The capital invested will allow the

business to be flexible and have more potential for growth. Moreover, it constitutes less

regulations in terms of governing laws, making it ideal for small and starting businesses.

The profits and losses that will be accumulated in this business will be divided

among the partners based on the partnership agreement. The partnership income will be

subjected to income tax, which shall be paid by the partnership.

All the assets bought by the partnership using the partnership money, will be under

the name of the partnership and the partnership alone.

LEGAL REQUIREMENTS AND STEPS TO REGISTER THE BUSINESS

MasaWrap will undergo registration and acquisition of different government

agencies certification as part of the compliance on a newly established enterprise. These

include the following: Securities and Exchange Commission (SEC), Department of Trade

and Industry (DTI), Food and Drug Administration (FDA), Local Permit/ Mayor’s Permit

and License to Operate, Bureau of Internal Revenue (BIR), Social Security System (SSS),

Philippine Health Insurance Corporation (PhilHealth), Home Mutual Development Fund

(PAG-IBIG Fund).

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1. Securities and Exchange Commission (SEC)

Registration of the partnership to the Securities and Exchange Commission

(SEC) comes first on the list. SEC offers accessible registration through online with

full automation on pre-processing of the partnership licensure. This requires the

company to collate necessary requirements including: the name of the partnership,

verification slip (for reservation of the name), Articles of Incorporation/Partnership,

and Registration Data Sheet. A filing fee amounting to ₱10,000 is to be paid and

the official receipt will be presented to the releasing unit in order to get the SEC

certificate (Securities and Exchange Commission, 2018).

2. Department of Trade and Industry (DTI)

Secure copies of the paperwork were then made and submitted for the

partnership's SEC certification. After it has been issued, the SEC certificate must

be obtained by the Department of Commerce. To ensure that no rival company

utilizes the same logo and name as the intended partnership, submit the articles

of association for registration to the Department of Trade and Industry (DTI). Get

a copy of the application forms that have been completed and the applicable fees

paid. Always aspire to improve.

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3. Food and Drug Administration (FDA)

must grant the company a license in order to sell its primary product. a

certificate of registration and an operating license. The partnership is responsible

for preparing the following documents and requirements for the Food and Drug

Administration's license requirements for the creation of the business. (2022).

For License to Operate:

A. Accomplished Application Form with Declaration and Undertaking

B. Proof of Business Name Registration

C. Risk Management Plan

D. Payment of the appropriate filing fee of Ten Thousand Pesos (P 10,000)

For Certificate of Product Registration:

1. Application Form

2. Proof of payment of fees

3. Clear and complete loose labels or artworks

4. Pictures of the product

5. As applicable, justification of label claims (i.e., nutritional facts, Halal logo,

nutritional and health claims

4. Local Permit/ Mayor’s Permit and License to Operate

There are necessary permits and licenses required to establish the business in

Recto Avenue, Manila. To operate the business legally, the business must obtain a

Mayor's Permit and License to Operate.

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According to the guidelines set by the Lungsod ng Maynila (2023), the following

documents must be submitted for the application of a new business permit:

1. Completely filled-up application form for a new business (2 copies, notarized)

2. Original Barangay Business Clearance

3. DTI Registration (for Single Proprietorship) or SEC Registration (for Corporation)

4. Lessor's Permit (if renting)

5. Tax Declaration of Property (if owned)

6. Public Liability Insurance SPA for authorized representatives with an ID

In addition to these requirements, there are also pre-requirements that the

business needs to fulfill, which include the approval from the Manila Health Department

(MHD), a Fire Safety Inspection Certificate (FSIC), and Zoning Approval.

5. Bureau of Internal Revenue (BIR)

As part of the legal requirements to establish the business in the Philippines,

the business is obliged to register with the Bureau of Internal Revenue (BIR) and

obtain a Certificate of Registration to comply with tax obligations.

To do this, the business will prepare three copies of the following BIR forms:

BIR Form 1903 (Application Form), BIR Form 0605 (Payment Form), and BIR

Form 2000 (Documentary Stamp Tax on Lease). These forms, along with the

necessary supporting documents, will be submitted to the Revenue District Office

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(RDO) that has jurisdiction over the location of the business. Payments for the

Annual Registration Fee of ₱500.00 and Documentary Stamp Tax for ₱30.00 are

also required.

In addition, the business will need to purchase and register the following

Books of Accounts: General Journal, General Ledger, Cash Receipt, Cash

Disbursement, Subsidiary Sales Journal, and Subsidiary Purchase Journal.

Registration of these books of accounts with the RDO should also be stamped

accordingly.

The business will also attend the scheduled initial briefing for new business

registrations in the RDO, where it will receive the Certificate of Registration, Notice

to Issue Receipt, BIR-Printed Receipts, and Proof of Payments (Bureau of Internal

Revenue, 2023).

By complying with these legal requirements, the business can ensure that

the business operates within the law and avoid any legal or financial penalties that

may arise due to non-compliance with tax obligations.

6. Social Security System (SSS)

SSS undertakes to grant private sector employees and individual members

adequate social security benefits, especially in times of contingencies. Any partner in a

partnership business who wishes to register their business with the Social Security

System must complete SSS Forms R-1 (Employer Registration) and R-1A. (Employment

Report). The company must submit all required documents and a photocopy of the articles
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of partnership to the SSS for authentication. The company can acquire an SSS Certificate

of Membership and SSS Employer ID number after filing and verifying the SSS application

form and personnel list (Social Security System, 2020).

7. Philippine Health Insurance Corporation (PhilHealth)

Philhealth is an agency of the government that offers social health

insurance coverage to Filipino people. The company should present the necessary

documentation to any PhilHealth offices:

A. Employer Data Record (ER1 Form)

B. SEC Registration

C. Business Permit/License

D. PhilHealth Membership Registration Form (PMRF) for each employee

Upon processing, PhilHealth will provide registered workers with a

PhilHealth Employer Number (PEN), a Certificate of Registration, a PhilHealth

Identification Number (PIN), and a Member Data Record (MDR). It is necessary

to display the Certificate of Registration in the business area in a visible location

once it is received. (PhilHealth, 2020).

8. Home Mutual Development Fund (PAG-IBIG Fund)

The Home Mutual Development Fund, widely known as Pag-IBIG Fund, is

an agency of the government that provides the Filipino people with housing

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programs, benefits, and fairly priced homes through financing and other national

savings programs. To be part of the Pag-IBIG Fund, employees are required to

complete the HDMF Membership Registration process. Newly employed workers

must comply first with SSS before they register to PAG-IBIG Fund. Meanwhile, the

employer's obligation is to submit the list of the newly employed workers by filling

the Member's Remittance Form (MCRF). The business can acquire an HMDF

Certificate of Membership and an HMDF Employer ID Number after registering to

Pag-IBIG Fund and completing all the procedures (Pag-IBIG Fund, 2022).

PROJECT’S TIMETABLE

Table 48. GANTT Chart

The tasks that MasaWrap has scheduled are shown in the table above.

Researchers assess the viability of the proposed firm from the first to fifth week. Following

a review of the study, market research was carried out to determine customer behavior

and industry trends. Owners will file the necessary paperwork to the Securities and

Exchange Commission, Department of Trade and Industry, Bureau of Internal Tax, and
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other government agencies in the ninth and tenth weeks in order to lawfully operate the

company. The owners will next hire builders and contractors, and construction on the

store is scheduled to start in the 10th week and end in the 19th week. Owners will now

look for suppliers for the necessary raw materials and Property, Plant, and Equipment for

the Business on the 12th to 15th week while the construction is proceeding. Employees

will be hired between the 15th and the 16th week, and they will receive two weeks of

training after being hired (17th to 18th). The audience will next be exposed to the various

marketing methods from the seventeenth to the twentieth weeks. The soft opening is then

anticipated to be finished in the 20th week. In the first week of June 2023, MasaWrap will

finally hold its official opening.

ORGANIZATIONAL CHART

Figure 36. Organizational Chart

General partners are the owners of the owners of the business who have the

greatest control over the business and play an active role in the company’s daily

operations. Store manager, on the other hand, is responsible for overseeing the daily

operations of a store, making sure it runs smoothly and effectively. Accountant, Marketing
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officer, chef/cook, cashier and sales crew are all responsible for the day-to-day operations

of the business.

MANPOWER REQUIREMENTS

1. Store Manager
1. Qualifications

• Preferably have a Bachelor’s Degree in Business Administration or

related field.

• Preferably have prior experience in managing a food/restaurant

business.

• Capable of working effectively in a fast-paced team setting, with

impressive communication skills.

• Must have excellent communication and conflict resolution skills.

• Understanding of customer dynamics

• Strong leadership qualities

2. Job Description

• Puts an emphasis on satisfying customers to run the day-to-day

business operation.

• Responsible for maintaining efficient procedures and a well-

organized store.

• Administrative work, stock monitoring and strategy formulation.

• Organizing and supervising daily shift operations, keeping track of

employees' hours, and documenting payroll data.

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• Increase monthly sales and boost customer satisfaction

3. Responsibilities

• Delegate tasks to the employees to perform them while enforcing in

place all guidelines, procedures, standard operating procedures,

regulations, and ordinances that affect how they behave and perform

at work.

• Oversee day-to-day operations, assigning and ensuring the

completion of weekly performance goals.

• Developing plans to increase sales, store traffic, and brand

awareness.

• Ensuring that the store is in order from a health and safety standpoint

and meets all governmental regulations.

• Developing a positive workplace culture that is consistent with the

mission and values of the company.

• Controls the resources of the store, such as personnel, equipment,

supplies, methods, and financial resources.

• Taking care of customer concerns and complaints in a professional

manner.

2. Accountant

1. Qualifications

• Preferably have a bachelor’s degree in Accountancy.

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• Preferably have a basic understanding of accounting principles and

practices.

• Must be good at data entry, and proficient in Microsoft Excel.

• Should perform professionalism in the organization.

2. Job Description

• Ensure that all financial records are accurate and that taxes are paid

on time and in full.

• Take active steps to ensure that businesses are run effectively by

analyzing financial operations.

• Accommodate individuals and business to file their taxes correctly.

• Generate effective auditing procedures.

• Complying with legal requirements to ensure the highest possible tax

return.

• Examine risk-management techniques.

3. Responsibilities

• Verify that the financial statements are accurate and that they comply

with regulations and legal requirements.

• Prepare tax returns, determine tax liabilities, and make sure taxes

are paid on time and correctly.

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• Examine the account books and accounting systems for accuracy

and application of established accounting principles.

• Maintain and organize financial records.

• Provide suggestions for boosting profitability, boosting revenue, and

lowering costs.

• Accountable for observing and evaluating an organization's

resources, policies, and procedures.

• Communicate with auditors both internal and external.

• Offer tax strategies that are in line with the goals of the business.

3. Marketing Officer

1. Qualifications

• Preferably have a bachelor’s degree in marketing, communications,

or related field.

• Preferably has a minimum of 1-year recent experience in a marketing

related position.

• Have extensive knowledge of marketing concepts, including

advertorials, creatives, and the full marketing picture.

• Excellent technology skills, specifically social media management,

Microsoft Word, Excel, and PowerPoint.

• Excellent communication, interpersonal, and leadership skills.

2. Job Description

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• Assist with the delivery of the marketing and internal communications

strategy, planning, and executing marketing initiatives across a

variety of channels.

• Identify new marketing trends to feed into overall marketing strategy

• Establish positioning, identify target audiences, and develop

marketing plans with specific objectives across different channels

and segments

• Develop creative briefs and guide creative direction to meet

objectives for all advertising and public-facing communications.

• Collaborate with operations, sales, and productions teams to design,

test, and evolve lead-nurturing tactics.

3. Responsibilities

• Create, maintain, and conduct analytics reporting across multiple

platforms and extract key insights for advertising campaign

development and go-to market strategies.

• Gather customer and market insights to inform outreach strategies,

increase customer conversions, and generate more qualified leads.

• Present ideas and final deliverables to internal and external teams,

and communicate about marketing programs, strategies, and

budget.

• Regularly assess company’s growth, sales, and marketing

strategies.

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• Be up-to-date with the latest market trends and direct the company’s

market research efforts.

• Make use of data and analytics to deliver the best customer

experience and measurable results.

4. Cashier

1. Qualifications

• At least high school graduate

• Preferably with 6 months of working experience in the same

field

• Must possess top skills and proficiencies such as, but not

limited to the following:

o Must know the basic math (addition, subtraction,

multiplication and division)

o Must have the ability to read and understand

instructions

o Excellent interpersonal abilities and the capacity to

foster a culture of customer priority

o Basic (PC) Computer Knowledge

o Must be flexible and efficient

o Has a proven expertise in customer service

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o Knowledgeable about Point of Sale (POS) terminal

2. Job Description

• The cashier will be in charge of the business's daily

operations. Will guarantee that the consumer is satisfied with

their customer service, and among its responsibilities are to

welcome visitors, address questions, and maintain public

spaces.

3. Responsibilities

• Control the register and all cash and card transactions.

• Issue receipts to customers

• Ensure that all transactions and cash are balanced at the end

of the shift.

• Take orders from customers and receive payments.

• Will respond to customer complaints and inquiries.

• Assist with various duties as required, such as maintaining

the store's cleanliness and managing the store's shelves and

inventory

5. Service Crew

1. Qualifications

• A High School graduate, and preferably has an appropriate work

experience.

• Excellent customer service skills and a pleasant mindset. Also

exemplifies moral conduct.

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• Must comprehend market dynamics and customer wants.

• Being physically capable of standing for extended periods of time

at work.

2. Job Description

• Visit pop-ups, search business directories, and follow up on leads

from existing customers to find future customers.

• Talk with both current and prospective customers to better

understand their needs and how certain goods and services

might meet them.

• Assist customers in selecting products that meet their needs,

product specifications, and legal requirements.

• Emphasize product features that will satisfy customer demand.

• Inquiries from customers about the prices, availability, and uses

of the products they are selling should be answered.

• Concur on the terms of the sales and servicing contracts,

including their costs.

• Share information, such as expertise on sales and marketing

strategies with coworkers.

3. Responsibilities

• Accountable for providing customers with service.

• In charge of informing customers about the company’s products.

• Responsible for keeping track of customer information and

comments.

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• Accountable for verifying inventory or ordering requested stock

for clients.

• Liable for raising issues to management.

• Responsible for maintaining inventory records.

