1

ASSESSMENT OF MARKETING MIX IN SELECTED FOOD PARKS IN

CAMANAVA: BASIS FOR SUSTAINABILITY PLAN

A Thesis
Presented to the Faculty of the
College of Business, Management and Accountancy
DE LA SALLE ARANETA UNIVERSITY
Victoneta Ave., Malabon City, Metro Manila

In partial fulfillment of the requirements for the degree of

BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
Major in Marketing Management

By

PATRICIA F. BACAYO
MAY 2020
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Recommendation Sheet

Researcher: Patricia F. Bacayo

College: College of Business, Management and Accountancy

Title: Assessment of Marketing Mix in Selected Food Parks in

CAMANAVA: Basis for Sustainability Plan

Recommending Approval:

_________________________ __________
Prof. Rejoice Ferrer Date
Adviser

Approved by:

_________________________ __________
Dr. Carolina Ditan Date
Chair

_________________________ __________
Prof. Ma. Edwina Ala Date
Member

_________________________ __________
Prof. Nicanor Lazaro Jr. Date
Member

Recorded by:

________________________ __________
PIC, Registrar’s Office Date
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Approval Sheet

This Thesis titled ASSESSMENT OF MARKETING MIX IN SELECTED FOOD

PARKS IN CAMANAVA: BASIS FOR SUSTAINABILITY PLAN by PATRICIA F.
BACAYO, in partial fulfillment of the requirements for the degree of BACHELOR OF
SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN MARKETING
MANAGEMENT, has been examined and is recommended for acceptance and approval
for ORAL EXAMINATION.

________________________
Prof. Rejoice Ferrer
Adviser

Panel of Examiners

Approved by the COMMITTEE ON ORAL EXAMINATION with a grade of 3.0

on November 23, 2018.

________________________
Dr. Carolina Ditan
Chair

________________________ ________________________
Prof. Ma. Edwina Ala Prof. Nicanor Lazaro Jr.
Member Member

Accepted and approved as partial fulfillment of the requirements for the degree of
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN
MARKETING MANAGEMENT.

________________________________
Dr. Carolina Ditan
Dean, CBMA
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Certification of Originality

This is to certify that the research work presented in this Thesis entitled
“ASSESSMENT OF MARKETING MIX IN SELECTED FOOD PARKS IN
CAMANAVA: BASIS FOR SUSTAINABILITY PLAN” was prepared and submitted by
the researcher to the College of Business, Management and Accountancy -De La Salle
Araneta University in partial fulfillment of the requirements for the degree, Bachelor of
Science in Business Administration Major in Marketing Management. This study contains
the original work of the researcher except those data and information that were taken from
other sources with proper referencing and acknowledgment.

PATRICIA F. BACAYO

Researcher
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Acknowledgement

I am grateful to our God for guiding and giving me strength and wisdom to

complete this research.

A sincere thanks to my thesis adviser, Prof. Rejoice Ferrer who have guided and

supported me to pursue and finish my research. My deepest gratitude for all her suggestions

and for being so patient.

To my best friend, Ms. Marian Villanueva and to my Love who continuously

support and help me to finish my study. Thank you.

Most especially to my dearest parents, Mrs. Selma F. Bacayo and Mr. Eduardo

Bacayo Jr., who did everything they could to support me emotionally, financially and for

motivating me. Without their support, I cannot accomplish and survive all of this.

Thank you and To God be the Glory.

Patricia F. Bacayo
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Abstract

TITLE :Assessment of Marketing Mix in Selected Food Parks

in Camanava: Basis for Sustainability Plan (May 2020)

RESEARCHER :PATRICIA F. BACAYO

ADVISER :PROF. REJOICE FERRER

SCHOOL :De La Salle Araneta University

DEGREE CONFERRED :Bachelor of Science in Business Administration Major in

Marketing Management

This study aims to assess the marketing mix in selected food parks in

CAMANAVA. The researcher believes that for the food park industry to continuously

thrive and succeed, it should follow a specific strategy tailored to target growth

opportunities in four different areas. The researcher also believe that Marketing Mix is one

of the most commonly used strategies that blends integral variables together to come up

with ideal results. A total of 120 respondents from selected food parks in CAMANAVA

participated in the study. The researcher adapted and modified the questionnaires from

“The Impact of Marketing Mix on Customer Satisfaction: A Case Study Deriving

Consensus Rankings from Benchmarking” (Ling, 2007). The researcher aims to examine

four facets of the marketing mix model and its impact in the industry that were chosen. A

total of n= 87 respondents participated in the study, there were 44 males and 43 females,

majority of which were 20-35 years old and were students. Findings of the study revealed

that there is a positive and agreeable attitude towards the different items for product, price,
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and place factors. For the promotion factor, the respondents’ assessment implies that there

is a neutral attitude towards the different items. There are no significant differences with

the product and place factors when demographic data is considered. Male respondents have

higher perception on the marketing mix for price factor compared to female respondents.

Respondents who belong to any group under employment status variable have the different

perception on the price factor.

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Table of Contents

Page

TITLE PAGE .................................................................................................................1

RECOMMENDATION SHEET ....................................................................................2

APPROVAL SHEET .....................................................................................................3

CERTIFICATION OF ORIGINALITY ........................................................................4

ACKNOWLEDGEMENT .............................................................................................5

ABSTRACT ...................................................................................................................6

TABLE OF CONTENTS ...............................................................................................8

LIST OF TABLES .......................................................................................................10

LIST OF FIGURES .....................................................................................................11

LIST OF APPENDICES ..............................................................................................12

CHAPTER

1 The Problem and a Review of Related Literature

Introduction ......................................................................................................13

Review of Related Literature ...........................................................................15

Theoretical Framework ...................................................................................32

Conceptual Framework ....................................................................................34

Statement of the Problem .................................................................................35

Hypothesis........................................................................................................36

Significance of the Study .................................................................................36

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Scope and Delimitation of the Study ...............................................................36

Definition of Terms..........................................................................................36

2 Methods

Research Locale ...............................................................................................39

Research Participants .......................................................................................40

Sampling Technique ........................................................................................41

Research Design...............................................................................................41

Research Instruments .......................................................................................41

Data Gathering and Procedure .........................................................................42

Sampling Technique ........................................................................................43

Statistical Treatment ........................................................................................43

Statistical Tool .................................................................................................44

3 Results and Discussion

Presentation and Interpretation of Result .........................................................46

4 Summary, Conclusion and Recommendations

Summary of Findings .......................................................................................62

Conclusions ......................................................................................................63

Recommendations ............................................................................................64

REFERENCES ............................................................................................................66

APPENDICES .............................................................................................................70

CURRICULUM VITAE ..............................................................................................98

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List of Tables

Table Page

1 Distribution of Respondents by Gender .......................................................... 46

2 Distribution of Respondents by Age ................................................................47

3 Distribution of Respondents as to Employment Status....................................48

4 Perceived Sustainability for Product Factor ....................................................50

5 Perceived Sustainability for Price Factor .........................................................51

6 Perceived Sustainability for Place Factor ........................................................52

7 Perceived Sustainability for Promotion Factor ................................................54

8 Overall Perceived Sustainability of Selected Food Parks ................................55

9 Differences in Mean on Respondents Gender with the Overall

Assessed Sustainability Factors .......................................................................56

10 Differences in Mean on Respondents Age with the Overall

Assessed Sustainability Factors…….……………………………...…..……. 58

11 Differences in Mean on Respondents Employment

Status with the Overall Assessed Sustainability Factors……………………. 59

12 Post-hoc Test for Multiple Comparison……..…………………………….....61

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List of Figures
Figure Page

1 McCarthy’s 4P’s Model……………………………………….…….32

2 Research Paradigm…………………………………………….…….34

3 Chill Out Food Park……………………………………………. ..…39

4 Maria’s Back Yard……………………………………………… .…40

5 Box Yard Food Park…………………………………………………40

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List of Appendices
Appendix Page

A Questionnaire (English).…..…………………………………………….……70

B Letter of Request (Questionnaire)……………………………………….……72

C Research Photo………………………………………………………….…….73

D Permission to Distribute Questionnaire………………………………….……74

E Validation Letter……………………………………………………...….……77

F SPSS Output Data……………………………………………………..………81

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Chapter 1

The Problem and a Review of Related Literature

Introduction

Filipinos are foodies in general. Their perpetual love affair with food is evident

from the rows of dishes served at town fiestas to the constant proliferation of restaurants,

food chains and kiosks across the country. Everywhere and anywhere you go in the

Philippines, there will always be a spot to satisfy one’s cravings. Moreover, filipinos are

fond of flavors, food is always a go-to business from small to medium to big time

entrepreneurs, who wisely keep an eye out—and their palates—for the latest trends in

dining. From fast food to fine dining; from kiosks to bazaars; from deliveries to eat-all-

you-can buffets—there is always a most appropriate format for every occasion, in any

place, at any time.

As such, a concept that started in 2016—the food park—has conquered the food

and beverage this year. Building on the ever-growing food categories, food parks are

classified as trending, especially in metropolitan areas. Throughout 2017, food parks have

sprouted in every corner of the metro and continue to do so. The format replaced by food

trucks, as it offers fun and exciting dining space for consumers and to try new food concepts

and bond with their friends and family. Like food courts, food parks feature a collection of

food kiosks within an outdoor compound. Unlike food courts though, food parks are

comprised wholly of independent consumer food service operators, normally start-up

entrepreneurs, and serve as an ideal incubator for new businesses and novel concepts
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because of the low capital requirements and a targeted consumer base. Furthermore, food

parks are located within neighborhoods and primarily target students, families and young

professionals.

However, the rise of food parks should not undermine the risks and challenges

operators and foodpreneurs need to consider. Although there is a big increase in operators

and willing foodpreneurs, not all the food parks are consistently filled with customers.

Some have even closed after just a few months of operation, which is unfortunate

considering how the whole idea of food parks is fresh and unique, and hugely caters to the

growing number of people who are constantly looking for innovative presentations and

offerings and an experience that transcends the traditional restaurant or fast food setup.

This study aims to know if food parks will continue to be on trend in the coming

years or is the industry headed towards longevity and stability. Through synthesizing the

relevant constructs and understanding the role of a sustainability plan in creating and

implementing an effective strategy, this study intends to contribute to the sustainability of

the food park industry in CAMANAVA by highlighting the need to incorporate the

marketing mix model into their business operations. At the same time, we derive guidance

and suggestions for entrepreneurs as well as food park owners and tenants.
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Review of Related Literature

Food Industry in the Philippines. In 2014, Claridades specified that foodservice

establishments and sales in the Philippines continue to grow. Total foodservice

establishments increased by 1.2 percent while foodservice sales increased by 2 percent.

The opening of more establishments, driven by chain outlets, boosts sales. Newly opened

establishments allowed players to gain access to a wider consumer base, especially dining

customers in key cities outside Metro Manila. Filipinos continue to consider eating out to

bond with their family, socialize with friends and relax after a long day or week of work.

The increasing average disposable income in the country, coupled with the rise of value-

oriented dining, helped to encourage customers to spend more money and eat out more

often.

In a study about the consumer foodservice in the Philippines, EuroMonitor

International (2017) stated that consumers have developed a strong propensity to spend as

the economy has continued to grow and boost their income and lifestyle. In particular, the

emerging middle class has shown a willingness to spend on higher-quality and filling meals

and on new food and dining experiences. This has driven growth for consumer foodservice

operators, which have continued to increase in number and in variety. To retain competitive

relevance, players have launched aggressive marketing and promotional campaigns,

offered improved services and facilities, and have capitalized on flagship products.

Consumers are enjoying better value for money and more food and dining options, as

consumer foodservice operators compete for bigger value shares, amid heightened
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competition and increased consumer spending. Players across categories are offering

affordable menu selections and improved food quality and are exploring innovative dining

concepts as they reach out to more consumers, particularly younger groups with lower

budgets. Popular strategies include integrating fun into the dining experience, e.g. game

cafés and food parks, and offering meal bundles to cater to bigger groups and students.

A Look into the History of Food Parks in the Philippines. Jose (2017), shared

in an online article how the food park trend started in the Philippines, why people love food

parks so much, and if it is safe to say that food parks are here to stay for good. Moreover,

he indicated that it was in the year 2011 that the night markets started.

Our awesome planet joined forces with BGC and a bunch of other organizations to

create two concepts–Mercato Centrale and Midnight Mercato. People loved that they could

walk around, discover different kinds of things to eat, buy from as many stalls as they

wanted, and settle down on the provided tables and chairs to enjoy their picks. Another

popular food market back in the day was Banchetto in Ortigas, dubbed as an overnight

street food fiesta because it was open from Friday night until the wee hours of Saturday

morning. They would close the entire street to allow the merchants to set up shop and sell

affordable goodies like burgers, all kinds of meat on a stick, and desserts. Employees

working the night shift were the usual visitors chowing down at Banchetto.

It was the time for food trucks to shine in 2012. The first ever ‘designer’ food truck

to open was Guactruck and they served up burrito bowls at Mercato Centrale. Several other

gourmet food trucks opened shortly after and they all parked together in Makati to
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form Cucina Andare, the first ever food truck market in the metro. The selection of

munchables ran the gamut from hot dogs, to chicken wings, to shawarma.

Adding to the food truck craze, The Backyard Food Truck Park opened in 2013

with its own fleet of food trucks parked in Capitol Commons. In November of 2013, the

first sighting of a food park called Z Compound appeared along Malingap St. near

Maginhawa. Designed to be an incubator for young restaurant entrepreneurs, it quickly

became a destination not just for some good grub but also for events like poetry readings

or book launches. Some of their popular food stalls included Me Love You Long You

Time (Southeast Asian) and Meshwe (Lebanese). The food park crazes finally went into

full swing in 2016 and it seems to be the most enduring of all the previous trends. They

have the outdoor setting of night markets where you can sit down and enjoy your meal, the

unique, conceptualized merchants you find in food truck parks and the wide variety of food

you get when you’re in a food court.

As for the longevity of the food park industry, it seems that the metro is divided

into two tribes right now–those who think food parks are here to stay and those who think

it’s going to die out soon like all the other fads that came and went.

According to Datu (2017) food parks sprouting up throughout Metro Manila in the

past couple of years. Food parks have been known to provide venue that would be

restaurateurs to try as a business without spending millions.

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For diners, food parks are a fun and novel way of getting to try different cuisines in

one place and at a relatively inexpensive way. According to Sunstar Philippines News

(2018) food lovers are the ones who never stop looking and trying something new just to

satisfy their taste buds. In this generation, their population is growing quick. From Manila

where it first became a hit, food parks are now stretched in Pampanga and Kapampangans

genuinely loves and patronize them. Food parks are fast becoming "in demand" in the food

business today. Their popularity invades Pampanga and took a big bang here, and from left

to right they continue popping up in random location. After all, who doesn't want a place

where you can eat with a lot of food choices. This will be perfect not only to those who are

on a budget but also for food tripping and food hopping. Street and market food-style stalls

housed under one roof have different customized dining designs and mouth-watering

foods. It is an effective way of getting customers so that the business will continue to grow

and earn. Businessmen will surely be delighted in developing new concepts and schemes

to perk up this phenomenon in the coming years not just in Pampanga but in other provinces

too.

Iza Eglesias (2017) stated that millennials continue to demand choices and variety

to be able to personalize their food experience. They tend to eat more at restaurant and food

parks than in their homes. And while the young generation is cautious about their spending,

they want something new, hassle-free and unique. In food parks, there are many kinds of

cuisines and unique eating concepts to choose from under one roof. There are usually
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budget-friendly gastronomic finds that were previously only available in high-end

restaurants like Wagyu steak cubes for example.

According to Aure (2017), even industry experts have noted the impact of the food

park trend. In a Euromonitor category briefing released on May 10, entitled “Street

Stalls/Kiosks in the Philippines,” the reporters noted how food parks recorded a surge in

popularity. This format appeals to both foodies and foodpreneurs. Customers looking to

try new food concepts and bond with a group of family, friends and loved ones appreciate

the ambience and variety offered by the format, while starting entrepreneurs appreciate the

incubator-like nature of the food parks in terms of testing novel concepts with minimal

capital. In conclusion, food parks have the potential to make a huge impact on the industry.

Perhaps the key is for food park operators and foodpreneurs to have not just a transactional

relationship similar to malls and their tenants; there should be utmost collaboration that

leads to offering innovative food for the taste buds and experience for groups of buddies.

2017 saw the huge demand for food parks in Metro manila alone. This business

model is good for small capitalists due to its "relatively lower costs compared to taking out

a lease at bigger establishments" (Talavera, 2017). In addition, he mentioned that "it is

expected that mall developers will unveil a more distinctive tenant mix to cater to the

demanding taste of the millennial.” In the city alone, the rise of places where food parks

are built shows the significantly higher, popularity and demand of food parks. "The food

park trend also presents advantages for the Micro, Small and Medium Enterprise (MSME)

market," acknowledged by Jet Yu, the Prime Philippines managing director (2017).
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Marketing Strategy and the Marketing Mix. Within any company, setting a

good marketing strategy plays an important role in the general marketing activities.

Identifying a proper marketing strategy will effectively create customer value as well as

achieve profitable customer relationships. So, how can the company obtain these goals?

According to Kotler and Armstrong (2014), companies take adventures in business

after defining the customers’ needs and wants at first, they decide the marketing offering,

then segment and target the market that they plan to serve. In fact, the companies are not

able to serve and satisfy all customers in the same way. For that reason, the market is

divided into smaller parts, which include consumers who respond in a similar way to a

given set of marketing efforts. The companies evaluate the potential of these parts and

select one or more to engage. By segmenting and targeting the market, the needs and wants

of targeted customers will be served easier and better.

Next, the companies must determine where their position is and how they

differentiate themselves from their rivals in the market. When all steps above are

completed, it means the company’s overall marketing strategy is determined. Under the

guidance of marketing strategy, the companies start to plan the marketing mix specifically.

To achieve the company’s goals, the marketing mix elements are blended into an integrated

marketing program (Kotler and Armstrong, 2014).

Wide Variety. From seafood, street food, ribs and steaks, a full meal, finger foods,

and cuisines from different parts of the world, fancy types of desserts and overflowing of

alcohol to bizarre new dishes, the food parks have them and will keep offering them
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through the New Year. Food parks also allow chefs both professional and amateur to test

out their culinary ideas no matter how unimaginable they may be. Running a less expensive

stall allows low-pressure and low-risk investments before they take that huge leap in

opening a restaurant. A good example of this stepping-stone-for-the-chef component of

food parks is The Lost Bread at StrEAT Maginhawa, which branched out in a major mall

this year.

Trending to Millennials. Iza Eglesias (2017) stated that Social Media has changed

the game even in dining. Food parks are even more popular because of all the buzz they

make on social media, which attract attention and consequent crowds to the sites. Because

food park dishes are very “Instagrammable,” the millennials’ obsession with food is ever

present online. Using the tags #foodporn and #onthetable, pictures of food with exquisite

plating appear almost every single day on all the major social media sites. Add to these

picture-perfect plates are the ambiance and aesthetics used in food parks, which are just as

worthy of a post. Some creative food parks that stand out just for their concept alone and

use it as a promotion are Kantorini in Quezon City, which is inspired by the whitewashed

houses of Santorini in Greece; Carnival Food Park in Marikina, which is reminiscent of a

perya; Food Haven food park in Pasig, which mainly highlights art via paintings and

photographs; and Space Food Park in Manila that has an astral galaxy theme for interiors

As such, the food park gave the millennials what it wants—a place to eat, hang out

in a casual vibe. Meanwhile, new musicians, get to try out their sounds on a wider audience

just as the chefs with their food concoctions. And of course, there will always be that food
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park that has KTV booths it is a great way to promote food parks to millennial. We are in

the Philippines after all we always look for fun.

Hangout Place. Food Parks have also gained popularity in terms of its setting.

More than just a place to eat, food parks have become a top hangout place. Compared to

malls and restaurants, food parks have their own vibe simply because of the people who go

there. If you’ve spent a lot of time in food parks or even if you just tried them out once,

you’ve probably noticed diverse personalities that add to its charm. You see people of all

ages, backgrounds, and professions. No matter who they are or where they come from, one

thing’s for sure: they troop to food parks to fill their stomachs and make new memories.

The experience would not be complete unless they share it with the world online.

As people come and go in food parks, they will always have something to take

home – a belly full of food, moments shared with loved ones and a strong WiFi connection

without data cap. Now memories made in food parks like The Yard Xavierville, The Yard

Underground, South StrEAT Gourmand Container Park, The Food Hive and Arca Yard,

Poblacion in Makati, Larsian in Cebu, and The Camp in Baguio are easier to share and

remember.

Food Choices. In accordance with Eagle News (2017) food parks have sprouted all

around the metro. Wherever you go, it is the same. A food park is similar in layout to your

school canteen or even a food court – admittedly more hip and cooler – with different
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stores and stalls providing diverse food choices. Whatever you are craving, you must surely

will find it here.