6. Chef/Cook

1. Qualifications

• Must have proper training/certifications in food safety and sanitation

• Must have familiarity in preparing Filipino cuisine (Silogs) and

Korean cuisine (Kimbap)

• Must be willing to work in Quiapo, Manila

• Preferably have a Bachelor’s Degree in Culinary Arts (optional)

• Preferably have at least two years of experience in working in the

service industry (optional)

• Willing to be trained and is cooperative with management and other

members of the staff

2. Job Description

• Ensure all relevant food safety regulations inside the kitchen are duly

observed and complied with when preparing and serving food

• Prepare quality food in a timely manner

• Oversee all kitchen operations

• Make sure all ingredients are properly accounted for, preserved and

of good quality

3. Responsibilities
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• Ensure work stations are properly cleaned and kitchen surfaces are

disinfected in observance of food safety protocols before and after

each shift

• Prepare the ingredients to be used for daily operations in a timely

manner

• Label, date, and rotate food appropriately and return unused food to

proper storage areas

• Monitors and maintains the quality of the kitchen equipment

• Taking stock of ingredients and making orders to replenish the stock

LIST OF EMPLOYEES

JOB NUMBER
DESCRIPTION HOURLY WORKING DAILY OF MONTHLY NUMBER OF TOTAL
RATE HOURS SALARY DAYS SALARY EMPLOYEES MONTHLY
PER DAY PER SALARY
MONTH
Store Manager 120.19 8 961.54 26 25,000 1 25,000
Accountant 105.77 8 846.15 26 22,000 1 22,000
Marketing Staff 96.15 8 769.23 26 20,000 1 20,000
Cashier 71.25 8 570.00 26 14,820 2 29640
Service Crew 71.25 8 570.00 26 14,820 2 29640
Chef 110.58 8 884.62 26 23,000 1 23,000
TOTAL 575 4602 119640 148486
Table 49. Salary Scale

Table 49 refers to the salary scale of MasaWrap’s list of employees. All salaries

are based on Indeed Page. Moreover, the salary of Cashiers and Service Crews is based

on the minimum wage of the National Capital Region.

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Job Title/ SSS Philhealth Pag-ibig Tax Total Net

Monthly Rate
Designation EE ER EE ER EE ER Due Deduction Pay
Store Manager 25,000.00 1,125.00 2,155.00 1,000 1,000 100 100 625.05 3,880 21,119.95
Accountant 22,000.00 990.00 1,900.00 880 880 100 100 175.05 3,055 18,944.95
Marketing Officer 20,000.00 900.00 1,730.00 800 800 100 100 0 2,630 17,370.00
Cashier (1) 13,962.00 630.00 1,200.00 558 558 100 100 0 1,858 12,103.52
Cashier (2) 13,962.00 630.00 1,200.00 558 558 100 100 0 1,858 12,103.52
Sales Person (1) 13,962.00 630.00 1,200.00 558 558 100 100 0 1,858 12,103.52
Sales Person (2) 13,962.00 630.00 1,200.00 558 558 100 100 0 1,858 12,103.52
Chef/ Cook 23,000.00 1,035.00 1,985.00 920 920 100 100 325.05 3,330 19,669.95
TOTAL 6,570.00 12,570.00 5,833.92 5,833.92 800.00 800.00 1,125.15 20,329.07 125,518.93
Monthly 19,140.00 11,667.84 1,600.00

Table 50. List of Employees

Other Benefits

As part of the benefits provided to its employees, MasaWrap must comply with

offering PhilHealth, SSS, PAG-IBIG Fund, 13th-month pay, and overtime pay appropriate

on their respective rates. Additionally, employees can receive one complimentary meal

per shift.

WORK TIME SCHEDULE

Mon. Tues. Wed. Thurs. Fri. Sat. Sun
.
Store 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM
Manager – 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN

Break: Break: Break: Break: Break: Break:

12:00 12:00 12:00 12:00 12:00 12:00
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

Accountant 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM

– 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN
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Break: Break: Break: Break: Break: Break:

12:00 12:00 12:00 12:00 12:00 12:00
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM
Marketing 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM
officer – 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN

Break: Break: Break: Break: Break: Break:

12:00 12:00 12:00 12:00 12:00 12:00
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM
R
E
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM S
– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM
Cashier First First First First First First T
Shift: Shift: Shift: Shift: Shift: Shift:
8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM
– 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN
D
Break: Break: Break: Break: Break: Break: A
12:00 12:00 12:00 12:00 12:00 12:00 Y
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

Cashier Second Second Second Second Second Second

Shift: Shift: Shift: Shift: Shift: Shift:

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12:00 12:00 12:00 12:00 12:00 12:00

PM – PM – PM – PM – PM – PM –
4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM

Break: Break: Break: Break: Break: Break:

4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM
– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

5:00 PM 5:00 PM 5:00 PM 5:00 PM 5:00 PM 5:00 PM

– 9:00 – 9:00 – 9:00 – 9:00 – 9:00 – 9:00
PM PM PM PM PM PM

Service First First First First First First

Crew Shift: Shift: Shift: Shift: Shift: Shift:
8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM
– 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN

Break: Break: Break: Break: Break: Break:

12:00 12:00 12:00 12:00 12:00 12:00
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

Service Second Second Second Second Second Second

Crew Shift: Shift: Shift: Shift: Shift: Shift:
12:00 12:00 12:00 12:00 12:00 12:00
PM – PM – PM – PM – PM – PM –
4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM

Break: Break: Break: Break: Break: Break:

4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM 4:00 PM
– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

5:00 PM 5:00 PM 5:00 PM 5:00 PM 5:00 PM 5:00 PM

– 9:00 – 9:00 – 9:00 – 9:00 – 9:00 – 9:00
PM PM PM PM PM PM
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Chef 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM 8:00 AM

– 12:00 – 12:00 – 12:00 – 12:00 – 12:00 – 12:00
NN NN NN NN NN NN

Break: Break: Break: Break: Break: Break:

12:00 12:00 12:00 12:00 12:00 12:00
NN – NN – NN – NN – NN – NN –
1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM 1:00 PM

– 5:00 – 5:00 – 5:00 – 5:00 – 5:00 – 5:00
PM PM PM PM PM PM

Table 51. Work Time Schedule

Table 51 refers to the Work Time Schedule of MasaWrap's employees. All

workers have eight hours of work excluding their break time. Sunday will serve as the

rest day of all employees.

ORGANIZATIONAL POLICIES

Organizational policies are guidelines that staff members must abide by in order

to maintain operations functioning properly. Some are designed to provide direction and

help staff members. This helps in achieving customer satisfaction to promote fairness and

equality. Moreover, organizational policies will help employees and customers to know

the proper treatment and procedures in the business. This will determine the goals and

objectives of the business.

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RECRUITMENT POLICY

The goal of MasaWrap is to deliver high-quality products to its customers. The

recruitment policy’s main objective is to ensure that the hiring process will acquire proper,

appropriate, and competent people based on job qualifications. The process of

recruitment and hiring will start with selecting qualified applicants for all job vacancies.

The next step is through orientation and training of newly-hired employees. The business

is assured that it will not condone any discrimination and unfairness to all applicants. In

addition, the company also assures all applicants that they will be treated fairly and

respectfully.

1. Selection Process

1. Candidates are required to submit the application form, curriculum

vitae, and most recent two-by-two photographs via email or in

person.

2. The resume and application materials will be reviewed by the store

manager.

3. Those who meet the requirements will be invited to the first interview.

4. If the preliminary interview went well, the candidate will have a final

interview with the general partners.

5. A list of requirements that needed to be completed within a certain

amount of time would be given to the candidate if they made it

through the final interview. The following are the requirements that

must be provided to the store manager:

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1. Photocopy of NSO/PSA Birth Certificate

2. Photocopy of High School/ College Diploma Certificate

3. Certificate of Employment

4. NBI and Police Clearance

5. Two (2) government-issued IDs

6. Physical or medical exam

2. Operation and Training

The business will schedule an orientation for the newly-hired employees. The

selected staff members will be orientated according to their work, tasks, and

responsibilities as well as explaining the mission and vision, guidelines, and policies of

the business. Furthermore, the company will also provide a two-day seminar for basic

operation training that specifies food handling, serving, cleanliness, and safety

performance. Business training and orientation are necessary for a business to know the

effectiveness and performance of its staff. This would know if the employees are

competent in their field of work.

EMPLOYMENT POLICY

• MasaWrap ensures to conduct objective interviews and that applicants are treated

fairly while considering their skills, expertise and potential.

• A Contract of Employment must be provided containing the agreement and sign of

both parties— that is the employer and the employee.

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• An Employee Identification Cards, with their name and position, shall be given and

must be worn during work hours.

• Himagas classifies its employees into three (3) categories:

a. Contractual – Employees whose performance shall be evaluated,

after three (3) months.

b. Probationary – Employees whose performance shall be observed

and evaluated for six (6) months.

c. Regular – After completing and passing the probationary period,

employees are hired as regular employees.

RESIGNATION AND DISMISSAL POLICIES

1) Resignation

The management has to be informed thirty (30) days prior to resignation in

the means of a letter, containing their intent and reason for such. This is

inconsideration of having sufficient time for reviewing their resignation, preparing

their final paycheck, and finding a replacement for their position.

• Termination/ Dismissal

Termination of an employee shall be based on acts that go against the

mission, vision, and values of MasaWrap which includes the following cases:

1. Theft, fraud, embezzlement, and any act of dishonesty

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2. Stealing and misappropriation the company’s assets

3. Falsification of records

4. Harassment (sexual, physical, emotional, or mental)

5. Use and/ or possession of illegal drugs

6. Possession or use of firearms unnecessary to their position

7. Constant negligence of duties and responsibilities

8. Excessive lates and absences

9. Performance of any criminal act against fellow employees and

management

10. Conviction of crime; guilty beyond reasonable doubt

MasaWrap, as a just and fair company, will give opportunities to suspected

employee to defend and provide his/her side of the story. However, if the

accusation/s is/are proven valid, a notice of dismissal shall be given two (2) weeks

prior to the employee’s dismissal, stating the reasons and effective date of

termination. No employee shall be granted a position in the company after a

termination. This policy shall take effect in cases with or without cause.

Listed above are with cause terminations, without cause terminations on the

other hand compromises of layoffs and redundancies necessary in instances of

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changing operations and re-assignment of responsibilities. These terminations

remain aligned with the provisions of the labor laws of the Philippines.

COMPENSATION AND BENEFITS POLICY

1. Basic Salaries

Each month, on the 15th and the last day, employees will receive their

paychecks. Employees must be paid on the next ordinary working day if the date falls

on a holiday or weekend. Every 10th or 25th of the month will serve as the cutoff date

for calculating days earned. No more than five days shall pass between submission

and processing after the cutoff.

2. Other Benefits

The 13th month pay, holiday pay, SSS, PhilHealth, and Pag-ibig contribution

benefits are just a few of the additional benefits or statutory benefits that employees

are entitled to. Moreover, benefits including paid time off for illness, bereavement,

annual leave, paternity, and maternity leave must be made available to employees.

Policy on Attendance

• Work Schedule

Given that the store will be open from 8:00 am to 9:00 pm, there will be two (2)

shifts to be observed. The following designated employees are required to work in

accordance with their assigned schedules: Cashier and Service Crew shall work from
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8:00 am to 5:00 pm for their first shift and from 12:00 nn to 9:00 pm for their second

shift. Whereas the store manager, the accountant, the marketing officer, and the chef

will all work from 8:00 am to 5:00 pm. Employees are expected to arrive earlier than

their scheduled arrival time since they must prepare before work hours.

• Punctuality

The business's operating hours must be strictly followed by all employees. The

shop opens at 8:00 am and closes at 9:00 pm. Workers are expected to show in earlier

so they can prepare. If an employee doesn't follow the rules, shows up after the

allotted time has passed, or doesn't show up for work at the appointed hour, they will

be considered tardy. Every employee who disregards the policy will face a

corresponding punishment and salary deduction.

• Absences

Workers should submit their Leave of Absences (LoA) at least a week beforehand.

The management will examine it and provide their approval. Employees shall be

considered underpaid in the event of an unscheduled absence unless management

approves the use of earned vacation, sick leave, and other leave benefits in

accordance with company policy.

POLICY ON UNDER-TIME AND OVERTIME

A. Under-time

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In accordance with the Philippine Labor Code, under-time work performed on a

business day cannot be made up for by performing overtime on another day. The

under-time would be taken out of the accumulated leave, but the company would still

compensate the employee for any overtime to which he was eligible. This avoids the

inconsistent schedule that would emerge if the overtime were to be offset against the

under-time because it would make the employee responsible for setting the time frame

for hours worked.

B. Overtime

In line with the Philippine Labor Code, work may be done after eight hours on the

condition that the employee is compensated for the additional time, which entails

receiving at least 25% more than his usual pay. During a holiday or rest day, work that

lasts longer than eight hours must be compensated at a rate that is equal to the first

eight hours' rate plus at least 30% of that. Overtime may be necessary if there is an

emergency or an activity that must be dealt with immediately by the company and

there is no other alternative than to work for more hours to avoid risks of loss, damage,

or other unfortunate occurrences.

POLICY ON VACATION LEAVE AND SICK LEAVE

a) Vacation Leave

Employees have the right to a total of 15 days of paid vacation leave per year, or

one day of vacation leave for every 24 days of actual service. Vacation leave may be

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used one after another, and any portion that is not used up in a given year cannot be

carried over to the next. Employees may be permitted to monetize a minimum of 10

days if they have accrued at least 15 days of vacation leave, pending the funds being

readily available. Employees have one week to submit their vacation leave requests.

b) Sick Leave

Employees would be entitled to one day of sick leave for every 24 days of actual

service, same as with the policy for vacation leave. Sick leave may be taken

cumulatively, and any part that is not used up in a given year cannot be carried over

to the next. Three days following their recovery, employees are expected to present a

medical certificate. Unpaid leave will be taken if there are unjustified grounds provided

for refusing to submit within the allotted time.

POLICY ON EMERGENCY LEAVE, UNSCHEDULED LEAVE, Or OTHER KIND OF

LEAVES

An emergency leave or unscheduled leave with a period of 5 days is granted in

terms of regular operating personnel, in accordance of Philippine labor laws

• Parental Leave

Considering that the company complies with RA 8972's requirements and has a

year of employment, regularized the services of all of its employees, Solo parents are

entitled seven (7) working day yearly leave entitlements (with full pay) under the present

laws. (Official Gazette of the Republic of the Philippine, 2000)

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A parental leave shall be granted when the

Solo Parent Identification Card or Certification issued/validated by the Department of

Social Welfare and Development (DSWD) during the month of January each year

has been submitted by the solo parent employee to the personnel division and notified

the management. Failure to avail the parental leave in a year cannot be converted to cash

and is non-cumulative

Benefits would be granted to any individual who falls under any of the following

categories:

(1) A woman who gives birth as a result of rape and other crimes against chastity

even without a final conviction of the offender: Provided, That the mother keeps and raises

the child;

(2) Parent left solo or alone with the responsibility of parenthood due to death of

spouse;

(3) Parent left solo or alone with the responsibility of parenthood while the spouse

is detained or is serving sentence for a criminal conviction for at least one (1) year;

(4) Parent left solo or alone with the responsibility of parenthood due to physical

and/or mental incapacity of spouse as certified by a public medical practitioner;

(5) Parent left solo or alone with the responsibility of parenthood due to legal

separation or de facto separation from spouse for at least one (1) year, as long as he/she

is entrusted with the custody of the children;

(6) Parent left solo or alone with the responsibility of parenthood due to declaration

of nullity or annulment of marriage as decreed by a court or by a church as long as he/she

is entrusted with the custody of the children;

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(7) Parent left solo or alone with the responsibility of parenthood due to

abandonment of spouse for at least one (1) year;

(8) Unmarried mother/father who has preferred to keep and rear her/his

child/children instead of having others care for them or give them up to a welfare

institution;

(9) Any other person who solely provides parental care and support to a child or

children;

(10) Any family member who assumes the responsibility of head of family as a

result of the death, abandonment, disappearance or prolonged absence of the parents or

solo parent.