Quality. According to Linton (2018), managing quality is crucial for small

businesses. Quality products help to maintain customer satisfaction and loyalty and reduce

the risk and cost of replacing faulty goods. Companies can build a reputation for quality by

gaining accreditation with a recognized quality standard.

Timely Business. According to Balbalosa (2017), you can never go wrong with a

food business. It’s a given that Filipinos love to eat, and there’s a good chance that you can

line your pockets if you fill their bellies well. And if you want to become part of the local

food landscape and enter the entrepreneurial arena, the rise of the food park business is a

timely experimental playground.

Why Do Some Food Parks in Manila Fail?

Bad Location. According to ABS-CBN News (2018) the food park is showing

signs that it is dying out. Save for a few pioneers, many of them have closed down – or on

the verge of closing – mainly because of lack of customers. ABS-CBN News ask RJ

Ledesma, co-founder of the successful Mercato Centrale food market, which has several

branches in Manila. While he considers the food park an interesting concept that has a lot

of potential, Ledesma stressed that its success depends largely on its location. “Some of

these food parks were not in the greatest areas. It was often a case of, what would I do with

this idle property?” he said.

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Lack of Parking Space. Accessibility is not just about having a good location, but

also having enough parking spaces, said Ledesma, who noted that this can easily

discourage customers. This opinion was shared by GMB Franchise Developers president

and founder Armando Bartolome, who is also a columnist at ABS-CBN News. “A food

park may only have the whole space for the food stalls and the dining area. Not anticipating

the number of customers who come in their own vehicles, some people become

discouraged because they do not have a place to park their cars,” he said.

Poor Curation. Ledesma said “The selection of the food is key. Sometimes, it looks

good on Instagram but there’s nothing that really excels, nothing stands out… You’re just

filling in the gap. For many of the food parks, the curation was not quite there.”

Lack of ‘Spirit’. Many food parks in Metro Manila should turn to the hawker

centers of Singapore for inspiration. They’re not exactly “Instagram-worthy,” but they

offer authentic food at affordable prices. “Without that sort of vibe, it would be difficult

for you to capture the market.” RJ Ledesma, co-founder of the successful Mercato Centrale

food park added.

Limited Facilities. According to Ledesma (2018), often overlooked by business

owners, facilities like proper ventilation and shelter, security, and ample space for cooking

and preparation can cause food parks to fail.

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Sustainability in Business

Importance of Sustainability. According to Dr. Acquaye (2017), the importance of

sustainability and the integration of social and environmental sustainability-related issues

into core business activities as an essential part of developing business strategies is because

of the Business Case for Sustainability. The Business Case for Sustainability emphasizes

how the links between voluntary social and/or environmental and corporate economic

success can be integrated together, managed, advanced, or innovated.

Effective and Profitable. According in the article of Telegraph (2017), all over the

globe, from traditional large to smaller start-ups, companies are striving to be more

sustainable. Whole business models are being rewritten with the aim of becoming more

effective and more profitable.

According to Dallas (2015), an expert in food industry found that 98 industry

executives rated general performance parameters such as "increase market share,"

"improve customer satisfaction," and "grow profit levels," as the most important objectives

to be achieved.

Long-Term. According to Posner (2014), business sustainability is essential to the

long-term prosperity of global companies. As a result of increased sustainability capacity

in specific organizational and contextual factors, programs can perform more efficiently

and improve their ability to maintain efforts over the long term.
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According to Upton (2014) businesses should be forward-thinking so that they can

become leaders when new trends appear, and they should revise and review their plans

regularly. Focusing on a holistic approach and enabling sustainability teams and strategy

planning teams to work closely together can also help business leaders to identify potential

long-term trends and issues.

According Bennett (2017) a business sustainability plan is simply something an

organization develops to achieve goals that create financial, societal and environmental

sustainability. A business impacts communities and resources, so taking these steps to

sustainability is in the best interests of the environment, the business owner and the

consumer.

Business Focus. According to Williams (2017), it is widely understood that the

idea of sustainability is growing among consumers in both their attitudes and actions.

Making environmentally friendly choices spans purchase decisions including foods and

beverages. Reflecting this consumer commitment, companies are investing in

sustainability as an integral business focus. And the food and beverage industry are one

sustainability key sector. In general, sustainability as it relates to foods and beverages

pertains to a desire to protect personal health and environmental health. We have seen a

steady increase in the level of consumer interest in this field.

Competitive Advantage. According to Charter (2006), it is time to include

sustainability plan criteria into marketing, which is needed. The companies should keep in
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mind that sustainability plan has become a requirement. The time has gone when it was an

option, now it is becoming obligation for the companies to achieve competitive advantage.

It is essentially a requirement in the business because, the concept of marketing is not

remained limited to intra-personal and inter-personal needs.

According to Vagasi (2004), the concept of marketing is extending towards

fulfilling the needs of future generations, which further means that creating,

communication and delivering sustainability-based value to customer. It can be said that

company must balance its marketing strategy in such a way that customer needs can be

fulfilled after maintaining profitability, public interests and ecology.

Sustainability in Marketing Strategy. According to Peattie (2010) marketing has

witnessed changes as the sustainability is making its way in marketing practices. There is

need to consider sustainability to develop marketing strategy, which means that the

company must adopt sustainability in strategic marketing practices and marketing mix. But,

on the other hand, it is not easy to formulate and implement, because customer is the one

according to needs and wants of whom marketing strategy of the company is designed.

Moreover, integrating sustainability into marketing strategy is another unique task and

objective. Sustainability marketing is different because the customer demand must be

fulfilled but not necessarily by communicating in language of customer on the other hand,

sustainability marketing strategy not only resulting in added value to customer but also

building long term relationships with customers, which are not only beneficial for business

but also for society and ecology.

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According to Camino (2007) the companies are slow in adopting this concept in

marketing strategy. Despite of the emergence of sustainability, companies are still planning

to make best use of it in their marketing strategy. The companies must give importance to

sustainability issues as its importance has already realized. It is a win-win approach both

from the side of company and customers. Therefore, companies must resolve related issues

and challenges to adopt the sustainability criteria in marketing.

Moreover, it will become a moral obligation in future. Before that companies

should pro-actively adopt sustainability in marketing strategy. Companies must learn from

modern marketing that production concept will not hold good in case of sustainability

marketing and they must make sure and treat this as a new concept (Whiting, 2008).

According to Rahmani (2017) sustainable development in food chain management

is introduced as one of the basic concepts in production management. Paying attention to

economic, social and environmental needs of the society is essential in gaining competitive

advantage in the global market. Therefore, in order to achieve sustainable development,

appropriate programs and strategies should be considered by managers throughout the food

park industry.

Sustainability/Marketing Mix in Food Parks. According to Food Cartology

(2018) sustainability socially through the personal interactions common at food parks;

economically by promoting local businesses and neighborhood retail areas; and cultural.
 29

Product. According to Kotler (2008) field of marketing mix has also evolved over

time. Whereas the product concept holds that the consumers prefer quality products with

sound performance and innovative features.

According to Mc Daniel (2001) to successfully develop sustainable products, a

company must learn how to effectively integrate sustainability concepts into its product

development process. Sustainable product cannot be practiced in isolation; rather it must

be one facet in a multi-faceted approach that considers cost, ease of use, functional

performance, manufacturability, and other key product requirements.

According to Baldwin (2010) sustainability is a growing concern in the food

industry. This is partly because the food industry plays a significant role in our basic needs.

The life cycle of food products includes agriculture, manufacturing, packaging and

distribution are important to sustain the food industry.

Food is essential to life. It also forms an important part of our cultural identity and

plays an important role in the economy. People are aware that the food they eat is an

important factor affecting their health, but what is less well known is the impact producing

and consuming food has on the world's resources.

Price. According to the study of Saylor Academy (2012) price is the monetary (or

bartered) amount a consumer pays for a product or service based on the product or service’s

value or worth. For sustainable products, pricing has often been an issue limiting a

product’s or service’s mass acceptance and market growth.

 30

According to Myrick (2018) setting prices for the products you sell from your food

parks is one of the most crucial components to running it, because the prices you set directly

affect your ability to sell, cover costs, and generate your desired level of profit.

According to Gartenstein (2019) food prices should be set relative to what

customers are willing and able to pay and what similar businesses are charging for

comparable food. Setting high prices communicates that you believe you are providing a

high-quality product that is worth that amount. Setting low prices attracts price-conscious

customers and communicates that you are committed to providing a sensible, affordable

alternative. Even if you set low prices in order to attract customers, they shouldn't be so

low that you are unable to make ends meet for the Food Parks to be sustainable.

According to Jensen (2016) one common pricing strategy for food vendors is to

price one of your products well below the competition and market rate, or even below your

own cost, as a way drawing in customers. This is known as a "loss leader" because even

though you might lose money on that product, you can make up for it by boosting sales in

other areas.

Place. According to Saylor Academy (2012) place is where the product can be

purchased and includes how the product is distributed to the purchase location. Place can

be a physical store as well as a virtual store on the Internet.

According to Tiger Chef (2019) opening a successful Food Park is all about

location; physical brick-and-mortar venues matter even in today’s world of virtual reality.
 31

Location can make or break a Food Park. In “Location: A Strategic Marketing Imperative,”

Forbes advises that researching Food Park’s location is the key to success or failure.

Although a few universal criteria exist, such as accessibility, parking and visibility, not

every restaurant is suitable for every location; nor is every location right for every Food

Park. The right location is determined by a combination of Food Park concept and ideal

customer. If you can define Food Park type and identify your target demographics, you’ll

be well on your way to choosing a Food Park location that sets your business up for success.

Food Park location must take customer demographics into consideration, including

information such as age, gender, relationship status, median income, religion, environment,

and ethnicity. Food Park owners must know who their ideal customer is, and how that

matches with the demographics of the surrounding neighborhood.

Promotion. According to Kotler (2008) selling concept relies on aggressive selling

and promotion. But in the mid of twentieth century, marketing concept came with a focus

on consumer centric approach. It holds that the marketing activities should be based on

creating communicating and delivering superior value to targeted customers. The societal

marketing concept came, which is based on bringing social and ethical consideration into

marketing activities.

According to Saylor Academy (2012) communication tools and tactics that a

company uses to promote and market their product. There are many ways to communicate

a company’s products and benefits. Branding is the cornerstone of the communications

platform. A brand is an image in the consumer’s mind for a particular product or service.
 32

Strong sustainable brands should have a brand image of the product or service having a

positive impact on people and the environment.

Theoretical Framework

According to Cognite Marketing (2017), marketing mix is a way in which you take

a new product or service to the market. It helps you to define your marketing options in

terms of price, product, promotion, and place so that your offering meets a specific

customer need or demand.

The 4 Ps, in its modern form, was first proposed by E. Jerome McCarthy; who

presented them within a managerial approach that covered analysis, consumer

behavior, market research, market segmentation, and planning.

Figure 1. McCarthy’s 4 Ps Model

The 4 Ps Model

Product. The first of the Four Ps of marketing is product. A product can be either

a tangible good or an intangible service that fulfills a need or want of consumers. Whether
 33

you sell custom pallets and wood products or provide luxury accommodations, it is

imperative that you have a clear grasp of exactly what your product is and what makes it

unique before you can successfully market it.

Price. Once a concrete understanding of the product offering is established, we can

start making some pricing decisions. Price determinations will impact profit margins,

supply, demand and marketing strategy. Similar (in concept) products and brands may need

to be positioned differently based on varying price points, while price elasticity

considerations may influence our next two Ps.

Place. Often you will hear marketers saying that marketing is about putting the

right product, at the right price, at the right place, at the right time. It is critical then, to

evaluate what the ideal locations are to convert potential clients into actual clients. Today,

even in situations where the actual transaction does not happen on the web, the initial place

potential clients are engaged and converted is online.

Promotion. This element looks at the many ways marketing agencies disseminate

relevant product information to consumers and differentiate a particular product or service.

Promotion includes elements like advertising, public relations, social media marketing,

email marketing, search engine marketing, video marketing and more. Each touch point

must be supported by a well-positioned brand to truly maximize return on investment.

This framework serves as an outline in analyzing the sustainability of selected food

parks in CAMANAVA. The researcher chose this framework because they believe that the

elements in these four categories will help in the development of marketing strategies and
 34

schemes which will help food park owners and tenants maximize the potential and

sustainability of their products and evaluate opportunities to increase sales while driving

business growth.

Conceptual Framework

INPUT PROCESS OUTPUT

1. Demographic Collection of data Proposed
profile of the
respondents in terms through survey sustainability plan
of: questionnaire

1.1 Gender

1.2 Age Statistical

1.3 Employment Treatment of Data
Status Using ANOVA

2. Sustainability of
selected food parks
in CAMANAVA in
terms of:

2.1 Product

2.2 Price

2.3 Place

2.4 Promotion

Figure 2. Research Paradigm

 35

This study zeroes in on the sustainability of selected food parks in CAMANAVA

by employing the idea that for the food park industry to continuously thrive and succeed,

it should follow a specific sustainability plan tailored to target growth opportunities in four

different areas.

Statement of the Problem

This study aims to find out the sustainability of food parks in selected areas in

CAMANAVA. Moreover, it seeks to answer the following questions:

1. What is the demographic profile of the respondents in terms of?

a. Gender

b. Age

c. Employment Status

2. What is the assessed sustainability of select food parks in CAMANAVA in terms of?

a. Product

b. Price

c. Place

d. Promotion

3. What is the overall assessed sustainability of selected food parks in CAMANAVA?

4. Is there a significant difference in the overall assessed sustainability of the selected food

parks in CAMANAVA when profile of the respondents is considered?

 36

Hypothesis

There is no significant difference in the overall assessed sustainability of the

selected food parks in CAMANAVA when profile of the respondents is considered.

Significance of the Study

This study is a significant endeavor in helping selected food parks in CAMANAVA

to increase their weigh up the risks associated with several strategic options. This will also

be beneficial to up-and-coming players in the food park industry who would want to

measure whether their products will appeal to the market and generate profit while gaining

a steady stream of customers.

Scope and Limitations of the Study

The general intent of this study is to assess the marketing mix in selected food parks

in CAMANAVA and propose a sustainability plan that will help food park owners and

tenants devise a strategy that will help their business grow using the 4 P’s Marketing Mix

Model. This study will be conducted with a limited amount of financial resources, a

timeframe of three months, and will solely focus on food parks found in CAMANAVA

except for Navotas as there is no established food park in that municipality as of writing

this research.

Definition of Terms

These terms were conceptually and operationally defined to better understand the

terms used in the study.

 37

Aesthetics. A particular individual’s set of ideas about style and taste, along with

its expression (Dictionary, 2012).

CAMANAVA. Caloocan, Malabon, Navotas and Valenzuela.

Distribution Channel. The path through which goods and services travel from the

vendor to the consumer or payments for those products travel from the consumer to the

vendor (Business Dictionary, 2018).

Entrepreneur. Someone who exercises initiative by organizing a venture to take

benefit of an opportunity and, as the decision maker, decides what, how, and how much of

a good or service will be produced (Business Dictionary, 2018).

Franchise. Arrangement where one party (the franchiser) grants another party (the

franchisee) the right to use its trademark or tradename as well as certain business systems

and processes, to produce and market a good or service according to certain specifications

(Business Dictionary, 2018).

Food Kiosks. A small structure with one or more open sides that is used to sell

foods.

Foodpreneur. Food entrepreneur

Merchant. Wholesaler or retailer who may buy goods from any or all sources for

resale to anyone and everyone for profit. In law, a merchant is held to a higher standard of

duty of care than a non-merchant because he or she is deemed to have expert knowledge

about the goods he or she deals in (Business Dictionary, 2018).

 38

Millennial. A person reaching young adulthood in the early 21st century, between

the ages of 22 and 36 in 2018 (Independent, 2018).

Social Media. Web-based communication tools that enable people to interact with

each other by both sharing and consuming information (Life Wire, 2018).
 39

Chapter 2

Methods

This chapter contains the methods that the researcher used in the study. It includes

the laying out of the research design, participants of the study, sampling technique, setting

of the study, the instruments and scale to be used, data gathering procedure and the

statistical treatment used in the study.

Research Locale

This study was conducted in three (3) selected food parks in CAMANAVA,

specifically in Chill Out Food Park in Caloocan, Maria’s Back Yard in Malabon, and Box

Yard Food Park in Valenzuela.

Figure 3. Chill Out Food Park Caloocan City

 40

Figure 4. Maria’s Backyard in Malabon City

Figure 5. Box Yard Food Park Valenzuela City

Research Participants

The respondents composed of (120) food park customers, with (40) respondents

per food park, which are located in Caloocan, Malabon, and Valenzuela. The respondents

answered a survey form which helps the researcher assess the sustainability of selected

food parks in CAMANAVA.

 41

Sampling Technique

The researcher used random sampling in this study because this is one of the

simplest forms of collecting data from the total population. Random sampling is a

technique in which each sample has an equal probability of being chosen. the sample were

chosen randomly and is meant to be unbiased representation of the total population. From

the selected food parks in CAMANAVA, the sample size was drawn proportionately, 40

respondents each Food Park.

Research Design

The researcher utilized the descriptive research design, specifically the quantitative

method. Descriptive research design is a scientific method which involves observing and

describing the behavior of a subject without influencing it in any way. Many scientific

disciplines use this method to obtain a general overview of the subject. By using the

quantitative method, the researcher were able to determine the relationship between one

thing [an independent variable] and another [a dependent or outcome variable] within a

population. To assess the sustainability of selected food parks in CAMANAVA, the

researcher provided a survey forms to the respondents.

Research Instruments

The researcher administered an adapted test questionnaire to the participants which

was designed according to the requirements of the study. The first part of the questionnaire

contains the personal profile of the respondents while the second part contains the
 42

questionnaire based on the 4 P’s Marketing Mix. The researcher used the five-point likert

scale which is commonly associated with surveys and is used in a wide variety of settings,

especially to ask whether you strongly agree, agree, neither agree or disagree, disagree, or

strongly disagree about something.

The researcher adapt and modify the questionnaires from “The Impact of Marketing

Mix on Customer Satisfaction: A Case Study Deriving Consensus Rankings from

Benchmarking” by Ling (2007) since both the researcher aims to examine the four facets

of the marketing mix model and its impact in the particular industry they have chosen.

Data Gathering and Procedure

The researcher prepared copies of a consent letter which was addressed to the

managers/supervisors of the selected food parks in Caloocan, Malabon, and Valenzuela

along with the survey questionnaires. After the approval to conduct the study, the

researcher then employ the survey among the respondents. The same procedures were

strictly followed amongst the selected food parks in CAMANAVA. After gathering the

relevant information from the survey conducted, the researcher made an analysis and

assessment on the marketing mix in selected food parks in CAMANAVA using statistical

treatment.
 43

Statistical Treatment

The researcher used statistical techniques to analyze the obtained data:

1. Descriptive statistics such as frequency, percentage, mean and standard deviation was

used to distinguish the over-all quantity of the demographic profile of the respondents

2. ANOVA was used as a statistical technique to assess potential differences in a scale-

level dependent variable by a nominal-level variable having 2 or more categories.

Statistical Treatment of Data

Responses to the “Assessment of Marketing Mix in Selected Food Parks in

CAMANAVA: Basis for Sustainability Plan” questionnaire by the respondents were

statistically analyzed with the data requirements of the study. Since the adopted instrument

went through psychometric test like proper validation, likert scale variables like Marketing

Mix (4 P’s) was treated as a scale data. Therefore, descriptive statistics like frequency

count, mean, standard deviation, percent and ranking are considered.

Profile of the respondents were cross-tabulated to the chosen food parks of the

respondents to show the detailed counts and distribution for a thorough comparison.

Profile of the respondents for this study consist of gender, age, employment status

and were considered as independent variables.

 44

While marketing mix factors (Product, Price, Place, Promotion) were considered as

dependent variables.

Independent sample t-test was used to test differences for profiles with two groups

like gender. Levene’s test under the independent sample t-test was used to test whether

these two groups have equal variances.

Analysis of Variance (ANOVA) was used for the profile of the respondents with

more than two groups like the coded age, and employment status. Levene’s test for equality

of variance was used to test whether the groups have equal variances. LSD test for equal

variances assumed and Games-Howell Test for equal variances not assumed was used for

Post-Hoc Multiple Comparison to know where the differences occurred.

Statistical Tools

Cross-tabulation and Frequency Counting. It was used to present the

demographic profile of the respondents particularly gender, age, and employment status.

Weighted Mean and Ranking. It was used to describe the indicators under the

marketing mix factors in getting the average scores or central value. Ranking was used to

describe the level and standing of each item under the indicated factors.

Independent Sample T-test. It was used to determine mean differences for gender

profile as to the total mean of each marketing factors.

 45

ANOVA was used to determine mean differences for the coded age, and employment

status as to the total mean of each marketing factors.