• Calamity Leave

In times of a natural calamities/disaster, an employee who has rendered at least

six (6) months of service will be granted a yearly five (5) days special emergency leave

with pay. This leave will not apply to those already enjoying a similar emergency leave

of at least five (5) days in times of natural calamities/disaster or personal emergencies.

Determining the eligibility of an employee to the leave, the head of office or

employer shall take into consideration of the following:

1. Place of residence based on latest available records of the affected

employee;

2. Declaration of calamity by the proper government agency;

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3. Medical Certificate stating that the illness/disease was suffered by the

employee or his/her immediate family member as a consequence of the

natural calamity/disaster;

4. Availability of and access to public transportation on the day of the natural

calamity/disaster;

5. Road closures due to the natural calamity/disaster along the route taken

and could be taken by the employee to and from work; and

6. Other matters that may aid the head of office in his decision on the eligibility

of the employee to avail of the said grant.

Unused leaves shall not be cumulative and may not be converted into its cash equivalent.

Ten (10) Days Leave for Violence against Women and their Children (VAWC)

Victims (VIOLENCE AGAINST WOMEN AND THEIR CHILDREN ACT OF 2004)

It is essential to ensure that the proposed business complies with relevant laws,

including the Ten (10) Days Leave for Violence against Women and their Children

(VAWC) Victims law. This law provides ten (10) days of leave to any woman working,

regardless of job position, who is a victim of abuse, and whose child is also a victim of

abuse, and unable to care for herself.

To be eligible for the leave benefit, the VAWC victim must present certification from

the barangay chairman, barangay councilor, or prosecutor or Clerk of Court, indicating

that an action relative to the matter is pending. It is worth noting that the leave benefit

cannot be converted into cash and cannot be accumulated if not used.

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In addition to the Ten (10) Days Leave for VAWC Victims, there are other relevant

laws that the businesses must comply with, including the Special Leave for Women,

Maternity Leave, and Paternity Leave.

The Special Leave for Women provides female employees, regardless of age or

civil status, two (2) months of leave with full pay based on their gross monthly

compensation for surgery resulting from gynecological disorders. To be eligible for this

leave, the employee must have worked for at least six (6) months in the previous twelve

(12) months before the procedure. The Special Leave benefit may be used for a maximum

of two (2) months or sixty (60) calendar days per year for each operation related to a

gynecological disease. A completed and authorized leave form from the company and a

medical certificate issued by a qualified medical professional, particularly one with

expertise in gynecological diseases, are required. Special Leave for Women is non-

cumulative and non-convertible to cash.

For Maternity Leave, pregnant women employees in the private sector are entitled

to 105 days of leave with pay, with an option to extend for an additional 30 days without

pay. For single mothers, an additional 15 days of leave was implemented. In cases of

miscarriage or emergency termination of pregnancy, the law provides 60 days of

maternity leave with pay. To be eligible, the employee must have three monthly SSS

contributions in the 12-month period before the semester of childbirth, miscarriage, or

emergency termination of pregnancy. The employer must also receive notification of the

employee’s pregnancy and estimated due date of childbirth. The employee must also

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notify the employer at least 45 days before the last of their maternity leave if they choose

to extend their leave.

For Paternity Leave, married male employees with a legal wife who had childbirth

or miscarriage are entitled to seven (7) days leave with full pay. The leave is non-

convertible to cash and non-cumulative. To be eligible, the employee must apply for

paternity leave within a reasonable period from the estimated due date of his legal wife’s

childbirth, and for miscarriage, prior notice is not mandatory. The employee must live with

his legal wife unless there is a justifiable reason. The leave is only applicable up to the

first four deliveries of the employee’s legal wife.

It is crucial to consider compliance with the relevant laws, including the Ten (10)

Days Leave for VAWC Victims, Special Leave for Women, Maternity Leave, and Paternity

Leave. By doing so, the proposed business can ensure the welfare of its employees and

contribute to creating a positive working environment.

POLICY ON HOLIDAY

The Department of Labor and Employment states that special non-working

holidays will be subject to the no-work, no-pay policy. Although employers may request

that employees work on a holiday, employees are not permitted to do so. Regular holidays

will be observed in accordance with the following guidelines:

1. Even if they did not work, they are still entitled to their full pay for that day, which

is equal to 100% of their base salary.

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2. Workers who are required to work on a regular holiday must be paid twice (200%)

their regular wage for the day.

3. Overtime employees will receive an additional 30% of their hourly rate for that

working day if the employee work more than eight hours.

4. Representatives who work during the holiday and it additionally falls on his/her rest

day, he/she will have one more 30% payment in light of their fundamental

compensation of 200%.

5. Employees who work overtime during the holiday and on their rest-day will receive

an additional 30%

According to the Official Gazette of the Republic of the Philippines, n.d., the

following is a list of national holidays:

1. Regular Holidays

Event Date

New Year’s Day January 1

Araw ng Kagitingan April 9

Maundy Thursday Movable Date

Good Friday Movable Date

Labor Day Movable Date

Eid’l Fitr (Feast of Ramadan) Movable Date

Independence Day June 12

Manila Day June 24

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Eid’l Adha (Feast of Sacrifice) Movable Date

National Heroes Day Movable Date

Bonifacio day November 30

Christmas Day December 25

Rizal Day December 31

Table 52. Regular Holidays

2. Special (Non-working) Holidays

Event Date

Chinese New Year Movable Date

EDSA People Power Revolution Anniversary February 25

Black Saturday Movable Date

National and Local Elections Movable Date

Ninoy Aquino Day August 21

All Saint’s Day November 1

Feast of the Immaculate Conception of Mary December 8

Table 53. Special (Non-Working) Holidays

3. Special (Working) Holiday

Event Date

All Soul’s Day November 2

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Christmas Eve December 24

Last Day of the Year December 31

Table 54. Special (Working) Holiday

EMPLOYEES CONDUCT AND WORK RULES

Objective

MasaWrap implemented Employees conduct and work rules to have a safe and

secure workplace for its employees and as well as to promote a culture of respect and

good performance. As specified in their contracts, all employees must strictly adhere to

the company's Code of Conduct; non-compliance may result in disciplinary action,

termination, and payment of damages proportional to the severity of misconduct.

Procedures

MasaWrap is accountable for maintaining a secure work environment that

demonstrates consistency, fairness, and a culture of respect for every employee. The

company is also responsible for ensuring that every member of the team understands

their responsibilities and what is expected of them.

Employees at MasaWrap are contractually obligated to adhere to the Employee

Code of Conduct while performing their jobs.

The following are the lists of offenses and prohibited conduct in the workplace:

1. Theft or inappropriate removal or possession of property

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2. Negligence and Intentional damage of business property

3. Working under influence of alcohol or illegal drugs

4. Sexual or any other mode of harassment.

5. Violation of safety or health rules

6. Insubordination or other disrespectful conduct.

7. Misuse of company funds for personal purposes

8. Possession of dangerous or unauthorized materials

9. Absenteeism or any absence without notice

10. Falsification of timekeeping records and reports

11. Customer gratification acceptance / Bribery (e.g huge amount of money)

12. Raising / posting organizational concerns on social media

13. Using personal gadget for leisure during working hours

14. Unauthorized disclosure of business and other confidential information

15. Fighting or threatening violence in the workplace

16. Discrimination and lack of inclusivity

17. Failing to comply with the dress code policy

DRESS CODE AND HYGIENE & PROPER GROOMING

A. Dress Code

1. The employees are required to wear the official uniform of

MasaWrap. The uniform should present the company name and

logo.

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2. The company will only allow jeans and slacks. Wearing of ripped

jeans is not allowed.

3. Employees are expected to wear their respective name plates or

identification cards at all times.

4. Wearing a hairnet and mask is required especially when in the

kitchen and when facing the customers.

B. Hygiene

5. Hairnets should be replaced every week and the aprons used should

be washed at least twice a week.

6. Customer table, kitchen and cashier area should be clean at all

times. Table must be wiped with a cloth or wipes with alcohol.

C. Proper Grooming

7. Hairnet and apron must be worn at all times.

8. All male employees should have a clean haircut while female

employees are required to tie their hair.

9. Fingernails should be clean, trimmed, and unpolished especially for

girls. Long nails with extension are not allowed.

10. Kitchen staff should not wear jewelry while performing their duties,

such as rings or bracelets.

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11. Smoking is prohibited within the vicinity.

SAFETY, CLEANLINESS, HEALTH, AND SANITATION

1. Everyone is required to wash their hands before entering and preparing

orders, have their hair tied back with a net, and wear the appropriate aprons.

2. Everything needs to be labeled and stored correctly, including tools,

supplies, and equipment. Storage in the refrigerator or freezer is required

for ingredients that need to be refrigerated. Dry ingredients and other items

should be stored in cabinets with regular temperature requirements.

3. Always keeping the kitchen spotless is expected. Check for stains, clean

them up with a wipe, and clean the kitchen work space frequently.

Whenever required, sweep the floor.

4. The person designated to clean up and do the dishes must have already

cleaned and washed all of the used utensils, tools, and equipment by that

time.

1. Dine in area / Counter (Outside Kitchen)

a. At all times, keep everything tidy.

b. After every client, wipe tables and remove any trash that may have

accumulated.

c. Keep the floor periodically mopped and swept.

2. Disposal

d. Waste must be separated in a rigorous manner.

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e. Garbage cans are positioned in the kitchen, outside the kitchen, and close

to the counter with the appropriate labels.

f. Bins should be regularly emptied after each shift or whenever they are full.

g. Kitchen trash cans need to be inspected frequently and kept away from the

work surface and ingredients. in order to prevent contamination, it must be

properly closed.

3. Safety

h. Workers must exercise caution and utilize the correct tools and equipment

when working in the kitchen.

i. All staff members must be familiar with:

• The floor plans

• Initial care

• Storage for fire extinguishers and first aid supplies.

• Precautions to take before, during, and after any disaster.

MINOR OFFENSES, MAJOR OFFENSES, OTHER COMPANY’S POLICIES

Major Offenss Sanction for Major Offense

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On Attendance Policy 1 Offense – Employee shall

st

receive a warning notice and

• Prolonged leave of absence without
counselling regarding policy
prior notice and/or without valid
observance
grounds and related supporting

documents for such absence 2 Offense – Employee will be

nd

• Excessive tardiness without subject to a seven non-consecutive

reasonable justification day unpaid suspension and notice

of termination for further offense

On Personal Appearance (Dress Code &

Hygiene and Proper Grooming 3 Offense – Termination of

rd

contract effective within seven days

• Deliberate non-observance of proper
upon receipt of written termination
work uniform
notice

On Employee Conduct and Workplace

Ethics

• Working under the influence of drugs

and/or alcohol

• Leaking of company’s private and

confidential data

• Unauthorized use of equipment and

supplies belonging to the business

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 Group 2

• Gambling during work hours inside

the store premises

• Forms of harassment, such as but

not limited to sexual and physical,

against co-workers and/or customers

• Discrimination against co-workers

and/or customers

• Accepting bribes or other forms of

illegal gratification

On Safety, Cleanliness, Health, and

Sanitation

• Non-compliance with laws and

regulations regarding food handling

and safety

• Non-compliance with management’s

standards on food handling and

safety

Table 55. Major Offenses

Minor Offenses Sanction for Minor Offense

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On Attendance Policy 1 Offense – Employee shall receive

st

an oral disciplinary action.

• Arriving in the workplace later than

the scheduled duty 2 Offense- Employee shall receive a

nd

• Intentionally prolonging the break written reprimand.

period
3 Offense – Employee shall undergo
rd

• Departing from the workplace

counseling
during working hours without prior

notice 4 Offense – Employee will be subject

th

• Departing earlier than the to a three non-consecutive day unpaid

scheduled time out suspension

• Absence without prior notice

5 Offense – Termination of contract
th

On Personal Appearance (Dress Code & effective within seven days upon

Hygiene and Proper Grooming receipt of written termination notice

• Incomplete or inappropriate attire

during work hours

• Long, excessively colored

fingernails and extensions

• Failure to use the necessary

cleaning equipment (e.g., gloves,

apron, hairnet and facemask)

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On Employee Conduct and Workplace

Ethics

• Use of gadgets during work hours

• Verbally insulting and abusing co-

workers or customers

• Smoking and/or vaping within the

vicinity of the workplace

• Inappropriate and destructive

usage of business tools and

equipment

• Use of company social media not

related to business

On Safety, Cleanliness, Health, and

Sanitation

• Inability to keep the workstation

clean

• Consistently disregarding the

hygienic precautions

• Ineffective waste management and

segregation

Table 56. Minor Offences

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INTERNAL CONTROL

This section enumerates the internal controls, specifically the control activities that

MasaWrap will employ to address risks that may affect the achievement of its objectives

in order to provide reasonable assurance to its stakeholders, which will be divided into

the following points: safeguarding of assets (physical controls); proper resource

management and improvement of operational efficiency (financial controls); inventory

management and reliability of financial statements (inventory control); and other relevant

controls that the management and those charged with governance may see fit (other

controls).

1. Physical Controls

A. Conduct periodic maintenance on kitchen equipment to ensure the reliability for

use in operations and prolong the useful life of related assets.

B. Secure assets such as cash or confidential documents in vaults, which will be

accessible only to the store manager.

C. Install surveillance cameras in areas where assets such as cash or confidential

documents are stored and in the kitchen stockroom to prevent losses due to theft.

D. Maintain the operational integrity of fire extinguishers and place them inside the

store premises in compliance with the regulations of the local government.

2. Financial Controls

A. Establish a proper segregation of incompatible duties (custody, authorization,

recording, and execution) wherein each person must be responsible for only one task and

shall not perform the other tasks unless monitored by one of the general partners.

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 Group 2

B. Ensure the proper documentation of the transactions in daily operations through

the posting in the company’s general journals and ledgers and matching with its source

documents, which shall be tasked to the accountant.

C. Conduct a periodic reconciliation of bank statements to the general ledger.

D. Employ an imprest system of cash, where the cash receipts are deposited within

a reasonable period of time. Furthermore, collections should not be used for

disbursements.

E. Disbursements shall only be made through checks unless the disbursement

concerns small amounts, which will be made through the petty cash fund.

F. Conduct surprise cash counts.

3. Inventory Controls

A. Adopt the First in, First out, (FIFO) asset management method.

B. Perform a daily physical counting and quality inspection of existing inventory, in

order to account for the ingredients used in daily operations, determine repurchase date

for ingredients, and prevent extraordinary losses due to wastage and theft.

C. Determine the suppliers for the inventory to be used for daily operations, which

shall be tasked to the store manager.

D. Maintain an accurate record/ physical count of the purchases and goods received

by matching the transactions with the relevant source documents.

E. Inspect the quality of goods received and report defects that are material to the

management.

F. Implement the three-way matching process before the recording of the transaction.

4. Other Controls

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 Group 2

A. Ensure all employees are qualified for their respective position and committed to

competence.

B. The management shall communicate and enforce integrity and ethical values

among the employees of the company.

C. Employ appropriate human resource policies and practices that will serve to

protect the rights of the employees.

D. The management shall establish clear guidelines and defined set of rules on the

responsibilities of an employee where there will be no room for ambiguity.

E. Conduct an annual performance review of the employees, which will be performed

by the store manager.