The Five-Point Likert Scale Interpretation

Scale Range Interpretation

5 5.0-4.6 Strongly Agree

4 4.5-3.7 Agree

3 3.6-2.8 Neutral

2 2.7-1.9 Disagree

1 1.8-1.0 Strongly Agree

 46

Chapter 3

Results and Discussion

This chapter provides the interpretations, analysis, summary of results and

representation of the study “Assessment of Marketing Mix in Selected Food Parks in

CAMANAVA: Basis for Sustainability Plan” based on the data gathered from the

respondents.

Demographic Profile of the Respondents

Gender
Table 1

Distribution of Respondents by Gender

Gender * Food Park Crosstabulation

Food Park Total
Chill Out Marias Backyard Box Yard
(Caloocan) (Malabon) (Valenzuela)
Male 19 17 8 44
Gender
Female 12 15 16 43
Total 31 32 24 87

Table 1 shows the distribution of respondent’s as to gender grouped by food park.

There were 44 males and 43 females. Out of 120 respondents 31 answered for Chill Out,

32 respondents answered for Marias Backyard and 24 respondents answered for Box Yard,

the remaining 33 respondents did not answer and considered missing for this variable (See

Appendix A). Furthermore, out of 44 male respondents, 19 came from Chill Out food park,
 47

17 from Marias Backyard and only 8 came from Box Yard. Out of 43 female respondents,

12 came from Chill Out, 15 from Marias Backyard and the remaining 16 from Box Yard.

This means that when it comes to respondent’s gender, they are almost the same

because people go there by group. Food Parks is more than just a place to eat, food parks

have become a top hangout place.

Age
Table 2

Distribution of Respondents by Age

Age * Food Park Crosstabulation

Food Park Total
Chill Out Marias Box Yard
(Caloocan) Backyard (Valenzuela)
(Malabon)
18 – 20 years old 5 5 7 17
20 - 35 years old 18 17 7 42
Age
36 - 50 years old 8 8 7 23
More than 50 2 2 1 5
Total 33 32 22 87
Table 2 shows the distribution of respondent’s as to age grouped by food park.

There were 77 respondents who is less than 20 years old, 42 respondents are aged 20-35

years old, 23 respondents are aged 36-50 years old and only 5 respondents are more than

50 years old. Out of 120 respondents 33 answered for Chill Out, 32 respondents answered

for Marias Backyard and 22 respondents answered for Box Yard, the remaining 33

respondents did not answer and considered missing for this variable (See Appendix A).
 48

Furthermore, out of 17 respondents whose age is less than 20, 5 came from Chill Out food

park, 5 from Marias Backyard and 7 came from Box Yard. Out of 42 respondents whose

age is 20-35 years old, 18 came from Chill Out, 17 from Marias Backyard and only 7 came

from Box Yard. Out of 23 respondents whose age is 36-50 years old, 8 came from Chill

Out, 8 from Marias Backyard and 7 came from Box Yard. Finally, out of 5 respondents

whose age is more than 50 years old, 2 came from Chill Out, 2 from Marias Backyard and

only 1 came from Box Yard.

According to Myrick (2018) millennials are those who ages 19 to 34 they want new,

unique and authentic when it comes to food choices.

Employment Status
Table 3

Distribution of Respondents as to Employment Status

Employment Status * Food Park Crosstabulation

Food Park Total
Chill Out Marias Box Yard
(Caloocan) Backyard (Valenzuela)
(Malabon)
Student 17 17 13 47
Employment
Employed 17 10 8 35
Status
Unemployed 2 6 2 10
Total 36 33 23 92

Table 3 shows the distribution of respondent’s as to employment status grouped by

food park. There were 47 respondents who were students, 35 respondents were employed,
 49

and only 10 respondents unemployed. Out of 120 respondents 36 answered for Chill Out,

33 respondents answered for Marias Backyard and 23 respondents answered for Box Yard,

the remaining 28 respondents did not answer and considered missing for this variable (See

Appendix A). Furthermore, out of 47 student respondents, 17 came from Chill Out food

park, 17 from Marias Backyard and 13 came from Box Yard. Out of 35 employed

respondents, 17 came from Chill Out, 10 from Marias Backyard and 8 came from Box

Yard. Finally, out of 10 unemployed respondents, 2 came from Chill Out, 6 from Marias

Backyard and 2 came from Box Yard.

There were 47 students who answered the questionnaire, they come in Food Parks

after school, especially on weekends. They hang out and relax with their friends after

stressful week at school. The 35 respondents who answered my questionnaires belongs to

employed people, for the reasons that most of them choose to eat at Food Parks when taking

their break and just to relax after their work. The 10 respondents who answered are

unemployed even though they are unemployed they still have the buying capacity to buy

food at Food Park.

The demographic profile of the respondents is an important aspect of consumer

research as the nuances of consumer behavior can vary with changes in the demographic

variables. Questions enquiring about the profile of respondents of marketing and consumer

research can be used to make profiles of the respondents that are part of the target market

for the relevant study.

 50

Respondents Assessment on the Sustainability of Selected Food Parks in

CAMANAVA in terms of the 4 P’s
Product Factor

Table 4

Perceived Sustainability for Product Factor

Mean
Product Factor Chill Marias Box Total
Out Backyar Yard
d
1. This food park offers high quality products 3.98 3.93 3.83 3.91

2. This food park has several stores to choose 3.85 3.75 3.75 3.78
from
3. Purchased products in this food park are 3.95 3.88 3.73 3.85
always in good condition/guaranteed fresh
4. The presentation/packaging of products in 3.78 3.78 3.79 3.78
this food park is pleasant
5. The stores in this food park offer replacement 3.78 3.70 3.75 3.74
for the products they serve which are not of
good quality
6. This food park has the widest selection of 3.60 3.83 3.74 3.72
products to choose from
Total 3.82 3.81 3.76

Table 4 shows the cross-tabulation between the food parks of the respondents and

the product factors. Overall, the respondents’ assessment implies that there is a positive

and agreeable attitude towards the different items for product factor. Particularly among

the Chill Out respondents (M = 3.82) has the highest positive and agreeable attitude

towards the different items of product factor compared to the other food parks. Box Yard

respondents has the least positive and agreeable attitude towards the different items for

product factor (M = 3.76). The highest rank item as perceived by the respondents as to
 51

their choice of food park is “This food park offers high quality products” with a mean of

(M = 3.91) while the least rank item is “This food park has the widest selection of products

to choose from” with a mean of (M = 3.72).

In terms of Product, customers want high quality products with a mean of 3.91.

According to Linton (2018), quality is critical to satisfying your customers and retaining

their loyalty, so they continue to buy from you in the future. Quality products make an

important contribution to long-term revenue and profitability.

The least rank item is “This food park has the widest selection of products to choose

from” with a mean of 3.72 as of doing the survey in Food Parks the researcher saw that

other stalls are closed.

Price Factor
Table 5

Perceived Sustainability for Price Factor

Mean
Price Factor Chill Marias Box Total
Out Backyar Yard
d
1. I can get a lower price if I buy additional 3.83 4.03 3.74 3.87
products
2. This food park offers the overall lowest price 3.49 3.73 3.64 3.62
in the area
3. The stores in this food park maintains the 3.85 3.80 3.64 3.76
best everyday price for most of their products
4. The price of the products is reasonable 3.48 3.68 3.66 3.60

5. This food park consistently provides the best 3.85 3.85 3.62 3.77
values for money
6. The prices of the products are low throughout 3.78 3.78 3.56 3.71
the year
 52

Total 3.70 3.81 3.63

Table 5 shows the cross-tabulation between the food parks of the respondents and

the sustainability of price factors. Overall, the respondents’ assessment implies that there

is a positive and agreeable attitude towards the different items for price factor. Particularly

among the Marias Backyard respondents (M = 3.81) has the highest positive and agreeable

attitude towards the different items of price factor compared to the other food parks. Box

Yard respondents has the least positive and agreeable attitude towards the different items

for price factor (M = 3.63). The highest rank item as perceived by the respondents as to

their choice of food park is “I can get a lower price if I buy additional products” with a

mean of (M = 3.87) while the least rank item is “The price of the products is reasonable”

with a mean of (M = 3.60).

According to Wong (2016) every brand uses discounts or other promotions to grow

their businesses. He said that discounts create a favorable brand image, deliver happiness

to new and returning customers, and boost long-term profitability and sales.

Place Factor

Table 6

Perceived Sustainability for Place Factor

Mean
Place Factor Chill Marias Box Total
Out Backyard Yard
1. This food park is guarded and secured 3.93 3.85 3.65 3.81

2. Convenient parking of vehicles is always 3.90 3.98 3.62 3.83

available
 53

3. This food park is near to where I live 3.73 3.80 3.54 3.69

4. The atmosphere and decoration of this food 3.65 3.88 3.54 3.69
park are appealing
5. The layout of this food park makes it easy for 3.69 3.78 3.54 3.67
me to find what I need
6. I can use convenient public transport to get to 3.65 3.85 3.55 3.68
this food park
Total 3.76 3.85 3.57

Table 6 shows the cross-tabulation between the food parks of the respondents and

the sustainability of place factors. Overall, the respondents’ assessment implies that there

is a positive and agreeable attitude towards the different items for place factor. Particularly

among the Marias Backyard respondents (M = 3.85) with the highest positive and agreeable

attitude towards the different items of place factor compared to the other food parks. Box

Yard respondents has the least positive and agreeable attitude towards the different items

for product factor (M = 3.57). The highest rank item as perceived by the respondents as to

their choice of food park is “Convenient parking of vehicles is always available” with a

mean of (M = 3.83) while the least rank item is “The layout of this food park makes it easy

for me to find what I need” with a mean of (M = 3.67).

In terms of place, “Convenient parking of vehicles is always available” is the highest rank

item with a mean of 3.83. As for doing the survey I notice that the Chill Out, Maria’s and

Box Yard Food Park has their own parking space exclusive for customers. According to

Buzz time (2016) if customers love the food and the experience, they’ll figure out a parking

solution. But providing plenty of parking may be your key to success.

 54

While the least rank item is “The layout of this food park makes it easy for me to

find what I need” with a mean of 3.67 I also notice that the stalls are randomly positioned

in the Food Park they are not organize according to food types.

Promotion Factor

Table 7

Perceived Sustainability for Promotion Factor

Mean
Promotion Factor Chill Marias Box Total
Out Backyard Yard
1. The advertised products of this food park’s 3.35 3.70 3.18 3.41
stores are always available
2. The stores offer coupons/discounts 2.93 3.38 2.62 2.97

3. Seasonal promotions are available 2.88 3.40 2.67 2.98

4. I love going to this food park because they 2.60 3.20 2.61 2.80
offer a membership card with discounts
5. I am well informed of the promotions held in 2.95 3.25 2.76 2.99
this food park
6. The promotions in this food park are always 3.23 3.30 2.89 3.14
attractive
Total 2.99 3.37 2.79

Table 7 shows the cross-tabulation between the food parks of the respondents and

the sustainability of promotion factors. Overall, the respondents’ assessment implies that

there is a neutral attitude towards the different items for promotion factor. Particularly

among the Marias Backyard respondents (M = 3.37) has the highest neutral attitude

towards the different items of place factor compared to the other food parks. Box Yard

respondents has the least neutral attitude towards the different items for promotion factor

(M = 2.79). The highest rank item as perceived by the respondents as to their choice of
 55

food park is “The advertised products of this food park’s stores are always available” with

a mean of (M = 3.41) while the least rank item is “I love going to this food park because

they offer a membership card with discounts” with a mean of (M = 2.80).

According to Hessinger (2018) advertising include attracting new customers and

helping them sell more products and services to existing customers. It can increase

profitability.

Overall Assessment on the Sustainability of Selected Food Parks in CAMANAVA

Table 8

Overall Perceived Sustainability of Selected Food Parks

Mean
Factors Chill Out Marias Backyard Box Yard Total
(Caloocan) (Malabon) (Valenzuela
)
1. Product 3.82 3.81 3.73 3.79

2. Price 3.70 3.81 3.63 3.71

3. Place 3.74 3.85 3.50 3.70

4. Promotion 2.99 3.37 2.75 3.04

Total 3.56 3.71 3.40

Table 8 shows the cross-tabulation between the chosen food parks of the

respondents and the different marketing factors. Overall, the respondents’ assessment

implies that there is a positive and agreeable attitude towards the different marketing

factors. Particularly Marias Backyard respondents (M = 3.71) has the highest positive and

agreeable attitude towards the different factors compared to the other food parks. Box Yard
 56

respondents has the least positive and agreeable attitude towards the different factors (M =

3.40). The highest rank factor as perceived by the respondents as to their chosen food park

is “Product Factor” with a mean of (M = 3.79) while the least rank factor is “Promotion”

with a mean of (M = 3.04).

In line with Marketing Mix, Cleverism (2014) product has a vital role in developing

the strategy for the overall marketing mix which includes place, price and promotion.

Through a definition of the product features and benefits, the rest of the marketing mix

elements are determined and agreed upon.

Significant Differences in the Respondents’ Overall Assessed Sustainability of the

Selected Food Parks in CAMANAVA when Profile is Considered

Significant Difference between Gender and Overall Assessed Sustainability

Factors
Table 9

Differences in Mean on Respondents Gender with the Overall Assessed Sustainability

Factors
Factors Gender N M Sd t-value df Sig. Decision

Product Male 44 3.85 .62 .955 85 .342 Fail to reject

Ho
Female 43 3.72 .58
Price Male 44 3.90 .56 2.458 85 .016* Reject Ho
Female 43 3.58 .66
Place Male 44 3.84 .65 1.668 85 .099 Fail to reject
Ho
Female 43 3.61 .65
 57

Promoti Male 44 3.15 1.05 .303 85 .763 Fail to reject

Ho
on Female 43 3.08 1.11
*Significant at 0.05

An independent sample t-test was conducted to compare the mean difference

between male and female respondents on their perceived sustainability factors. The

Levene’s test suggests that there were no violations on their test of homogeneity for all the

factors, therefore equal variances between the two groups for these factors are assumed

(See Appendix).

Table 9 shows that among the respondents (N = 87), there was no statistically

significant difference between male and female respondents for the factors product [t(85)

= .955; p = .342]; place [t(85) = 1.668; p = .099], and promotion [t(85) = .303; p = .763]

with regards to their perceived sustainability factors. This implies that there is not enough

evidence to reject the null hypothesis. That is, male and female respondents have the same

perception on the sustainability of the selected food parks under these factors. However,

there is a significant difference between male and female respondents for the price factor

[t(85) = 2.458; p = .016]. This implies that there is enough evidence to reject the null

hypothesis that is, male respondents have higher perception (M = 3.90) on the sustainability

for price factor compared to female respondents (M = 3.58).

There is no significant difference as to respondent’s gender when it comes to

product, place and promotion with regards to their sustainability factors. However, there is
 58

significant difference as to respondents’ gender when it comes to price. This means that

when buying food, they consider the product price before they purchase.

This result is similar to the study made by Anandarajan and Sivagami (2016)

stating, “consumers also consider the quality and prices before buying a product”

Significant Difference between Age and Overall Assessed Sustainability Factors

Table 10

Differences in Mean on Respondents Age with the Overall Assessed Sustainability Factors

Less 20-35 36-50 More F- P- Decision

than 20 than Valu Valu
50 e e
Factors M M M M
Product 4.01 3.76 3.83 3.57 .974 .409 Fail to Reject
Ho
Price 4.00 3.73 3.68 3.93 1.169 .326 Fail to Reject
Ho
Place 3.88 3.81 3.64 3.40 .990 .401 Fail to Reject
Ho
Promotion 3.19 3.23 3.25 2.47 .801 .497 Fail to Reject
Ho

To determine the mean differences on respondents’ age and the perceived overall

assessed sustainability factors, a one-way ANOVA was performed. The Levene’s test

suggests that there were no violations on their test of homogeneity for all the factors,

therefore equal variances between the four groups for these factors are assumed (See

Appendix).

Table 10 shows that there was no statistically significant difference between age

and respondents perceived overall assessed sustainability factors. This implies that there is
 59

not enough evidence to reject the null hypothesis. Respondents who belong to any group

under age variable have the same perception on the overall assessed sustainability factors.

When doing the survey in the Food Parks, I see people of all ages. They go to food

parks to fill their stomachs and socialize.

This result is similar to the study of Professor Robin Dunbar (2017) where he found

that people who eat socially are more likely to feel better about themselves and have a

wider social network capable of providing social and emotional support.

Significant Difference between Employment Status and Overall assessed

Sustainability Factors
Table 11

Differences in Mean on Respondents Employment Status with the Overall Assessed

Sustainability Factors
Student Employed Unemployed F- P- Decision
Value Value
Factors M M M
Product 3.89 3.70 3.77 .991 .375 Fail to
Reject Ho
Price 3.84 3.54 4.07 4.130 .019* Reject Ho

Place 3.83 3.63 3.92 1.318 .273 Fail to

Reject Ho
Promotion 3.17 3.08 3.40 .375 .688 Fail to
Reject Ho
*Significant at 0.05

To determine mean differences on respondents’ employment status and the

perceived overall assessed sustainability factors, a one-way ANOVA was performed. The

Levene’s test suggests that there were no violations on their test of homogeneity for the

factors Product (p = .642), Place (p = .593) and Promotion (p = .150), therefore equal
 60

variances between the three groups for these factors are assumed. However, there is a

violation on the test of homogeneity for the Price factor (p = .019) therefore equal variances

between the three groups for this factor is not uttassumed (See Appendix).

Table 11 shows that there was no statistically significant difference between

employment status and Product factor [F (2,89) = .991, p = .375], Place factor [F (2,89)

= 1.318, p = .273], Promotion [F(2,89) = .375, p = .688]. This implies that there is not

enough evidence to reject the null hypothesis. That is, respondents who belong to any group

under employment status variable have the same perception on these factors. However,

there is a statistically significant difference between employment status and Price factor [F

(2,89) = 4.13, p = .019]. This implies that there is enough evidence to reject the null

hypothesis. That is, respondents who belong to any group under employment status

variable have the different perception on this factor.

When it comes to employment status there is a significant difference when it comes

to pricing, no matter what status they are still they need to eat even if they don’t have a

work or they are still studying but they are more practical than those who are employed.

According to Shoham (1995) income affords the resources to eat out and to purchase

convenience products.

To know where in the groups these differences occur, a Games-Howell post-hoc

test for multiple comparison is used for the respondents’ employment status and perceived

assessed price factor since equal variances for the employment status groups are not

assumed (See Appendix).

 61

Table 12
Post-hoc Test for Multiple Comparison

Employment Employment Mean Difference Sig.

Status (I) Status (J) (I-J)
Price Factor Employed Unemployed -.529 .016*

Table 12 illustrates where the mean differences occurred between the

employment status group of the respondents and the price factor mean. The table further

shows that only respondents who are employed have a different perceived sustainability

compared to respondents who are unemployed (p < .05).

The result implies that the respondent’s employment status is a significant factor

when it comes to pricing. This could be connected to the financial capability of people

employed, and how they are more concerned with what the money they earned will be used

with (Wolfsohn, 2014).

 62

Chapter 4

Summary of Findings, Conclusion and Recommendations

In this chapter, the main findings were summarized as responses to the propositions

presented in previous chapter. The chapter contained recommendations to management and

made suggestion for future research.

Summary of Findings

Based on the results from the analysis of the surveyed data, these findings were

drawn and presented.

The Profile of the Respondents Consider these.

Gender. One hundred twenty (120) customers were surveyed, males majority were

(43) while female totaled (43).

Age. One hundred twenty (120) customers were surveyed, and it appears that their

ages ranged from 20-35 years old were the primary customer (42); least of the customer

were those who were more than 50 years old (5). Other ages groups were less than 20, and

36-50 years old.

Employment Status. One hundred twenty (120) customers were surveyed, the

highest group is employed (35); the least is unemployed (10).

 63

Marketing Mix considered these:

Product. Customers want high quality products. Quality products make an

important contribution to long-term revenue and profitability.

Price. Customers get a lower price if they buy additional product. The people go

there are usually by group of friends.

Place. “Convenient parking of vehicles is always available” is the highest rank

item. As for doing the survey I notice that Food Parks has their own parking space exclusive

for customers.

Promotion. The highest rank item as perceived by the respondents as to their choice

of food park is “The advertised products of this food park’s stores are always available”.

Conclusion

This study aims to find out the sustainability of food parks in selected areas in

CAMANAVA. Total respondents of the study were 87, with 44 males and 43 females,

majority of which were 20-35 years old and were students. the respondents’ assessment

implies that there is a positive and agreeable attitude towards the different items for

product, price, and place factors. For the promotion factor, the respondents’ assessment

implies that there is a neutral attitude towards the different items. The overall assessed

sustainability of select food parks in CAMANAVA shows that the respondents imply that

there is a positive and agreeable attitude towards the different marketing factors. Equal
 64

variances between males and females for factors excluding price factor were assumed

therefore there is no significant difference when gender is considered. Male respondents

have higher perception on the sustainability for price factor compared to female

respondents. There was no statistically significant difference between age and respondents

perceived overall assessed sustainability factors. Equal variances between students,

unemployed, and employed respondents for factors excluding price factor were assumed

therefore there is no significant difference to those factors when employment is considered.