Government Forms Samples

The figures below represent the legal documents (samples) and/or requirements

of the local and national government that need to be duly complied with, in order to form

a general partnership and for compliance with applicable laws and regulations in the

Philippines.

127
 Group 2

Figure 37. Certificate of Business Name Registration (Sample)

128
 Group 2

Figure 38. Barangay Business Clearance (Sample)

129
 Group 2

Figure 39. Philhealth Employer Data Record

130
 Group 2

Figure 40. Philhealth Member Registration Form

131
 Group 2

Figure 41. Pag-IBIG Employer’s Data Form

132
 Group 2

Figure 42. Pag-IBIG Member’s Data Form

133
 Group 2

Figure 43. Social Security System Employer Registration

134
 Group 2

Figure 44. Social Security System Membership Registration Form

135
 Group 2

Figure 45. Mayor’s Permit (Sample)

136
 Group 2

Figure 46. BIR Certificate of Registration (BIR-Form 2303) (Sample)

137
 Group 2

Figure 47. BIR Application for Registration (BIR-Form 1903)

138
 Group 2

Figure 48. FDA License to Operate (Sample)

139
 Group 2

140
 Group 2

Figure 49. Monthly Documentary Stamp (BIR-Form 2000)

Figure 50. Notarized Articles of Partnership (Sample)

141
 Group 2

TECHNICAL ASPECT

142
 Group 2

PURCHASING PROCESS

Figure 51. Purchasing Process

SELLING PROCESS

Figure 52. Selling Process

143
 Group 2

PRE-PRODUCTION PROCESS

MasaWrap’s Folded Kimbap

Pre-production/ Preparation
1 hour
time:
1 hour and 3
Production/ Cooking time:
minutes
2 hours and 3
Total time:
minutes
Yield: 30 pieces
Ingredients
Chicken
Eggs
Garlic
Onion
Salt
Seaweed wrapper/ Nori sheets
Sesame/ vegetable oil
Soy sauce
Spam
Tapa (beef sirloin)
Vinegar
White rice
Tools required
Measuring utensils
Saucepan
Cutting board
Spatula
Egg whisk
Mixing bowl
Kitchen knives
Bamboo mat for rolling Kimbap
Table 57. MasaWrap Recipe

Procedures Process time

144
 Group 2

Sanitize the workstation. Ensure that kitchen surfaces

1. are thoroughly cleaned and observe compliance with food 10 minutes
handling laws and regulations.
Prepare the kitchen tools. Gather and place the tools
2. 2 minutes
required for making the folded kimbap at the workstation.
Sanitize the kitchen tools. Clean and disinfect the
3. kitchen tools using cleaning agents applicable for kitchen 5 minutes
tools.
Place ingredients on workstation. Take out ingredients
4. needed for one batch from food containment, then place at 5 minutes
the workstation.
3 minutes
Defrost the meat. Submerge the meat sealed in leak-
(refers to
proof package in cold water. It should take at least 30
5. submerging
minutes (during whole pre-production process) to
of meat in
completely defrost once left in cold water.
cold water)
Cook rice. Place cups of rice into the rice cooker bowl,
6. then rinse the rice. Add enough water to the rice then 20 minutes
place inside the rice cooker to cook.
Beat the eggs. Use the egg whisk to beat the eggs, then
7. 5 minutes
set aside in a container.
8. Mince garlic. Mince garlic, then set aside in a container. 5 minutes
Measure the seasonings. Measure the amount of
9. seasonings (e.g., soy sauce, vinegar, etc.) needed, then 5 minutes
set aside in containers.
Table 58. MasaWrap Pre-production Process

Figure 53. Pre-production Process

PRODUCTION PROCESS

145
 Group 2

Procedures Process time

Pre-heat the pan and oil. Pre-heat the pan over medium
1. 2 minutes
to high heat. Add oil to the pan.
Sauté garlic in the pan. Once pan is hot, add garlic then
2. 1 minute
stir until golden color.
Add rice to the pan. Add rice to the pan immediately after
3. sautéing the garlic. Stir-fry until cooked, then set aside in a 10 minutes
container.
Cook the egg. In the same pan, add the beaten egg and
4. 3 minutes
salt. Fry the egg.
Cut the egg into long strips. Once the egg is cooked,
5. 2 minutes
place into cutting board and cut into long strips. Set aside.
Add and cook the silog. Add the silog in the pan. Add the
6. seasonings. Fry the silog (i.e., spam, tapa, chicken) until 15 minutes
well done.
Cut the silog into long strips. Once the silog is cooked,
7. 5 minutes
place into cutting board and cut into long strips. Set aside.
Assemble the rice and silog in the wrapper. Lay out the
8. nori in the bamboo mat, then assemble ingredients in the 15 minutes
wrapper.
Cut the folded kimbap. Cut the folded kimbap into bite-
9. 5 minutes
sized pieces.
Place in packaging. Let cool then place the folded
10. 5 minutes
kimbap into the packaging.
Table 59. Production Process

Figure 54. Production Process

PRODUCTION MACHINERY AND EQUIPMENT

146
 Group 2

Item Image EUL Qua Unit Total Input Total Annual

ntity Cost Cost VAT Cost Net Depreciati
VAT- of VAT on
Inclusive

(A) (B) (C) (B*C=D) (D- (D/1.12= (F/A=G)

F=E) F)
Refrigerator
PANASONI 10 1 21,995 21995 2,63 19,638.3 3,927.68
C REF yrs 9.40 9
NR-
BP280VS

Freezer 10 1 13,150 13150 1,57 11,741.0 2,348.21

yrs 8.00 7
IFC-50GDF
5CUFT
FUJIDENZO
HD
INVERTER
CHEST
FREEZE

Gas Range 10 1 21,900 21900 2,62 19,553.5 3,910.71

yrs 8.00 7
E5500FG2B
K

ELBA GAS
RANGE

Water 10 1 7,445 7445 893. 6,647.32 1,329.46

Dispenser yrs 40

RWF-
W1664TF
(W)
TOSHIBA
TOP LOAD

147
 Group 2

Electric Fan 5 yrs 478. 3,562.50 712.50

2 1,995 3990 80
WF-821 18"
WALL FAN
ASAHI

Food
Weighing 5 yrs 1 999 999 119. 891.96 178.39
scale 88
Koryaiko
USB
Accurate
Electric
Coffee
Scale Timer
High-
precision
Kitchen
Scale Food
Weighing
Scale

Range Hood 10 1 4,995 4995 599. 4,459.82 891.96

yrs 40
TRH6001SS
TECNOGAS
RANGEHOO
DSS
Trovare
Kitchenware 5 yrs
Long 1 529 529 63.4 472.32 94.46
Silicone 8
Oven Mitts
& Pot
Holder Set
Total 7 73,008 75,003 9,00 66,967 13,393
0
Table 60. Production Machinery and Equipment
148
 Group 2

PRODUCTION FURNITURE AND FIXTURES

Item Image EUL Qua Unit Total Input Total Annual

ntity Cost Cost VAT Cost Depreci
VAT- Net of ation
Inclusi VAT
ve
Kitchen
Cabinet 10 1 9,950 9950 1,194.0 8,883. 888.39
and yrs 0 93
Preparati
on Table
Hanging
Cabinet 10 1 6,100 6,100 732.00 5,368. 536.80
90cm yrs 00

Hanging
Cabinet 10 3 8,250 24750 2,970.0 22,09 2,209.8
135cm yrs 0 8.21 2

Table
counter 10 1 1500 180.00 1,339. 133.93
yrs 1,500 29
Dining
Chairs 5 yrs 5 749 3745 449.40 3,343. 668.75
(Square 75
type)
Dining
Chairs 5 yrs 4 639 2556 306.72 2,282. 456.43
(Round 14
type)

Lighting 5 yrs 1 5,000 5000 600.00 4,464. 892.86

Fixtures 29

Dishwash 10 1 13,63 13630 1,635.6 12,16 1,216.9

er yrs 0 0 9.64 6

149
 Group 2

Sink 10 1 2,395 2395 287.40 2,138. 213.84

yrs 39

Water 5 yrs 1 11,64 11649 1,397.8 10,40 2,080.1

Closet 9 8 0.89 8

Total 18 59,86 81,27 9,753 72,48 9,298

2 5 9
Table 61. Production Furniture and Fixtures

OFFICE MACHINERY AND EQUIPMENT

Item Image EUL Qua Unit Total Input Total Annual

ntity Cost Cost VAT Cost Net Depreciati
VAT- of VAT on
Inclusiv
e

CCTV 5 2 829 1658 198.9 1,480.36 296.07

year 6
Hikvision s
DS-
2CE56D0T-
IRMMF
IndoorFixed
Dome
Camera
LaptopAcer
Aspire 3 5 1 21,37 21374 2,564. 19,083.9 3,816.79
A315-35- year 4 88 3
C6GV s

Printer
HP Deskjet 5 1 5,395 5395 647.4 4,816.96 963.39
Ink year 0
Advantage s
2775

150
 Group 2

Safe Cash 10 2 445 890 106.8 794.64 79.46

Box year 0
s

Air 5 1 18,49 18495 2,219. 16,513.3 3,302.68

Conditioner year 5 40 9
TCL TAC- s
09CSA/KEI
1.0
HP Split
TypeAir
conditioner

Total 7 46,53 47,812 5,737 42,689 8,458

8
Table 62. Office Machinery and Equipment

OFFICE FURNITURE AND FIXTURES

Item Image EUL Qua Unit Total Input Total Annual

ntity Cost Cost VAT Cost Net Depreciatio
VAT- of VAT n
Inclusiv
e

Office 5 1 3,010 3010 361.2 2,687.50 537.50

Chair year 0
s

Visitor’s 5 2 1,650 3300 396.0 2,946.43 589.29

chair year 0
s

Office 10 1 3,255 3255 390.6 2,906.25 290.63

Table year 0
s

151
 Group 2

Total 4 7,915 9,565 1,148 8,540 1,417

Table 63. Office Furniture and Fixtures

STORE MACHINERY AND EQUIPMENT

Item Imag EUL Quanti Unit Total Input Total Cost Annual
e ty Cost Cost VAT Netof Depreciatio
VAT- VAT n
inclusiv
e
5 1 ₱3,199 3199 383.88 2,856.25 571.25
Wall
Mount
Speakers
Air 5 1 ₱23,99 23998 2,879.76 21,426.79 4,285.36
Condition 8
er
Wall Clock 10
1 ₱249 249 29.88 222.32 44.46

Stainless 10 1 ₱2,400 2400 288.00 2,142.86 428.57

Trash Bin
Water 5 1 ₱7,790 7790 934.80 6,955.36 1,391.07
Dispenser

Cash 10 1 ₱29,50 29500 3,540.00 26,339.29 5,267.86

Register 0
CCTV 5 2 ₱2,549 5098 611.76 4,551.79 910.36
Camera
Total - 8 ₱69,68 ₱72,23 ₱7,739.3 ₱64,494.6 ₱10,028.4
5 4 6 4 8
Table 64. Store Machinery and Equipment

152
 Group 2

STORE FURNITURE AND FIXTURES

Item Image EUL Quan Unit Total Input Total Annual

tity Cost Cost VAT Cost Net Depreciati
VAT- of VAT on
inclusiv
e
Wall
Mount 10 2 ₱4,066 8132 975.84 7,260.71 1,452.14

Bar
Stool 10 9 ₱1,299 11691 1,402.92 10,438.39 2,087.68

Wall
Clock 10 1 ₱249 249 29.88 222.32 44.46

Stainles 10 1 ₱2,400 2400 288.00 2,142.86 428.57

sTrash
Bin

Fortune
Potted 3 1 ₱2,800 2800 336.00 2,500.00 500.00
Plant
(XL)

Modern
Light 10 1 ₱1,349 1349 161.88 1,204.46 240.89

Pendan
t Light 10 4 ₱474 1896 227.52 1,692.86 338.57

Total - 19 ₱12,63 ₱28,51 ₱3,055. ₱25,461. ₱3,129.49

7 7 39 61
Table 65. Office Furniture and Fixtures

PRODUCTION TOOLS (NOT SUBJECT TO DEPRECIATION)

Item Image Quantity Unit Cost Total Cost

153
 Group 2

Cooking Pan 4 ₱749 ₱2,996

(Masflex)
-non-stick
coating

Kitchen 2 ₱1,800 ₱3,600

Knife Set
- resistant to
corrosion
and
oxidation

Cling Wrap 5 ₱29 ₱145

Rice Spatula 2 ₱55 ₱110

(HAEVR)
- non-stick
plastic

Cutting 2 ₱288 ₱576

Board
- material:
wood
Measuring 2 ₱33 ₱66
Cupsfor
Liquid
- material:
plastic
Capacity:
500 ml
Stainless 2 ₱230 ₱460
Steel
Mixing Bowl
Sushi 3 ₱15 ₱45
Rolling Mat

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 Group 2

Kitchen 2 ₱109 ₱218

Tongs(Hosh)
- made of
stainless
steel, nylon,
PP, and TPR
- high heat
resistant

Soup Ladle 1 ₱200 ₱200

(Neoflam)

- heat
resistant

Stainless
Steel 1 ₱89 ₱89
Kitchen
Scissors

- size: L21.5
x W9.7 cm,
blade 10cm
Food 2 ₱425 ₱850
Container
Set
Measuring 1 ₱124 ₱124
Cups

- material:
stainless
steel +PP
Slotted 1 ₱116 ₱116
Turner
(Chef’s
Gallery)

- heat
resistant

TOTAL - ₱4,262 ₱9,595

Table 66. Production Tools

155
 Group 2

KITCHEN SUPPLIES

Item Image Qua Unit Total Input Total Cost

ntity Cost Cost VAT Netof VAT
VAT-
inclusiv
e

Condiments
container 3 ₱15 ₱45 ₱4.82 ₱40.18

Disposable
Kitchen 1 ₱30 ₱30 ₱3.22 ₱26.78
Gloves (box)

Kitchen
Mask (10 1 ₱200 ₱200 ₱21.4 ₱178.57
pcs. per 3
pack)

Kitchen
Towel (2 ply) 1 ₱147 ₱147 ₱15.7 ₱131.25
5

Apron 2 ₱35 ₱70 ₱7.5 ₱62.5

Dishwashin 1 ₱134 ₱134 ₱14.3 ₱119.64

g Liquid 6

Sponge 3 ₱20 ₱60 ₱6.43 ₱53.57

156
 Group 2

Hand Soap 1 ₱100 ₱100 ₱10.7 ₱89.29

1

Hairnet 5 ₱20 ₱100 ₱10.7 ₱89.29

1

Disinfectant
Spray 1 ₱179 ₱179 ₱19.18 ₱159.82
Kitchen
Cleaner

Large
Garbage 1 ₱115 ₱115 ₱12.32 ₱102.68
Bag (50 pcs.
per roll)

Kitchen
Towels (10 1 ₱49 ₱49 ₱5.25 ₱43.75
pcs per set)

Broom and 1 ₱163 ₱163 ₱17.46 ₱145.54

Dustpan

Mop 1 ₱219 ₱219 ₱23.46 ₱195.54

TOTAL 23 ₱1,426 ₱1,611 ₱172.6 ₱1,438.40

Table 67. Office Supplies

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OFFICE SUPPLIES

Total
Cost
Unit Input Total Cost
Item Image Quantity VAT-
Cost VAT Net of VAT
inclusive