Respondents who belong to any group under employment status variable have the different

perception on the price factor.

Recommendations

After the conduct of the survey at Food Parks the researcher notices some factors

that needs to be improved, also these are the customer’s feedbacks and opinions while

doing the interview. These are the following recommendation according to Marketing Mix.

Recommendation for Food Park owners:

1. Food stalls should be maintained and clean because customers are more particular when

it comes to cleanliness.

2. Food Parks should create new innovative products because researcher notice that every

Food Park has the same food choices or food menu.

 65

3. Food Parks should consider the feedback of the customer because it can help them

specially customer knows what is missing or wrong in the Food Park. They should create

Feed Back forms and start strategizing.

4. Food Parks should maintain and improve their advertisement and promotional

strategies. It is important to gain new customers.

5. Food Parks location should be accessible and easier to find by the customers because

not all food parks were not in the greatest area.

6. One of the factors that customers want according to the result of this research is

“Convenient parking of vehicles is always available” but not all food parks have parking

space. Food park should have enough space for customer who have cars.

7. Lastly, food parks should have CCTV cameras or guard for the security of the customers.
 66

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 70

Appendix A

Survey Questionnaire
71
 72

Appendix B

Permission to Utilize Research Questionnaire

 73

Appendix C

Research Photo
 74

Appendix D

Permission to Conduct Survey

Maria’s Backyard
 75

Chill Out Food Park

 76

Box Yard Food Park

 77

Appendix E

Validation of Questionnaire
78
79
80
 81

Appendix F

SPSS Output

Profile of the Respondents

Age * Food Park Crosstabulation

Count

Food Park Total

Chill Out Marias Back Yard Box Yard

(Caloocan) (Malabon) (Valenzuela)

Less than 20 5 5 7 17

20 -35 years old 18 17 7 42

Age
36 - 50 years old 8 8 7 23

More than 50 2 2 1 5
Total 33 32 22 87

Gender * Food Park Crosstabulation

Count

Food Park Total

Chill Out Marias Back Yard Box Yard

(Caloocan) (Malabon) (Valenzuela)

Male 19 17 8 44
Gender
Female 12 15 16 43
Total 31 32 24 87

Employment Status * Food Park Crosstabulation

Count

Food Park Total

Chill Out Marias Back Yard Box Yard

(Caloocan) (Malabon) (Valenzuela)

Student 17 17 13 47

Employment Status Employed 17 10 8 35

Unemployed 2 6 2 10
Total 36 33 23 92
 82

Descriptive Statistics for Sustainability of Selected Food Parks in CAMANAVA in terms of

the 4 P’s Economic Factor

N Mean

Chill Out (Caloocan) 40 3.98

Marias Back Yard (Malabon) 40 3.93
This food park offers high quality products
Box Yard (Valenzuela) 40 3.83
Total 120 3.91
Chill Out (Caloocan) 40 3.85
Marias Back Yard (Malabon) 40 3.75
This food park has several stores to choose from
Box Yard (Valenzuela) 40 3.75
Total 120 3.78
Chill Out (Caloocan) 40 3.95
Purchased products in this food park are always in Marias Back Yard (Malabon) 40 3.88
good condition/guaranteed fresh Box Yard (Valenzuela) 40 3.73
Total 120 3.85
Chill Out (Caloocan) 40 3.78
The presentation/packaging of products in this food Marias Back Yard (Malabon) 40 3.78
park is pleasant Box Yard (Valenzuela) 39 3.79
Total 119 3.78
Chill Out (Caloocan) 40 3.78
The stores in this food park offer replacement for the Marias Back Yard (Malabon) 40 3.70
products they serve which are not of good quality Box Yard (Valenzuela) 40 3.75
Total 120 3.74
Chill Out (Caloocan) 40 3.60
This food park has the widest selection of products to Marias Back Yard (Malabon) 40 3.83
choose from Box Yard (Valenzuela) 39 3.74
Total 119 3.72
Chill Out (Caloocan) 40 3.82

Marias Back Yard (Malabon) 40 3.81

Product_Mean
Box Yard (Valenzuela) 40 3.73

Total 120 3.79

 83

N Mean

Chill Out (Caloocan) 40 3.83

I can get a lower price if I buy additional Marias Back Yard (Malabon) 40 4.03
products Box Yard (Valenzuela) 39 3.74
Total 119 3.87
Chill Out (Caloocan) 39 3.49
This food park offers the overall lowest Marias Back Yard (Malabon) 40 3.73
price in the area Box Yard (Valenzuela) 39 3.64
Total 118 3.62
Chill Out (Caloocan) 40 3.85
The stores in this food park maintains
Marias Back Yard (Malabon) 40 3.80
the best everyday price for most of their
Box Yard (Valenzuela) 39 3.64
products
Total 119 3.76
Chill Out (Caloocan) 40 3.48
Marias Back Yard (Malabon) 40 3.68
The price of the products is reasonable
Box Yard (Valenzuela) 38 3.66
Total 118 3.60
Chill Out (Caloocan) 40 3.85
This food park consistently provides the Marias Back Yard (Malabon) 40 3.85
best values for money Box Yard (Valenzuela) 39 3.62
Total 119 3.77
Chill Out (Caloocan) 40 3.78
The prices of the products are low Marias Back Yard (Malabon) 40 3.78
throughout the year Box Yard (Valenzuela) 39 3.56
Total 119 3.71
Chill Out (Caloocan) 40 3.70

Marias Back Yard (Malabon) 40 3.81

Price_Mean
Box Yard (Valenzuela) 39 3.63

Total 119 3.71

N Mean

Chill Out (Caloocan) 40 3.93

 84

Marias Back Yard (Malabon) 40 3.85

The stores in this food park offer fast
Box Yard (Valenzuela) 37 3.65
transaction
Total 117 3.81
Chill Out (Caloocan) 40 3.90
Convenient parking of vehicles is always Marias Back Yard (Malabon) 40 3.98
available Box Yard (Valenzuela) 39 3.62
Total 119 3.83
Chill Out (Caloocan) 40 3.73
Marias Back Yard (Malabon) 40 3.80
This food park is close to where I live
Box Yard (Valenzuela) 39 3.54
Total 119 3.69
Chill Out (Caloocan) 40 3.65
The atmosphere and decoration of this Marias Back Yard (Malabon) 40 3.88
food park are appealing Box Yard (Valenzuela) 37 3.54
Total 117 3.69
Chill Out (Caloocan) 39 3.69
The layout of this food park makes it Marias Back Yard (Malabon) 40 3.78
easy for me to find what I need Box Yard (Valenzuela) 39 3.54
Total 118 3.67
Chill Out (Caloocan) 40 3.65
I can use convenient public transport to Marias Back Yard (Malabon) 40 3.85
get to this food park Box Yard (Valenzuela) 38 3.55
Total 118 3.69
Chill Out (Caloocan) 40 3.74

Marias Back Yard (Malabon) 40 3.85

Place_Mean
Box Yard (Valenzuela) 39 3.50

Total 119 3.70

Overall Assessment on the Sustainability of Selected Food Parks in CAMANAVA

N Mean Std. Deviation

Chill Out (Caloocan) 40 3.82 .558

Product Mean Marias Back Yard (Malabon) 40 3.81 .607

Box Yard (Valenzuela) 40 3.73 .818

 85

Total 120 3.79 .666

Chill Out (Caloocan) 40 3.70 .634
Marias Back Yard (Malabon) 40 3.81 .501
Price_Mean
Box Yard (Valenzuela) 39 3.63 .856
Total 119 3.71 .676
Chill Out (Caloocan) 40 3.74 .682
Marias Back Yard (Malabon) 40 3.85 .568
Place_Mean
Box Yard (Valenzuela) 39 3.50 .857
Total 119 3.70 .721
Chill Out (Caloocan) 40 2.99 1.097

Marias Back Yard (Malabon) 40 3.37 .781

Promotion_Mean
Box Yard (Valenzuela) 39 2.75 1.352

Total 119 3.04 1.120

Independent Sample T-test for Gender and Overall Assessed Sustainability Factors

Group Statistics

Gender N Mean Std. Deviation Std. Error Mean

Male 44 23.09 3.734 .563

Product_Sum_Mean
Female 43 22.35 3.504 .534
Male 44 23.39 3.336 .503
Price_Sum_Mean
Female 43 21.47 3.936 .600
Male 44 23.07 3.890 .586
Place_Sum_Mean
Female 43 21.67 3.902 .595
Male 44 18.91 6.294 .949
Promotion_Sum_Mean
Female 43 18.49 6.663 1.016

Levene's Test for

Equality of
Variances

F Sig. t df Sig. (2-

tailed)

Product_Sum_Mean Equal variances assumed .046 .830 .955 85 .342

 86

Equal variances not assumed .956 84.862 .342

Equal variances assumed .792 .376 2.458 85 .016
Price_Sum_Mean
Equal variances not assumed 2.454 82.129 .016
Equal variances assumed .032 .859 1.668 85 .099
Place_Sum_Mean
Equal variances not assumed 1.668 84.942 .099
Equal variances assumed .000 .987 .303 85 .763
Promotion_Sum_Mean
Equal variances not assumed .303 84.458 .763

ANOVA for Age and Overall Assessed Sustainability Factors

N Mean

Less than 20 17 4.01

20 -35 years old 42 3.76

Product_Mean 36 - 50 years old 23 3.83

More than 50 5 3.57

Total 87 3.82
Less than 20 17 4.00
20 -35 years old 42 3.73
Price_Mean 36 - 50 years old 23 3.68
More than 50 5 3.93
Total 87 3.78
Less than 20 17 3.88
20 -35 years old 42 3.81
Place_Mean 36 - 50 years old 23 3.64
More than 50 5 3.40
Total 87 3.76
Less than 20 17 3.19

20 -35 years old 42 3.23

Promotion_Mean 36 - 50 years old 23 3.25

More than 50 5 2.47

Total 87 3.18

Test of Homogeneity of Variances

Levene Statistic df1 df2 Sig.

 87

Product_Mean .513 3 83 .675

Price_Mean .235 3 83 .872
Place_Mean 1.100 3 83 .354
Promotion_Mean 1.484 3 83 .225

ANOVA

Sum of Squares df Mean Square F Sig.

Between Groups 1.098 3 .366 .974 .409

Product_Mean Within Groups 31.182 83 .376

Total 32.280 86
Between Groups 1.269 3 .423 1.169 .326
Price_Mean Within Groups 30.026 83 .362
Total 31.295 86
Between Groups 1.309 3 .436 .990 .401
Place_Mean Within Groups 36.569 83 .441
Total 37.878 86
Between Groups 2.752 3 .917 .801 .497

Promotion_Mean Within Groups 95.006 83 1.145

Total 97.757 86

Robust Tests of Equality of Means

Statistica df1 df2 Sig.

Product_Mean Welch .805 3 16.463 .509

Price_Mean Welch 1.146 3 18.119 .357
Place_Mean Welch .754 3 16.155 .536
Promotion_Mean Welch 1.855 3 19.036 .172

a. Asymptotically F distributed.

Independent Sample T-Test for Tourism Impact Factors and Source of Income

Group Statistics

Source of Income N Mean Std. Deviation Std. Error Mean

 88

Agricultural 69 28.13 6.56 .78967

Economic_SumMean
Non - Agricultural 51 24.94 6.74 .94367
Agricultural 69 20.04 4.31 .51880
SandC_SumMean
Non - Agricultural 51 18.35 4.31 .60379
Agricultural 69 16.59 2.91 .35057
Envi_SumMean
Non - Agricultural 51 15.33 3.31 .46329

Levene's Test
for Equality of
Variances

F Sig. t df Sig. (2- Mean

tailed) Difference

Equal variances
1.016 .315 2.602 118 .010 3.18926
assumed
Economic_SumMean
Equal variances not
2.592 106.238 .011 3.18926
assumed
Equal variances
.008 .929 2.124 118 .036 1.69054
assumed
SandC_SumMean
Equal variances not
2.124 107.855 .036 1.69054
assumed
Equal variances
.677 .412 2.212 118 .029 1.26087
assumed
Envi_SumMean
Equal variances not
2.170 99.632 .032 1.26087
assumed

ANOVA for employment status and overall assessed sustainability factors.

N Mean

Student 47 3.89

Employed 35 3.70
Product_Mean
Unemployed 10 3.77
Total 92 3.80
Price_Mean Student 47 3.84
 89

Employed 35 3.54
Unemployed 10 4.07
Total 92 3.75
Student 47 3.83
Employed 35 3.63
Place_Mean
Unemployed 10 3.92
Total 92 3.77
Student 47 3.17

Employed 35 3.08
Promotion_Mean
Unemployed 10 3.40

Total 92 3.16

Test of Homogeneity of Variances

Levene Statistic df1 df2 Sig.

Product_Mean .445 2 89 .642

Price_Mean 3.459 2 89 .036
Place_Mean .525 2 89 .593
Promotion_Mean 1.940 2 89 .150

ANOVA

Sum of Squares df Mean Square F Sig.

Between Groups .679 2 .339 .991 .375

Product_Mean Within Groups 30.466 89 .342

Total 31.145 91
Between Groups 2.989 2 1.495 4.130 .019
Price_Mean Within Groups 32.205 89 .362
Total 35.194 91
Between Groups 1.056 2 .528 1.318 .273
Place_Mean Within Groups 35.669 89 .401
Total 36.726 91
Between Groups .797 2 .398 .375 .688

Promotion_Mean Within Groups 94.532 89 1.062

Total 95.329 91
 90

Robust Tests of Equality of Means

Statistica df1 df2 Sig.

Product_Mean Welch .936 2 26.629 .405

Price_Mean Welch 6.121 2 36.277 .005
Place_Mean Welch 1.451 2 29.332 .251
Promotion_Mean Welch .446 2 26.213 .645

a. Asymptotically F distributed.

Games-Howell Post-Hoc Test for Multiple Comparisons

Multiple Comparisons

Dependent Variable (I) Employment (J) Employment Mean Std. Sig. 95% Confidence
Status Status Difference Error Interval
(I-J) Lower Upper
Bound Bound
Employed .306 .143 .089 -.04 .65
Student
Unemployed -.223 .129 .216 -.54 .10
Games- Student -.306 .143 .089 -.65 .04
Employed
Howell Unemployed -.529* .150 .003 -.90 -.16
Student .223 .129 .216 -.10 .54
Unemployed
Employed .529* .150 .003 .16 .90
*. The mean difference is significant at the 0.05 level.
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Appendix G

Sustainability Plan

Sustainability Goal
The goal is to improve community engagement through promotion, innovate

products for customer retention, and build the image of the food parks that offer customers

more choices, more access and more availability.

Sustainability Objective
This plan also focuses on increasing community engagement, as well as building

relationships with all internal and external constituencies.

There are two major objectives I want to accomplish:

1. Improve the perception that the food parks offer high-quality and innovative products,

accessibility, and convenience.

2. Increase customer engagement with the community.

Project Design/ Implementation

Utilize new technologies, new media and the Internet to capture the attention of our

targeted market groups and bridge the unique, diverse products as a reflection of varied

interests of the community, for the rapid response to economic changes and innovation in

food offerings.
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Sustainability Audience
Primary Audience: Residents of the Nearby Vicinity. For the purpose of this

plan, I have segmented the targets in three primary groups with a focus on targeting Group

2 in year one and two.

Group 1: Individuals, ages 20 to 35, Working adults

Group 2: Individuals, ages 36 to 50 Sub-group

Group 3: Individuals below 20 years old

Secondary Audience: Influencers of Prospective Customers. Children and

Friends

Project Components/Method

Product

Innovative and Quality Products. The result shows that Foods in food park should

be improved and cater wide selection of products to choose from because it is in the least

rank meaning it should be changed or maintained. If you want to sustain your customer

your product must be good and unique. Food parks nowadays has the same food choices

they have a lot in common.

Goal. Customer retention if they see your unique menu, they will keep on going

back to your stall.

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Objectives

 Creative ideas

 Customer will keep on going back to Food Parks because of the food selection

that is not typical in another restaurant.

 Reputation Management

Action 1. Make new food variant that has not yet introduced to market. E.g. your

grandmother’s unique recipe of sinigang etc.

Action 2. Offer something no other food truck is offering

Action 3. Create eco-friendly packaging.

Action 4. Focus on the food taste not in the plating.

Action 5. Make your product unique and catchy to your target customers.

Price

Reasonable Food Price. The reasonable price is an amount your customers will

say is fair for the food they are ordering. If you charge too little, they may not value your

food enough. If you charge too much, they may feel your prices are too high and not eat at

your stall.

Goal. Keeping your customer loyalty with regards to food price.

Objective. Increase community engagement

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Action 1. Make the product price affordable yet reasonable.

Action 2. Make discount or coupon for loyal customers.

Place

Near to where they Live and Food Park Atmosphere. Food Park location must

take customer demographics into consideration, including information such as age,

gender, relationship status, median income, religion, environment, and ethnicity. Food

Park owners must know who their ideal customer is, and how that matches with the

demographics of the surrounding neighborhood.

Promotion

Imagine Building. Improve image and build top of mind awareness by active

product advertisements on Social Media.

Social Media Goal. Build online communities that allow current, future and former

customers to interact, keep up with and explore their connection with food parks and the

memories they have with the place.

Social Media Objectives.

 Increase Brand Awareness

 Search Engine Optimization

 Measure through Increased Referring Traffic

 Reputation Management
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 Measure mentions on blogs, online influencers

 Top of Mind Awareness

 Increase Community Engagement

Action 1. Develop system wide Social Media Protocols

Action 2. Develop a Social Media Strategy integrating with a major advertising

campaign

Action 3. Create a team of social media coordinators to monitor and interact with

communities.

Action 4. Create a mashup page of all official social media sites on a central

website

Timeline: Months 1-3

eMarketing. Drive target audience to the central website and encourage users to

forward site to their friends.

Action 1. Update and refresh central website and integrate more community

engagement.

 Create components to draw visitors back to the website on a continuing basis.

Ideas may include:

 Promoting seasonal discounts for barkada if they participate in the website’s

games since food park is a good place for barkadas.

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Timeline: Month 4

Broader Community: Community Support for the Project

I propose to evaluate and assess the effectiveness of each action item initiated

through various assessment methods on a regular basis as described below.

Evaluation and Assessment Factor

Printed Materials. For all printed materials, track the number of pieces distributed

and to whom (target audience group) it was distributed. Create a mini-survey/response card

inserts for each printed piece. The questions on the response card would ask readers how

the brochure/report could be improved and/or what kind of information they wish to

receive. The response card would also ask how the reader prefers to receive information

(i.e., in the mail, newspapers, radio, television, Internet, etc.). For large distributions of

materials to houses, request the community head to fill out an evaluation form to help us

better serve their needs.

Advertising. To assess the effectiveness of the social media advertising, conduct a

focus group evaluation of the social media advertisements prior to the launch to analyze

whether the key messages came across effectively.

Once the campaign is in place, we will track the number of requests for more

information via various communication tools (e.g. mobile phone, websites, etc.).
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Overall assessment of public relations and marketing campaign A market survey

will be conducted to give a baseline assessment on the perception and awareness of the

community for food parks. Results will be analyzed, and adjustments will be made as

deemed necessary for the next two years of the campaign.

On an Ongoing Basis, Responsibilities:

 Track customer counts and conduct mini surveys to find out where people heard

about the park and what they think of the park.

 Ask loyal customers where they heard about the park and what they like about it,

and give a discount as reward

 Conduct mini pop-up surveys on Website to assess the effectiveness of our site,

what can be improved on our Website, and how people prefer to receive their

information.

 Review all survey results on a regular basis and plan as deemed necessary.

 Analyze data related to customer count differences per year

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Curriculum Vitae

PATRICIA F. BACAYO

Blk. 28 Lot 36 Neo Vista Homes, Bagumbong, Caloocan City

Contact No: 0995-926-3000
E-mail: patriciabacayo2323@gmail.com
________________________________________________________________________

EDUCATIONAL BACKGROUND
2016 – 2020 DE LA SALLE ARANETA UNIVERSITY
Victoneta Ave, Malabon City
BSBA Major in Marketing Management

2012 – 2013 CAMARIN HIGH SCHOOL

Cadena De Amor, Caloocan City North,
Secondary Education

2008 – 2009 BAGBAGUIN ELEMENTARY SCHOOL

Meycauayan City Bulacan
Primary Education

AFFILIATIONS
2018 – 2019 JUNIOR MARKETING EXECUTIVES
De La Salle Araneta University
Victoneta Ave., Malabon City