Basic
1 ₱399 ₱399 ₱42.75 ₱356.25
Calculator

Columnar
Notebook
3 ₱48 ₱144 ₱15.43 ₱128.57
-12 columns

Pencil
1 ₱39 ₱39 ₱4.18 ₱34.82
-No. 2

Ballpen
1 ₱81 ₱81 ₱8.68 ₱72.32
- 12 pcs per
box

Bond Paper
2 ₱264 ₱528 ₱56.57 ₱471.43
- Size: A4
-500 Sheets

Stapler
1 ₱90 ₱90 ₱9.64 ₱80.36
-No. 10

Staple Wire
No. 10
1 ₱44 ₱44 ₱4.71 ₱39.29
- 3 boxes per
pack

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 Group 2

Adhesive
Tape
1 ₱120 ₱120 ₱12.86 ₱107.14
-Size:
18mmx50m3”

Tape
1 ₱153 ₱153 ₱16.39 ₱136.61
Dispenser

Brown
Envelope
1 ₱200 ₱200 ₱21.43 ₱178.57
-Size: Long
-32 pcs

Highlighter 3 ₱41 ₱123 ₱13.18 ₱109.82

File
1 ₱258 ₱258 ₱27.64 ₱230.36
Organizer

TOTAL 17 ₱1,737 ₱2,179 ₱190.71 ₱1945.54

STORE SUPPLIES

Item Image Quantity Unit Total Cost Input Total Cost

Cost VAT- VAT Net of VAT
inclusive

(B*C=D)

Laboratory 1 ₱480 ₱480 ₱51.43 ₱428.57

gowns

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 Group 2

Pack of hand 10 ₱40 ₱400 ₱42.86 ₱357.14

gloves

Stainless 10 ₱39 ₱390 ₱41.79 ₱348.21

plates

Spoon and 5 ₱ 110 ₱ 550 ₱58.93 ₱491.07

fork (SET)

Food tray 3 ₱55 ₱165 ₱17.68 ₱147.32

Dipping 5 ₱19 ₱95 ₱15.18 ₱84.82

bowls

Glass (set) 6 ₱33 ₱198 ₱21.21 ₱176.79

Tissue paper 5 ₱29 ₱145 ₱15.54 ₱129.46

Trash bin 1 ₱480 ₱480 ₱51.43 ₱428.57

Broom with 1 ₱163 ₱163 ₱32.14 ₱267.86

dustpan

TOTAL 47 ₱1,409 ₱3,066 ₱277 ₱2,737

Table 68. Store Supplies

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 Group 2

FLOOR AREA PLAN

Figure 55. Proposed Floor plan

Floor plans are a form of orthographic projection that can be used to show the

layout of rooms within buildings, as seen from above. They may be prepared as part of

the design process, or to provide instructions for construction, often associated with other

drawings, schedules, and specifications.

Floor plans may include key dimensions and levels, and may also use, hatching,

symbols and other standard annotations and abbreviations to indicate materials, fittings

and appliances, and so on.

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 Group 2

Dimensions may be added to indicate the size and location of key elements such

as; rooms, fittings, appliances or fixtures, external walls, window and door openings, and

so on.

PRODUCTION AREA LAYOUT AND SPECIFICATION

Figure 56. Production Area Layout

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 Group 2

STORE AREA LAY-OUT AND SPECIFICATION

Figure 57. Store Area Layout

Figure 58. Store Area Layout

The store area layout’s main idea is to create a simple and clean space by using

natural warm colors, materials and sunlight from the glass windows. Because the

restaurant’s lot size is small having 20 sqm in size, the tables that were used are “wall

mounted table” as it is space-saver, multi-functional, convenient, and stylish where it can

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 Group 2

help the business create a functional store area designed for those people in a hurry as

MasaWrap’s food is “on the go.”

Whereas, the counter to which cashier is situated shall have an access to the

production area since ready to serve food will be claimed at the counter. Also, the store

has its lavatory area available for the use of customers.

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 Group 2

FINANCIAL ASPECT

165
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GENERAL FINANCIAL ASSUMPTIONS

MasaWrap utilized the following financial assumptions to compute and analyze the

financial capacity of the business:

Cash

• A petty cash fund amounting to ₱10,000 is established to pay all minor expenses

of not more than ₱500 and liquidated using the imprest system.

Supplies

• The business is expected to consume 80% of the supplies inventory every year.

Inventories

• Inventories are purchased on account. The payment will be 80% within the year

and 20% in the following year.

Prepaid Rent

• Rent deposit is paid in advance for 1 month at the start of the business. Two-

months advance payment incurred will be amortized only during business closure.

Rent is ₱28,000 monthly and the contract of lease is 5 years only.

• The monthly rent will increase by 10% every year.

Property, Plant and Equipment

• Leasehold improvement is charged to selling and admin equally. Amortization is 5

and 10-years straight line method based on the lease contract.

• The entity will use a straight-line method for the depreciation of PPEs.

Current Payables

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 Group 2

• All purchases of raw materials from the suppliers are on account. Payment will be

80% for the year and 20% in the first month of the succeeding year.

• MasaWrap assumed that their creditors would allow a 30-day policy.

• The utility expense will be paid on time. During the year-end, expenses incurred in

December will be accrued and to be paid at the beginning of the succeeding year.

Capital

• The form of business of MasaWrap is a general partnership which is composed of

12 general partners.

• Each partner will contribute ₱500,000 cash (8% each of the total capital) and the

distribution of profit and loss will be equally among partners.

• The entity is a VAT-registered business.

Sales Revenue

• Sales revenue is assumed to be 40% cash and 60% on credit. The collection will

be 80% within the year and 20% in the following year.

• A 10% increase in sales revenue is expected annually.

Pre operating expenses

• Pre operating expenses on the first year of operation is as follows:

Legal and Professional fees ₱25,000

Documentary and other supplies ₱20,000

Meeting and representations ₱20,000

Miscellaneous ₱15,000

TOTAL ₱80,000

Table 69. Pre-operating Expenses

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 Group 2

Expenses

• As an anticipation of increase in inflation, all expenses are assumed to increase

by 5% annually.

• Annual common expenses are assumed to be 30%/30%/40% for Administrative.

Selling, and Factory Overhead respectively. The distribution is based on covered

are of each department:

Area Covered Percentage (%)

Administrative 30 sqm 30%

Selling 30 sqm 30%

Factory 40 sqm 40%

Total Area 100 sqm 100%

Table 70. Expenses

Taxes

• Dues for contributions in all governments are paid on time depending on the

schedules.

• VAT remittance, net of DST or input VAT, on its deadline in the succeeding month.

It is estimated that 20% of the VAT for the year is remitted on the first month of the

succeeding year.

CHART OF ACCOUNTS
ASSETS CAPITAL
1000 Cash and Cash Equivalents 3000 Capital
1010 Cash 3005 An, Capital
1020 Accounts Receivable 3010 Bautista, Capital
1030 Petty Cash Fund 3015 Cunanan, Capital
1100 Inventories 3020 Faustino, Capital

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1110 Raw Material Inventory 3025 Marinay, Capital

1120 Office Supplies 3030 Manarondong, Capital
1200 Prepayments 3035 Navidad, Capital
1201 Prepaid Rent 3040 Quijano, Capital
1300 Other Non-Cash Assets 3045 Saliba, Capital
1310 Input VAT 3050 Samerodin, Capital
1400 Property, Plant, and Equipment 3055 Soria, Capital
1410 Factory Equipment 3060 Zamora, Capital
1411 Accumulated Depreciation – INCOME
Factory Machinery and Equipment
1420 Factory Furniture and Fixtures 4000 Sales
1421 Accumulated Depreciation – 4010 Sales
Factory Furniture and Fixtures
1430 Store Equipment EXPENSES
1431 Accumulated Depreciation – Store 5000 Expenses
Equipment
1440 Store Furniture and Fixture 5010 Selling Expense
1441 Accumulated Depreciation – Store 5020 Administration Expense
Furniture and Fixture
1450 Office Furniture and Fixture 5030 Advertising Expense
1451 Accumulated Depreciation – Office 5040 Repairs and Maintenance
Furniture and Fixtures Expense
1460 Leasehold Improvements 5050 Utility Expense
1461 Accumulated Depreciation – 5060 Rent Expense
Leasehold Improvements
LIABILITIES 5070 Office Supplies Expense
2000 Trades and Other Payables
2010 Accounts Payable
2020 Output VAT
2030 Income Tax Payable
2040 SSS Premium Payable
2050 Pag-ibig Premium Payable
2060 PhilHealth Premium Payable
Table 71. Chart of Accounts

FORMS OF FINANCING

Entrepreneurs need to secure capital to launch their business operations, and MasaWrap

has chosen to utilize equity financing as a means to raise funds. Equity financing involves

selling shares of the company to investors, and in MasaWrap’s case, venture capital is

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 Group 2

being utilized, which is a type of private equity financing commonly used by small to

medium-sized businesses with potential for long-term growth. This means that the owners

of MasaWrap are also a group of investors who are funding businesses with future market

potential.

There are several advantages to equity financing, including:

1. Management benefits from equity funding as investors who are personally

motivated to support the company's growth may also provide management

expertise and access to alternative financing sources.

2. There are no recurring payments required, allowing the company to have extra

cash on hand for operating expenses.

3. Equity investors can provide corporate ties, management expertise, and

alternative financing sources, leveraging their active credentials to assist the

company.

4. Equity investors are typically focused on the long-term and not immediate financial

rewards, which allows the company to reinvest its cash flow into the business

rather than using it to pay off debt and interest.

However, there are also disadvantages to equity financing, including:

1. One major drawback is the potential loss of control of the company, as business

owners may have to give up company shares and consequently some or all of their

ownership rights.

2. By selling ownership shares, business owners will receive a smaller percentage of

the company profits, as a portion is allocated to investors.

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 Group 2

3. Sharing ownership and working with investors can lead to conflicts if parties have

differing views on the company's vision, management style, and operations.

4. Unlike debt financing, equity financing does not provide a tax shield, as dividends

allocated to shareholders are not tax-deductible expenses, adding to the cost of

equity financing.

5. Equity financing is generally considered more expensive than other forms of

financing, as investors expect a higher rate of return due to the higher risk

associated with investing in a company.

COMPARATIVE STATEMENT OF COMPREHENSIVE INCOME

2024 2025 2026 2027 2028

Sales 5,184,000 5,702,400 6,272,640 6,899,904 7,589,894
Less Cost of Sales 2,387,876 2,605,398 2,842,427 3,103,159 3,389,965
Gross Profit 2,796,124 3,097,002 3,430,213 3,796,745 4,199,929
Less Operating
Expenses:
Admin 1,290,229 1,410,238 1,530,290 1,657,894 1,796,715
Selling 1,162,458 1,227,569 1,322,955 1,427,794 1,543,440
Pre operating - - - -
Expenses 80,000
Total operating 2,532,687 2,637,807 2,853,245 3,085,688 3,340,155
Expenses
EBIT 263,437 459,195 576,968 711,057 859,774
Table 72. Comparative Statement of Comprehensive Income

COMPARATIVE STATEMENT OF CHANGES IN EQUITY

2024 2025 2026 2027 2028

Beginning Capital 6,000,000 6,263,437 6,722,632 7,299,600 8,023,311
Add: Net Income 263,437 459,195 576,968 711,057 859,774
Total Partners'
6,263,437 6,722,632 7,299,600 8,010,657 8,870,431
Capital
Table 73. Comparative Statement of Changes in Equity

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COMPARATIVE STATEMENT OF FINANCIAL POSITION

2024 2025 2026 2027 2028

ASSETS:
Current Assets:
Cash and Cash
5,947,949 6,553,741 7,281,515 8,145,521 9,160,434
Equivalents
Inventories 181,070 380,247 599,341 840,345 1,105,449
Supplies Inventory 16,454 21,390 24,187 26,737 29,437
Prepaid Expenses 84,000 84,000 84,000 84,000 84,000
Total Current Assets 6,229,473 7,039,378 7,989,043 9,096,603 10,379,320

Non-current Assets
Property, Plant and
271,030 227,654 184,278 140,902 97,526
Equipment (Net)
Leasehold
357,143 267,857 178,571 89,285 1
Improvement (Net)
Total Non-current
Assets 628,173 495,511 362,849 230,187 97,527

7,534,889 8,351,892 9,326,790

TOTAL ASSETS 6,857,646 10,476,847

LIABILITIES:
Current Liabilities
Trade and Other
594,209 812,257 1,052,293 1,316,136 1,606,418
Payables
Total Current 1,606,418
594,209 812,257 1,052,293 1,316,136
Liabilities
Non-Current
Liabilities
Total Liabilities 594,209 812,257 1,052,293 1,316,136 1,606,418
EQUITY:
Total Partners'
6,263,437 6,722,632 7,299,600 8,010,657 8,870,431
Capital
TOTAL LIABILITIES
& EQUITY 6,857,646 7,534,889 8,351,893 9,326,793 10,476,849
Table 74. Comparative Statement of Financial Position

COMPARATIVE STATEMENT OF CASH FLOW

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 Group 2

Operating
2024 2025 2026 2027 2028
Activities
Cash Sales 2,322,432 2,554,675 2,810,143 3,091,157 3,400,273
Collection of
2,786,918 3,762,340 4,138,574 4,552,431 5,007,674
Receivables
Pre operating
- 80,000 - - - -
Expenses
Payment of
- 84,000 - - - -
Advance Rent
Payment of
- 1,578,250 - 1,725,063 - 1,887,202 - 2,067,120 - 2,262,702
Salaries
Payment of
- 368,821 - 413,213 - 456,536 - 500,045 - 550,319
Premiums
PCF
- 10,000 - - - -
Establishment
Payments of
- 1,745,054 - 2,355,823 - 2,591,405 - 2,850,546 - 3,135,600
AP
Payment of
- 158,688 - 262,436 - 293,772 - 328,190 - 366,156
VAT
Payment of
- 145,848 - 160,433 - 176,476 - 194,124 - 213,536
13th month
Payment of
- 838,992 - 834,980 - 859,077 - 886,174 - 914,744
Various exp.
Purchase of
- 91,087 - 100,195 - 110,215 - 121,237 - 133,360
Office Supplies
Investing
Activities
Purchase of
Fixed Assets - 352,135 - - - -
Renovation
- 500,000 - - - -
Cost
Financing
Activities
Net Cash Flow
- 843,525 464,871 574,034 696,152 831,530
during the year
Beginning
5,000,000 5,156,475 5,621,346 6,195,380 6,891,533
Balance
Ending Cash 4,156,475 5,621,346 6,195,380 6,891,533 7,723,063
Table 75. Comparative Statement of Cash Flows

FINANCIAL STATEMENT ANALYSIS

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 Group 2

Financial 2024 2028

2024 Description 2028
Ratio Result Result
This is the ability of the firm
to pay its short-term debt. In
2023, the firm can maximize
1.Current 6,229,473 its current assets to satisfy 10,379,320
10.48 6.46
Ratio 594,209 the firm’s current debt. The 1,606,418
data shows that the
company maintain its
liquidity to 6.46.

This measures the ability of

the firm to collect the
receivables efficiently. The
2. AR 3,110,400 result proves that the 4,553,936
Turnover
4.46 4.68
696,730 business is not efficient in 973,715
collecting its credit sales. A
high ratio indicates of
efficiency when it comes to
extending credit.

This measures if the

company holds excessive
number of inventories that
3.Inventory 2,387,876 decreases the firm's 3,389,965
13.19 3.48
Turnover 181,070 profitability. The result 972,897
shows that the company has
higher risk of obsolescence
since the result is low and
below the benchmark

The company has great

4. Average inventory management on
365 365
Age of 28 its first year. However, after 105
Inventories 13.19 3.48
5 years, the holding of
inventory increase from 1
month to almost 4 months.

The company needs to

5. Average improve in its collection
Age of 365 365
82 effort. After 5 years, the 78
Receivable 4.46 4.68
s
company still needs to
improve its collection
efficiency

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 Group 2

The higher the asset

turnover, the more efficient
6. Assets a company in generating
5,184,000 7,589,984
Turnover 0.76 revenue from its assets. 0.72
Ratio 6,857,646 10,476,847
The result show
inefficiency of the
management.

The debt ratio is a financial

ratio that measures the
extent of a company's
leverage. Debt ratios of
7. Total 594,209 0.4 or lower are 1,606,418
0.09 0.15
Debt Ratio 6,857,646 considered better, while a 10,476,847
debt ratio of 0.6 or higher
makes it more difficult to
borrow money. The
company has great total
Debt Ratio.

The debt-to-equity (D/E)

ratio is used to evaluate a
company's financial
leverage. The optimal
8. Debt debt-to-equity ratio will
594,209 1,606,418
Equity 0.09 tend to vary widely by 0.18
Ratio 6,263,437 8,870,431
industry, but the general
consensus is that it should
not be above a level of
1.0. The company
maintains its debt-to-equity
ratio to 0.4

This ratio evaluates the

operational performance of
the business. The higher the
9. Gross percentage of profit This
Profit 2,796,124 ratio evaluates the 4,199,929
Margin
0.54 0.55
5,184,000 operational performance of 7,589,894
Ratio the business. The higher the
percentage of profit margin
the better. Above 50% is
considered best. The
company has an excellent

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Gross Profit Margin Ratio

since it has 50%

This measures the ability

of the management to
utilize its assets. ROAs
over 5% are generally
10. Return
263,437 considered good and over 859,774
on Total 0.04 0.08
Assets 6,857,646 20% are excellent. The 10,476,847
result shows that the
company makes use of its
assets because it has 18%
which is considered as
good

This financial ratio shows

how well a company is
managing the capital of
the investors. ROEs of
15%-20% are generally
11. Return 263,437 considered good. The 859,774
on Equity
0.04 0.10
6,263,437 company has a good 8,440,544
management of controlling
the capital of the investors
because it has 18% return
on equity and is
considered generally
good
Table 76. Financial Statement Analysis

BREAK-EVEN POINT

IN PESO VALUE FOR THE YEAR 2024

Fixed Cost 2,931,254
Contribution Margin Ratio 59.90%
Break-even in Peso 4,893,281
Table 77. Break-Even Point in Peso Value

IN NUMBER OF UNITS

IN NUMBER OF UNITS FOR THE YEAR 2024

Fixed Cost 4,893,281
Selling Price 180
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 Group 2

Break-even in Units 27,185

Table 78. Break-Even Point in Number of Units

NOTES TO FINANCIAL STATEMENTS

1. Corporate Information and Status of Operation

MasaWrap caters Filipino food wrapped in rice and seaweed to form an “on the go” food

to its customers. It was incorporated in the Republic of the Philippines and was registered

in Sampaloc, Manila.

2. Summary of Significant Accounting Policies

The accounting policies used to prepare the financial statements are listed below. Unless

otherwise specified, these policies are always followed.

Basis of Preparation

The financial statements are provided in Philippine Peso, the functional currency of the

Company as well as presentation money. The financial statements were made with an

eye toward going concern assumption. The financial statements were based on historical

cost basis.

Measurement Bases

The Philippine peso, the company's functional and presentational currency, was used to

present the financial statements.

Statement of Compliance
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The financial statements were prepared in accordance with the PFRS (Philippine

Financial Reporting Standards). The following is a list of the most important accounting

policies that were used to create these financial statements. These guidelines have been

followed consistently unless otherwise stated.

a. Cash

Cash accounts are reported in the statement of financial position at their face value. Cash

accounts comprise both cash on hand and cash that is held in the bank. The cash that is

now available comes from both the change money and the petty cash.

b. Inventory

The entity will utilize whichever of the two values, cost or net realizable value (NRV), is

lower in order to determine the worth of the inventory. The first-in, first-out strategy is used

in the process of preparing estimations for the inventory. There is no account for

completed goods inventory since unsold items are thrown away at the end of each

working day as part of the routine loss, thus there is no need to keep track of them.

c. Supplies

In order to properly account for office supplies and inventory supplies, the asset method

has been used.

d. Other Current Assets

Prepaid costs and input VAT are included in the category of other current assets. The

asset technique is used for the recognition of prepaid expenses.

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e. Value-Added Tax (VAT)

Net sales, expenses, and assets are recorded after the amount of value-added tax (VAT),

unless one of the following conditions is met:

• The tax authority is unable to compensate the VAT paid on the supply of goods or

services; in this case, the VAT must be recognized as part of the cost of acquiring

the goods or as part of the expense item that is most appropriate; and

• Receivables and payables that have the VAT amount in respective stated

amounts.

f. Property, Plant and Equipment

The cost of property, plant, and equipment is carried at cost, less any impairment in value

and accumulated depreciation and amortization.

The price tag of plant, and equipment, import taxes and charges, as well as any costs

straightforwardly connected with getting the resource in working request and the

legitimate area for its planned use, make up the resource's underlying expense. Expenses

like repairs and maintenance are typically included in the period in which they are incurred

after the property and equipment have been used. When it can be demonstrated that they

have increased the projected future financial benefits from the utilization of a piece of

property and equipment beyond its initial performance level, the costs are capitalized as

an additional cost of property and equipment.

Each time they decide it's required, the organization analyzes the things of property, plant,

and gear for debilitation. Depreciation and amortization begin when an asset is used for

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its intended purpose. Utilizing the straight-line strategy, the devaluation is evaluated over

the assessed valuable existences of the resources.

g. Revenue Recognition

Revenue is recorded when the entity is likely to benefit economically in the future and the

revenue amount can be accurately estimated.

h. Expense recognition

At the point when a misfortune in future financial benefits is connected to a decline in a

resource or an expansion in a risk that can be assessed with

sensible precision, costs are perceived.

3. Significant Accounting Estimates

The production of the financial statements was done in accordance with the PFRS,

which requires the management to make estimates that have an effect on the amounts

that are reported in the financial statements and accompanying notes. When preparing

these financial statements, the firm utilized its best judgment and took into consideration

the significance of the various factors when making estimates of particular amounts.

Estimates are assessed regularly and are based not only on the sense of history, but

also on other aspects, such as expected future occurrences that are deemed to be

plausible given the conditions. The business believes that the following summary

180
 Group 2

adequately conveys relevant estimations, including their consequences and the risks that

are associated with them, which are all reflected in the financial statements.

a. Judgment

As part of implementing the accounting policies of the company, management has

exercised judgment in certain areas, separate from estimations that have a substantial

impact on the financial statement amounts.

b. Operating Lease

MasaWrap, acting as the lessee, has entered into a lease agreement for

commercial property to serve as its operating space. Through an assessment of the terms

and conditions of the arrangement, the company has determined that the lessor bears

the substantial risks and rewards associated with ownership of the space. As a result, the

lease is classified as an operating lease, and the payments made under the lease are

recognized as an expense in the statement of comprehensive income, evenly spread on

a straight-line basis over the lease term.

c. Classification of Property

The management holds the authority to decide whether a purchased machinery or

equipment should be categorized as an expense or as an item of property and equipment.

If the cost of the acquired machinery or equipment exceeds the designated capitalization

threshold of P1,000,000, it will be classified as property, plant, and equipment. However,

if the cost falls below the threshold, it will be expensed in the year of its acquisition.

181
 Group 2

d. Depreciation Expense

The machinery and equipment that MasaWrap acquired to be used in its

production and management procedures depreciates value over time. The asset's

carrying value will be adjusted in the following fiscal year as it is relevant to compute and

report the value of depreciation annually.

e. Estimates

Below are adjustments to the carrying values of assets for the next fiscal, along

with the most important future estimates and other key sources of estimating uncertainty

as of the reporting date:

❖ Estimated Normal Losses of Inventory

Expenses incurred due to normal stock loss are inevitable but may be mitigated

to some degree. Consequently, at regular capacity, normal losses in inventory would

consist of waste and spoilage, accounting for an estimated 1% of monthly sales volume.

❖ Estimated Useful Lives of Property, Plant, and Equipment

The anticipated operational life of the company's property and equipment determines its

predicted useful life. Additionally, it utilizes prior experience with comparable assets,

within the company’s technical evaluation, and a collective examination of the standards

in the industry. Modification on how the asset is used, the expected useful life of the

assets, including any limitations when management expects an asset to be due to

physical deterioration, outlive its anticipated useful life.

182
 Group 2

Estimation changes resulting from modifications to these elements and conditions have

the ability to greatly affect operational performance in the future. The quantities would be

affected by modifications to these factors and situations. Changes in these elements and

conditions would have an impact on the quantities and timing of recorded costs for any

period. If the estimated useful life of the property and equipment were to be shortened,

the carrying amount of the asset would decrease and the reported depreciation expense

would increase.

LIST OF SCHEDULES

Schedule 1. Schedule of Partner’s Capitalization

Profit
Name of Partners Capital
Sharing
AN, MAY VANESSA 8% 500,000
BAUTISTA, LUIS
8% 500,000
GREGORIO
CUNANAN, MIKAELA
8% 500,000
ANTACIA
FAUSTINO, JASEVER
8% 500,000
JAZTYN
MARINAY, CLAIRE 8% 500,000
MANARONDONG,
8% 500,000
ABDULLAH
NAVIDAD, KYLA JOY 8% 500,000
QUIJANO, TRICIA ASHLEY 8% 500,000
SALIBA, FRANCESCA
8% 500,000
JULLIANE
SAMERODIN, HAMDANI 8% 500,000
SORIA, SAMSON MACCI 8% 500,000
ZAMORA, JASELLE 8% 500,000
TOTAL 100% ₱6,000,000.00
Table 79. Schedule of Partner’s Capitalization

183
 Group 2

Schedule 2. Schedule of Property, Plant, and Equipment

Cost Input Total

Office Equipment 47,812 5,737 53,549
Factory Equipment 75,003 9,000 84,003
Sales Equipment 72,234 8,668 80,902
Office Furniture and 9,565 1,148 10,713
Fixtures
Sales Furniture and 28,517 3,422 31,939
Fixtures
Factory Furniture and 81,275 9,753 91,028
Fixtures
Total 314,406 37,729 352,135
Table 80. Schedule of Property, Plant, and Equipment

Schedule 3. Schedule of Annual Inventory Cost

YEAR Cost Input VAT Total

2024 1,947,605 233,713 2,181,318
2025 2,142,366 257,084 2,399,449
2026 2,356,602 282,792 2,639,394
2027 2,592,262 311,071 2,903,334
2028 2,851,488 342,179 3,193,667
Table 81. Schedule of Annual Inventory Cost

Schedule 4. Expenses Incurred in Renovating Rental Office

Total Input Cost

Total Materials 200,000 21,429 178,571
Total Labor 200,000 21,429 178,571
Miscellaneous 100,000 10,714 89,286
Total 500,000 53,571 446,429
Table 82. Expenses Incurred in Renovating Rental Office

Schedule 5. Schedule of Annual Operating Expenses

Annual Expenses 2024 2025 2026 2027 2028

Rent Expense 336,000 336,000 336,000 336,000 336,000
Utilities Expense 136,800 150,480 165,528 182,081 200,289

184
 Group 2

Supplies 82,272 90,499 99,549 109,504 120,454

Repairs and
180,000 180,000 180,000 180,000 180,000
Maintenance
Advertising
78,000 78,000 78,000 78,000 78,000
expense
Commission
25,920 0 0 430 0
Expense
Total 838,992 834,979 859,077 886,015 914,743
Input 89,892 89,462 92,044 94,930 98,008
Net of VAT 749,100 745,517 767,033 791,085 816,735
Table 83. Schedule of Annual Operating Expenses

Schedule 6. Schedule of Annual Raw Materials

2024 2025 2026 2027 2028

TapSawrap 758,272 834,100 917,510 1,009,261 1,110,187

SpamSawrap 648,979 713,877 785,265 863,791 950,170

ChickSawrap 359,284 395,212 434,733 478,207 526,027
Total 1,766,535 1,943,189 2,137,508 2,351,258 2,586,384
Table 84. Schedule of Annual Raw Materials

Schedule 7. Schedule of Annual Salaries and Wages

2024 2025 2026 2027 2028

Admin 909,180 996,876 1,091,914 1,194,109 1,305,402
Salaries
Sales Salaries 759,360 836,161 918,949 1,009,404 1,110,333
Direct Cost 312,060 342,804 374,378 409,110 447,315
Direct Cost - - - - -
Total 1,980,600 2,175,841 2,385,241 2,612,624 2,863,050
Table 85. Schedule of Annual Salaries and Wages

Schedule 8. Schedule of Government Contribution

Year SSS Philhealth Pag-Ibig Tax Remittance Payable Total

2024 229,680 139,968 19,200 13,502 368,821 33,529 402,350

2025 249,360 154,015 19,200 28,202 413,213 37,565 450,778
185
 Group 2

2026 263,400 169,417 19,200 46,022 456,536 41,503 498,039

2027 274,320 186,359 19,200 65,624 500,045 45,459 545,503
2028 286,800 204,995 19,200 89,353 550,319 50,029 600,348
Table 86. Schedule of Government Contribution

Schedule 9. Lapsing Schedule of Fixed Assets

Location Assets Cost Estimated Annual

(Net of Life (years) Depreciation
VAT)
Office Total 47,812 10 4,781
Equipment
Total Furniture 9,565 5 1,913
57,377 6,694
Sale Total 72,234 10 7,223
Office Equipment
Total Furniture 28,517 5 5,703
100,751 12,927
Factory Total 75,003 10 7,500
Equipment
Total Furniture 81,275 5 16,255
156,278 23,755
Total 43,376
Table 87. Lapsing Schedule of Fixed Assets

Schedule 10. Schedule of Annual Sales Revenue

Year Revenue Output VAT Total

2024 5,184,000 622,080 5,806,080
2025 5,702,400 684,288 6,386,688
2026 6,272,640 752,717 7,025,357
2027 6,899,904 827,988 7,727,892
2028 7,589,894 910,787 8,500,682
Table 88. Schedule of Annual Sales Revenue

Schedule 11. Schedule of Cost of Sales

2024 2025 2026 2027 2028

186
 Group 2

Share in 262,526 288,778 317,656 349,422 384,364

operating
expenses
Issuance of Raw 1,766,535 1,943,189 2,137,508 2,351,258 2,586,384
Materials
Payroll - Direct 312,060 343,266 377,593 415,352 456,887
Labor
Payroll - Indirect - - - - -
Labor
13th Month Pay 23,000 25,300 27,830 30,613 33,674
Amortization- 89,286 89,286 89,286 89,286 89,286
Leasehold
Depreciation- 23,755 26,131 28,744 31,618 34,780
Factory PPE
TOTAL 2,477,162 2,715,950 2,978,616 3,267,549 3,585,375
Table 89. Schedule of Cost of Sales

Schedule 12. Schedule of Leasehold Improvement Amortization

Year Admin Selling Factory Total

2024 44,643 44,643 - 89,286
2025 44,643 44,643 - 89,286
2026 44,643 44,643 - 89,286
2027 44,643 44,643 - 89,286
2028 44,643 44,643 - 89,286
Table 90. Schedule of Leasehold Improvement Amortization

Schedule 13. Schedule of VAT Remittance

2024 2025 2026 2027 2028

Output
497,664 547,430 602,173 662,391 728,630
Vat
Input Vat 338,976 284,994 308,402 334,187 362,474
Net 158,688 262,437 293,772 328,203 366,156
Table 91. Schedule of VAT Remittance

Schedule 14. Schedule of Collection of Accounts Receivable

2024 2025 2026 2027 2028

Beg AR 696,730 766,403 843,043 927,347

187
 Group 2

Credit Sales 3,483,648 3,832,013 4,215,214 4,636,735 5,100,409

Collection (80%) 2,786,918 3,065,610 3,372,171 3,709,388 4,080,327
Collection Last
696,730 766,403 843,043 927,347
Year AR
Balance AR 696,730 766,403 843,043 927,347 1,020,082
Table 92. Schedule of Collection of Accounts Receivable

Schedule 15. Schedule of Accounts Payable Payment

Year 2024 2025 2026 2027 2028

Beg AP 436,264 479,890 527,879 580,667
AP for the year 2,181,318 2,399,449 2,639,394 2,903,334 3,193,667
Payment of AP 1,745,054 1,919,559 2,111,515 2,322,667 2,554,934
(80%)
Payment of Last 436,264 479,890 527,879 580,667
Year AP
Balance AP 436,264 479,890 527,879 580,667 638,733
Table 93. Schedule of Accounts Payable Payment

188
 Group 2

SOCIO-ECONOMIC ASPECT

189
 Group 2

DESCRIPTION OF THE INDUSTRY

The food industry denotes a complex, global industry of diverse small to large-

scale businesses or industries that supplies the food consumed in the world. It is related

or involved with food item supply, production, preparation, processing, consumption, and

distribution. With the growing population in the world, the demand for food is constantly

growing as it is one of the most basic human needs. It is considered a stable, mature,

and profitable business because its demand is constantly rising due to its importance as

a basic need for the population. Playing an important role to meet the needs of the

consumer is one of the important roles of the food industry business and when it comes

to developing and introducing new products in the industry would likely be challenging for

business as they would need to reach the satisfactory level with respect on the

distribution, preparation, and providing quality products to the consumers.

With the fast-paced changes in this generation, people are busier, so they are used

to purchasing on the go food. This change led to the food industry having an idea of what

is needed to improve with food development. Philippines is taking to account these

changes and innovates in the food industry. Creating a combination of cuisines and

offering services appropriate for the demand of the consumers. One of the famous on-

the-go food in the Philippines is the "silogs" offered in most eateries that serves a

selection of different viands. Another food that every Filipino are into are Korean dishes.

Thus, MasaWrap incorporated these two cuisines to create a convenient on-the-go meal

consisting of fried rice (sinangag) and fried egg (itlog) in a wrap.

190
 Group 2

MasaWrap is offering a kimbap style dish and instead of the traditional kimbap

filling, Filipino delicacies are used. MasaWrap aims to provide its consumers with a

different twist when it comes to food. Aiming to serve its customers with high-quality and

delicious food variants that can satisfy the people's desire.

PRODUCTION

MasaWrap offers a Korean food inspired Filipino dish that offers a wide selection

of Filipino dish as a filling. MasaWrap chose to offer and promote environmentally friendly

products by using environment-friendly supplies, specifically the paper that holds the food

and paper bag in order to lessen present and emerging environmental issues. The

company guarantees a consistent food and service quality to its customers. Ensuring the

use of new, properly stored, and quality ingredients in the production of its products to

ensure food safety while providing quality food and service.

Moreover, MasaWrap guarantees to use top-grade equipment and machinery in

the production of the product to produce quick yet quality products. Giving high regards

to the production process with its skilled and passionate employees. Therefore, providing

the fulfillment and satisfaction the consumers demand with its quality and delicious

products.

EMPLOYMENT

191
 Group 2

The people that will consist MasaWrap is part of the company’s success. Thus, the

management will ensure that every employee from the production staff, chef, cashiers

and et cetera will receive their incentives and bonuses as long as it is within the company's

ability. Trainings, Seminars and Team Building will be given to the staff for them to learn

new things about the industry that they work for. MasaWrap will ensure that their will be

a safe working space and environment for everyone. All employees must show an equal

amount of respect and cooperation to achieve the goals of MasaWrap.

Additionally, the employment process will benefit the local economy and bring

down the unemployment rate. Additionally, hiring experts will be a top priority. An

employee who possesses those qualities and abide by and respect the company

standards. In any case, MasaWrap is required to submit a job description that covers the

necessary requirements and requirements that a worker should fulfill. The knowledge and

abilities of the workforce shall be oversight by management and ongoing training

throughout and after the hiring process.

TAXES

In order to support and fund the government as well as its expenses, MasaWrap

will ensure that they will pay and be liable for the Value Added Taxes or VAT. MasaWrap

will pay all taxes and expenses to the Bureau of Internal Revenue to support government

programs for the benefit of the Filipino people. The company and its management will

ensure that all payments will be done on time to avoid penalties and violations.

HEALTH MATTERS
192
 Group 2

As MasaWrap is in the food industry, the company will ensure that all safety and

health protocols will be met. MasaWrap will be strict in terms of the production process,

food handling and food storage to ensure the cleanliness and the quality of the food to be

served. Also, MasaWrap will ensure that the ingredients will be in a good and high quality.

All MasaWrap’s suppliers must secure permits and must comply to other legal health

requirements. As part of our goal, MasaWrap will serve affordable on the go food for

students and people near the area without compromising its quality.

193
 MAY VANESSA H. AN
EDUCATIONAL BACKGROUND
Far Eastern University
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

Nuestra Señora De Guia Academy of 2018 - 2020

Marikina
Senior High School

Valeriano E. Fugoso Memorial School 2014 - 2018

Junior High School

CONTACT INFORMATION Valeriano E. Fugoso Memorial School 2009 - 2014

Elementary
09152342453
Joan of Arc Noble Academy 2008 - 2009
Elementary
anvanessa4@gmail.com

45 Camachile St. AFP Housing ORGANIZATIONS AND AFFILIATIONS

Brgy. Silangan San Mateo, Rizal
Supreme Student Government - Gr. 10 Coordinator
Valeriano E. Fugoso Memorial School
2017-2018
PERSONAL INFORMATION
Operations Division - Executive Committee
Age: 20 FEU - Institute of Accounts, Business, and Finance Student Council
Date of Birth: May 19, 2002 2022 - Present
Civil Status: Single
Gender: Female NFJPIA - Member
National Federation of Junior Philippine Institute of Accountants
Citizenship: Filipino
2021 - 2022
Religion: Roman Catholic

OBJECTIVE
SEMINARS ATTENDED
To obtain a position that will qualify
PEP Talk Series: Glow-up: 21st Century Skills That You Need in the
and enable her to utilize the
educational and competent skills Modern Workplace
that she possesses. To acquire (Attendee) - March 31, 2023 FEU Main Auditorium
experiences and learning that she
FEU IABF x Unilever: Road To Unilever Internships
may share and use in her future (Technical Team) - March 01, 2023 FEU Main Auditorium
endeavors.
Passion Into Career
DESCRIPTION (Facilitator) February 08, 2023

A person with desire to learn and Be a Standout: How to Write a Winning Resume and Ace that Job
gain knowledge from its Interview?
experiences, focus to do her job, (Attendee) November 15, 2022 via MS Teams Video Conference
and highly motivated to be the best
version of herself.

SKILLS

Has basic knowledge of

Accounting Skills

Computer Literate (MSWord, MS

Excel, and Power Point
Presentation)

Proficient in English and Filipino

Language
 BAUTISTA, LUIS GREGORIO D.
EDUCATIONAL BACKGROUND

Far Eastern University 2020 - Present

College
Bachelor of Science in Accountancy
San Beda University 2018 - 2020
Senior High School
Accountancy, Business, and Management

Pasig Catholic College 2014 - 2018

Junior High School

Pasig Catholic College 2009 - 2014

Commonwealth Learners Christian School 2008 - 2009

Elementary
CONTACT INFORMATION

09064179310
ORGANIZATIONS AND AFFILIATIONS
lg20bautista@gmail.com
Athletico Bedista - Member
San Beda University
28, Cherry st., Phase 6
Greenwoods, Cainta, Rizal. 2018 - 2020
Greenline - Vice President
Pasig Catholic College
2016 - 2018
PERSONAL INFORMATION
Age: 21 SEMINARS ATTENDED
Date of Birth: July 20, 2001
Civil Status: Single Conversations on Race, Equity, & Belonging
Gender: Male (Attendee) - 2021 via Zoom Video Conference
Citizenship: Filipino
Religion: Roman Catholic Young Entrepreneurs
(Attendee) - 2020 San Beda University
SKILLS
Road to Sustainability
Has Intermediate knowledge in (Attendee) - 20220 San Beda University
accounting

Widespread knowledge in graphic WORK EXPERIENCE

design
IN-PERSON WORK EXPERIENCE
Effective communicator
Mega-Market 2020 - 2021
Has knowledge in MS word, Excel, Operations Manager Cainta, PH
and Power point
Isekai 2020 - 2020
Social media management Marikina, PH
Owner
Copywriting and content creating

Product listing

Proficient in FIlipino, and English

CHARACTER REFERENCE
Charles Ferrero
Dilate Digital - Head of the Digital
Search
acharles@dilate.com.au
 MIKAELA ANTACIA CUNANAN
EDUCATIONAL BACKGROUND
Far Eastern University
Nicanor Reyes Sr., St., Sampaloc, Manila 2020- Present

Bachelor of Science in Internal Auditing

Wesleyan University-Philippines 2018 - 2020

Senior High School

College of Immaculate Conception

2017-2018
Junior High School
CONTACT INFORMATION

09217573521 Nueva Ecija High School

2014 - 2017
Junior High School

mikaelaantacia4@gmail.com
P.G. Crisostomo Integrated School
2012 - 2014
Elementary
Torre De Manila, Barangay 660-
A Taft Avenue, Ermita, Manila
Calagundian Elementary School
PERSONAL INFORMATION Elementary
2008 - 2012

Age: 20
Date of Birth: December 02, 2002 ORGANIZATIONS AND AFFILIATIONS
Civil Status: Single
Gender: Female Supreme Student Government
Citizenship: Filipino P.G. Crisostomo Integrated School
Religion: Roman Catholic 2013-2014

OBJECTIVE Photo Journalist

Nueva Ecija High School
To land a job in an accounting 2015 - 2017
organization that offers a NFJPIA - Member
stimulating learning environment
National Federation of Junior Philippine Institute of Accountants
that can enhance my skills for
developing and putting into 2020 - Present
practice new ideas. Seeking for
entry-level employment where I
SEMINARS ATTENDED
can develop my skills and abilities Basic bookkeeping& Taxation Fundamentals : Business & Income
as an accountant .
Tax
(Attendee) - June 19-20, 2021 Zoom Video Conference
SKILLS
PEP Talk Series: “Effective Time Management: Why Success Does

Has basic knowledge of Accounting Not Happen Overnight?”

Skills (Attendee) - February 15, 2023 via Zoom Video Conference

Strong understanding of Microsoft

Excel or similar database software
WORK EXPERIENCE

Excellent data analysis skills REMOTE WORK EXPERIENCE

Proficient in English and Filipino Kudasai Guild June 2021- March 2022
Administrator, Event Organizer, & Moderator Barcelona, Spain

Great attention to details Slugs School of Excellence May 2021- July 2022
General Virtual Assistant & Social Media Manager Brisbane, AU
CHARACTER REFERENCE
Mereana Vader
CEO & Owner of Slugs School of
excellence
mvader@chicbrisbane.com.au
 JASEVER JAZTYN FAUSTINO
EDUCATIONAL BACKGROUND
Far Eastern University
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

Far Eastern Univerity High School 2018 - 2020

Senior High School

Immaculate Conception School of Baliuag 2014 - 2018

Junior High School

CONTACT INFORMATION San Benildo Integrated School INC. 2008 - 2014

Elementary
09496688828
ORGANIZATIONS AND AFFILIATIONS
faustinojas@gmail.com
NFJPIA - Member
National Federation of Junior Philippine Institute of Accountants
2020 -Present
708 Taal Pulilan, Bulacan
SKET - Member
Service, Kindness, Encouragement and Troubleshoot - FEUHS
2018 - 2019
PERSONAL INFORMATION
Age: 21
Date of Birth: October 6, 2001
Civil Status: Single
Gender: Female SEMINARS ATTENDED
Citizenship: Filipino
Religion: Roman Catholic Feminism and the Women's in the Philippines: Struggles, Advances
and Challenges
OBJECTIVE
(Attendee) - April 27, 2022 via Microsoft Teams Meeting
Seeking a role to share her
Building Career: How to Make a Winning Linkedln Account
expertise, knowledge and skills in
(Attendee) - May 2, 2023 via MS Teams Video Conference
the field. To gain experiences and
learn more skills that can hone me
to a better individual.

DESCRIPTION
Outgoing and ambitious student
who is motivated to improve more
and learn new skills and
experiences in the field.

SKILLS

Has basic knowledge of

Accounting Skills

Computer Literate (MSWord, MS

Excel, and Power Point
Presentation)

Proficient in English and Filipino

Language
 CLAIRE S. MARINAY
EDUCATIONAL BACKGROUND

Far Eastern University 2020 - Present

Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

Greenville Academy of Sta. Clara 2018 - 2020

Sto. Tomas Batangas
Senior High School

Greenville Academy of Sta. Clara 2014 - 2018

Sto. Tomas Batangas
Junior High School

CONTACT INFORMATION Greenville Academy of Sta. Clara 2008 - 2014

Sto. Tomas Batangas
09152150776 Elementary

Marinayclaire1@gmail.com
ORGANIZATIONS AND AFFILIATIONS
Supreme Student Government - Vice President

Getullo Jaurigue Street. Sta. Greenville Academy

Clara Sto. Tomas Batangas 2017 -2018

Supreme Student Government - Auditor

Greenville Academy
PERSONAL INFORMATION 2016 - 2017
Age: 21
Date of Birth: September 24, 2001 SEMINARS ATTENDED
Civil Status: Single
Gender: Female
Writing your Winning Resume and Acing that Job Interview
Citizenship: Filipino (Attendee) - May 3, 2023 via MS Teams Video Conference
Religion: Roman Catholic
Building Career: How to Make a Winning Linkedln Account
OBJECTIVE (Attendee) - May 2, 2023 via MS Teams Video Conference

To obtain hands-on experience in Be a Standout: How to Write a Winning Resume and Ace that Job
the field of Internal Auditing where I Interview?
may be able to use, practice and (Attendee) November 15, 2022 via MS Teams Video Conference
refine my skills, competency, and
knowledge in Auditing and to gain
valuable opportunity to learn and
TRAININGS ATTENDED
enhance my academic, career, and SAP S/4 HANA Training Program
personal development from the October, 16, 2021 - Far Eastern University
industry.

SKILLS

Has Basic knowledge of

Accounting and Auditing Skills

Computer Literate (MS Word, MS

Excel and Power Point
Presentation)

Has Strong Communication Skills

Proficient in Filipino and English

Language
 ABDULLAH D. MANARONDONG
EDUCATIONAL BACKGROUND
Far Eastern University 2021 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Accountancy

San Beda University 2020 - 2021

Bachelor of Science in Accountancy

Colegio San Agustin Makati 2018 - 2020

Senior High School

Colegio San Agustin Makati 2016 - 2018

Junior High School

Regis Grace Montessori School 2014-2016

CONTACT INFORMATION Junior High School

09159855990 Regis Grace Montessori School 2008-2014

Elementary

manarondong28@gmail.com

3221 Tindalo St. UPS 2, Barangay

ORGANIZATIONS AND AFFILIATIONS
San Martin De Porres, Paranaque FEUMC - Member
City Far Eastern University Muslim Circle
2022 - 2023

PERSONAL INFORMATION
Age: 21
Date of Birth: October 3, 2001
Civil Status: Single
Gender: Male SEMINARS ATTENDED
Citizenship: Filipino
Religion: Islam
Pre-Employment Preparation Webinar Series: The 4th Industrial

OBJECTIVE Revolution and the Technologies that Shape our Society

(Attendee) - November 28, 2022 via MS Teams
To acquire the required skillsets in
my chosen field and to make the JPMAP-CAPO Career Prep Webinar Series
most of the opportunities that will
(Attendee) - May 2, 2023 via MS Teams
arise. To have a significant
contribution on the milestones and
achievements of the organization

DESCRIPTION

A positive person who seeks to

identify solutions to every
obstacles and challenges that may
cross his path.

SKILLS
Has intermediate knowledge on
different Accounting Skills and
Concepts

Computer Literate (MSWord, MS

Excel, and Power Point
Presentation)

Proficient in English and Filipino

Language
 KYLA JOY B. NAVIDAD
EDUCATIONAL BACKGROUND
Far Eastern University
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

Bicutan Parochial School 2018 - 2020

Senior High School

Bicutan Parochial School 2014 - 2018

Junior High School

CONTACT INFORMATION C.P Sta Teresa Elementary School 2008 - 2014

Elementary
09615188260

navidadkylajoy@gmail.com
SEMINARS ATTENDED
Blk 1 Lot 3 Aguahan
Bagumbayan, Taguig City Writing Your Winning Resume and Acing that Job Interview
(Attendee) - May 3, 2023 via MS Teams Video Conference

PERSONAL INFORMATION Building Career: How to Make a Winning Linkedln Account

(Attendee) - May 2, 2023 via MS Teams Video Conference
Age: 21
FEU IABF x Unilever: Road To Unilever Internships
Date of Birth: February 12,2002
(Attendee) - March 01, 2023 FEU Main Auditorium
Civil Status: Single
Gender: Female Be a Standout: How to Write a Winning Resume and Ace that Job
Citizenship: Filipino
Interview?
Religion: Roman Catholic (Attendee) November 15, 2022 via MS Teams Video Conference

OBJECTIVE
Being able to make a significant
contribution to the team, learn from
and adapt to the environment, and
demonstrate the abilities that
would help the organization obtain
the objectives it sets.

DESCRIPTION
A person with desire to learn and
gain knowledge from its
experiences, focus to do her job,
and highly motivated to be the best
version of herself.

SKILLS
Has basic knowledge of
Accounting Skills

Computer Literate (MSWord, MS

Excel, and Power Point
Presentation)

Proficient in English and Filipino

Language
 TRICIA ASHLEY QUIJANO
EDUCATIONAL BACKGROUND
Far Eastern University - Sampaloc, Manila 2020 - Present
Bachelor of Science in Accountancy

Mount Carmel College - Baler, Aurora 2018 - 2020

Accountancy, Business, and Management
Senior High School

Holy Trinity Academy - Sampaloc, Manila 2017 - 2018

Mount Carmel College - Baler, Aurora 2016 - 2017
Tiong Se Academy - Binondo, Manila 2015 - 2016
Holy Child Catholic School - Tondo, Manila 2014 - 2015
CONTACT INFORMATION Junior High School

St. Mary's College - Diliman, QC 2013 - 2014

09163219355
Legarda Elementary School - Sampaloc, Manila 2012 - 2013

ashley.quijanooooo Baler Adventist Elementary School - Baler, Aurora 2011 - 2012

@gmail.com St. Vincent Blessed School - Sampaloc, Manila 2009 - 2011

Baler Adventist Elementary School - Baler, Aurora 2008 - 2009
D&G University Residences, Elementary

854 Moret st., Sampaloc,

Manila, 1005 ORGANIZATIONS AND AFFILIATIONS
Senior High School Secretary
PERSONAL INFORMATION Mount Carmel College - Student Body Organization
Age: 21 2018 - 2020
Date of Birth: October 19, 2001 MCC Vanguards - Member
Civil Status: Single Mount Carmel College - Campus Journalism
Gender: Female 2018 - 2020
Citizenship: Filipino Theater Kids' Club - Secretary
Religion: Roman Catholic St. Mary's College
2013 - 2014
SKILLS
Computer: Microsoft Excel, Word, SEMINARS ATTENDED
& Powerpoint, Google Sheets,
Google Docs Management Association of the PH | International CEO Webcon
September 15, 2020 • Zoom Video Conference
Accounting: QuickBooks, Xero
Strategic Marketing Conference 2019 | Marketing Life Hacks
Project Management: Monday,
October 9, 2019 • Winford Manila Resort and Casino, Sta. Cruz, Manila
Trello, Asana, Calendly, Loom

Social Media Management: WORK EXPERIENCE

HubSpot, Later, Creator Studio

Graphics & Video: Adobe REMOTE WORK EXPERIENCE

Photoshop, Lightroom, Illustrator,
InDesign, Premiere Pro, & After BoothBook Ltd. 2022 - Present
Effects, Canva, Figma Office & Social Media Manager • Graphic Designer England, UK

Email Campaign: MailChimp, BEE Envision Agency 2021 - 2022

Pro, Sendy Administrative Assistant • Social Media Manager Victoria, AU

Languages: English, Filipino, Engel & Voelkers 2020 - 2021

Mandarin Assistant Accountant British Columbia, CA

CHARACTER REFERENCES IN-PERSON WORK EXPERIENCE

Christopher & Christina Collins Onabella Beauty and Wellness Products Shop 2020 - 2021
BoothBook Ltd. - Directors Bulacan, PH
Operations Manager • Social Media Manager
hello@boothbook.com
Jasmine Yoong Vanity Center Skin Specialists Corporation 2019 - 2020
Envision Agency - Director Sales Representative Marikina, PH
admin@envisionagency.co
 FRANCESCA JULLIANE C. SALIBA
EDUCATIONAL BACKGROUND
Far Eastern University
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

De La salle University - Dasmariñas 2018 - 2020

Senior High School

Benedictine Institute of Learning 2014 - 2018

Junior High School

CONTACT INFORMATION Imus Unida Christian School 2008 - 2014

Elementary
09568373970
ORGANIZATIONS AND AFFILIATIONS
jullianesaliba@gmail.com
FEU - Junior Philippine Institute of Accountants
2020 - 2021
531 Bucandala V, Imus, Cavite
SEMINARS ATTENDED

PERSONAL INFORMATION PEP Talk Series: Glow-up: 21st Century Skills That You Need in the
Modern Workplace
Age: 22 (Attendee) - March 31, 2023 FEU Main Auditorium
Date of Birth: January 09, 2001
Civil Status: Single
Gender: Female
Citizenship: Filipino
Religion: Roman Catholic

OBJECTIVE
to procure a position that will allow
her to use her knowledge and
expertise in a professional setting.
To secure encounters and discover
that she might share and use in her
future undertakings.

DESCRIPTION
An individual with wants to gain and
acquire information from her
encounters, concentrate to take
care of her business, and
exceptionally energetic to be her
best self.
SKILLS

Has basic knowledge of

Accounting Skills

Computer Literate (MSWord, MS

Excel, and Power Point
Presentation)

Proficient in English and Filipino

Language
 HAMDANI SAMERODIN
EDUCATIONAL BACKGROUND
FAR EASTERN UNIVERSITY
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

OUR LADY OF FATIMA UNIVERSITY 2018 - 2020

Senior High School

REGIS GRACE MONTESORRI SCHOOL 2014 - 2018

Junior High School

CONTACT INFORMATION GRANTS APOSTOLIC INSTITUTE 2008 - 2014

Elementary
09060340620

hm.samerodin@gmail.com

Block 47 lot 21 maharlika village

ORGANIZATIONS AND AFFILIATIONS
taguig city

FEU - MUSLIM CIRCLE MEMBERS

2023 - Present
PERSONAL INFORMATION
Age: 21
Date of Birth: July 24, 2001
Civil Status: Single
Gender: Male SEMINARS ATTENDED
Citizenship: Filipino
Religion: Islam Akto ng MA-IAS na Liderato: Paara sa Bayan at Pamantasan
(Attendee) - November 29, 2022 via Zoom Video Conference
OBJECTIVE
To effectively nurture his learning
experience and expertise in order
to take advantage of opportunities
that may arise to apply it widely
and to serve all members of the
organization and society.

DESCRIPTION

A competent person who is willing

to learn and discover things over,
eager to work hard to achieve great
accomplishment.

SKILLS

Has basic knowledge in Accounting

skills

Business managing owner

Under Automotive industry

Auto Sales Representative

 SAMSON MACCI SORIA
EDUCATIONAL BACKGROUND
Far Eastern University 2021 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Accountancy

Mapúa Malayan Colleges Laguna 2020 - 2021

Bachelor of Science in Accountancy

Asia Pacific College 2018 - 2020

Senior High School

Mother Ma. Maddalena Starace School 2015 - 2018

Junior High School

Paranaque Science High School 2014 - 2015

CONTACT INFORMATION Junior High School

09664470279 F. Serrano Sr. Elementary School 2012 - 2014

Elementary

Immaculate Heart of Mary College 2008 - 2012

maccisoria@gmail.com Elementary

Better Living Subdivision,

Barangay Don Bosco, Paranaque ORGANIZATIONS AND AFFILIATIONS
City
Project Association - Associate
FEU - Junior Philippine Institute of Accountants

PERSONAL INFORMATION 2022 - Present

Age: 21 NFJPIA - Member

Date of Birth: March 30, 2002 National Federation of Junior Philippine Institute of Accountants
Civil Status: Single 2022 - Present
Gender: Male JPIA-MCL - Member
Citizenship: Filipino
Junior Philippine Institute of Accountants - Malayan Colleges Laguna
Religion: Roman Catholic
2021 - 2022
OBJECTIVE
SEMINARS ATTENDED
To develop key skills and positively
contribute to the team and Status in Transit - Reaching Heights of Competencies
organization and strengthen my (Attendee) - November 8, 2022
competencies in the field of
accountancy. To acquire new insights
and knowledge that will enhance my
performance and value.

DESCRIPTION

A cooperative person who is

committed to achieving success
through collaboration and hard
work.

SKILLS

Has intermediate knowledge on different

Accounting Skills and Concepts

Proficient in Microsoft Office Suite

Has experience in using QuickBooks

Proficient in English and Filipino

Language
 JASELLE CORALES ZAMORA
EDUCATIONAL BACKGROUND
Far Eastern University
2020 - Present
Nicanor Reyes Sr., St., Sampaloc, Manila
Bachelor of Science in Internal Auditing

Polytechnic University of the Philippines

2018 - 2020
Accountancy, Business, and Management
Senior High School

2014 - 2018
Immaculate Conception Cathedral School
Junior High School
CONTACT INFORMATION
Immaculate Conception Cathedral School 2012 - 2014
09260619790 Elementary

zamorajaselle@gmail.com Saint Francis Academy of Quezon City 2008 - 2012

Elementary
24 E. Evangelista Street, Brgy,
Bagumbuhay, Project 4, Quezon ORGANIZATIONS AND AFFILIATIONS
City
Operations Division - Executive Committee
FEU - Institute of Accounts, Business, and Finance Student Council
PERSONAL INFORMATION 2022 - Present
Project Association - Associate
Age: 21
FEU - Junior Philippine Institute of Accountants
Date of Birth: June 05, 2001
Civil Status: Single 2020 - 2022
Gender: Female NFJPIA - Member
Citizenship: Filipino National Federation of Junior Philippine Institute of Accountants
Religion: Roman Catholic 2020 - 2022

OBJECTIVE SEMINARS ATTENDED

To obtain a position that will qualify Exemplary of Assets: Finals Chronicle of the Outstanding Debits
and enable her to utilize the (Attendee) - May 29, 2022 via Zoom Video Conference
educational and competent skills
Nicanor Reyes Sr. Summit
that she possesses. To acquire (Attendee) - April 23, 2022 via Zoom Video Conference
experiences and learning that she
may share and use in her future
endeavors. Battle of the Brains: Magister Clash of Accounting Wizard
(Facilitator and Observer) - April 3, 2022 via Zoom Video Conference
DESCRIPTION

A person with desire to learn and CTRL-F: Connecting Towards Reviewing Literacy & Fraudulence:
gain knowledge from its Persevering Towards Safer Digital Environment
experiences, focus to do her job, (Attendee) – April 1, 2022 via Microsoft Teams
and highly motivated to be the best
version of herself.
DeCrypto: DeFi-ing the Digital Age
SKILLS (Attendee) - February 6, 2022 via Zoom Video Conference

Has basic knowledge of AudiTOUR 2021: Career Compass: Pavement to your Future Paradigm
Accounting Skills (Attendee) - December 1, 2, and 3, 2021 via Zoom Video Conference and
Microsoft Teams
Computer Literate (MSWord, MS
Excel, and Power Point
Presentation) Vantage Point: Transcending Barriers of Future Profession.
(Attendee) - November 14, 2021 via Zoom Video Conference
Proficient in English and Filipino
Language
References:

Alex, A. (2023, January 12). Filipinos Love Rice: Why They Can’t Get Enough Of It. Love for Traveling.

https://lovefortraveling.com/filipinos-love-rice-why-they-cant-get-enough-of-it/

Beldad, K. (2022, March 23). Reasons Why Filipinos Love Korean Culture and Products. Bria Homes.

https://www.bria.com.ph/articles/reasons-why-filipinos-love-korean-culture-and-products/

Concepcion, J. (2018, August 23). Filipino creativity and Innovation. Philstar.com. Retrieved January 26, 2023,

from https://www.philstar.com/business/2018/08/23/1844912/filipino-creativity-and-innovation/amp/1

Warsi, S. (n.d.). How Location Plays A Key Role In Running Your Food Business. Indian Retailer.

https://restaurant.indianretailer.com/article/how-location-plays-a-key-role-in-running-your-food-business.11055

Srivastav, A. K. (2022, October 4). Cluster Sampling. WallStreetMojo. https://www.wallstreetmojo.com/cluster-

sampling/