Ateneo de Manila University

John Gokongwei School of Management

Project Information Cataloging System (PICS)

Class Project Information and Cover Sheet

Name of Students: School Year: 2020-2021 Sem: 2nd Sem

Arcala, Nicole Lyzette E.
Carreon, Maxine V.
Hizola, Leaf R. Subject Code: DECSC 25
Mamaclay, Camille Gwen M.
Salvilla, Roddane Verchel G. Course Name: Creative Thinking and
(Group 5) Innovative Management

Teacher: Maria Carmen N. Asinas

(Information below this line and in this

column for use by Faculty &/or PICS staff
only.)

Grade: Call Number:

Project Title: Course Project Functional Area:

Client: Greenwich Food Corp. Comment

Industry Category: Quick Service

Restaurant

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 TABLE OF CONTENTS
Executive Summary…………………………………………………………………………………….3
Part I - Define the Problem
Problem Statement……………………………………………………………………………..4
Survey Insights and Implications……………………………………………………………....4
Greenwich Sales Structure……………………………………………………………………..5
Mass Market Targeting………………………………………………………………………...5
Limited Internet Accessibility in the Philippines………………………………………………6
Rise of Online Delivery Applications and Current Delivery Constraints……………………...6
Part II - Explore/Preparation
Company History/Background/Financial Performance………………………………………..7
Vision/Mission…………………………………………………………………………………8
Industry Positioning and Major Competitors…………………………………………………..8
Target Segments………………………………………………………………………………..9
Major Products and Services…………………………………...………………………….....10
PESTLE Analysis…………………………………………………………………………….11
SWOT Analysis……………………………………………………………………………....11
Part III - Empathize
Discussion of the Survey Results……………………………………………………………..12
Customer Persona…………………………………………………………………………….24
Customer Journey Map……………………………………………………………………….24
Part IV - Ideation
Incubation: Brainstorming (Jamboard)……………………………………………………….25
Insight: Mind Map……………………………………………………………………………25
Data to Support Top 3 Ideas………………………………………………………………….26
Part V - Evaluation and Recommended Solution
Decision Matrix………………………………………………………………………………29
Projected Business Model Canvas……………………………………………………………30
Revised Customer Journey Map……………………………………………………………...30
Part VI - Prototype and Engage
Storyboard…………………………………………………………………………………….31
Part VII - Evolve
Concept Synthesis…………………………………………………………………………….32
Execution Plan of Strategic Requirements & Change Management…………………………32
Key Performance Indicators………………………………………………………………….35
References……………………………………………………………………………………………..36
Appendix………………………………………………………………………………………………39

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EXECUTIVE SUMMARY
Greenwich Pizza is a quick service restaurant that offers great-tasting pizzas and pastas under Jollibee
Foods Corporation (JFC). The company takes pride in strengthening the spirit of barkadahan through its affordable
products and aims to be the most loved pizza brand in the Philippines through its mass market targeting. They are
currently the market leader among pizza chains in terms of volume or store network but falls behind in terms of
its delivery service. At present, the food industry in which Greenwich is part of, noticed a recent upscale in terms
of delivery transactions and sales since quarantine protocols have been implemented wherein most come from
online access points. With this trend, Greenwich is originally challenged with growing its web delivery sales
considering the brand’s mass market targeting where most consumers from this segment have limited internet
connectivity. However, based on the data and insights collected from the study, the group discerned to revise this
challenge from limiting it to web delivery sales towards optimizing their overall sales structure by coming up with
an innovative solution of becoming more accessible to customers who either have limited internet connection or
prefer the accustomed dine-in & take-out transactions.
In order to achieve a better understanding of Greenwich’s mass market targeting and empathize with
their customers’ existing, new, and unmet needs, an online survey questionnaire was disseminated using a
convenience sampling method wherein the group selected connections that were easily accessible and were
perceived to best fit the mass market segment of the brand. Based on the results and insights gathered, the group
created an ideal customer persona and his/her current experience as a Greenwich consumer in the person of
Sharlene. Sharlene is a 20-year-old student who belongs to a household that earns P42,573 per month. She is a
pizza lover who is fond of promos and discounts because she values being thrifty, thus also preferring dine-in
over delivery due to additional delivery costs. She loves good-tasting and affordable food, as well as being able
to easily access these products and services. Afterwards, the dine-in experience of a Greenwich customer was
depicted through Sharlene’s customer journey map which shows the entire process from hearing about Greenwich,
to dining in at their physical store, until getting back home and leaving feedback on her dining experience. This
was further enhanced after the group decided on their respective solutions. In this customer journey map,
Sharlene’s experience is illustrated from learning about Greenwich’s new channel and offerings through their
social media platform, to visiting and trying their services and products, and finally, sharing her thoughts and
opinions about those.
Based on the study’s data collection, there were key findings that led to the revision of the original
problem statement of boosting the brand’s web sales towards optimizing the brand’s overall sales structure by
improving their other main channels aside from delivery most especially amidst the pandemic. In terms of
transaction preference, respondents belonging to both low and high income brackets still prefer dine-in and take-
out over delivery despite the pandemic situation. Furthermore, satisfaction levels based on the survey results were
comparably higher for dine-in and take-out compared to Greenwich’s delivery service. Lastly, based on a question
regarding why respondents do not patronize Greenwich’s delivery channel, the top 3 reasons were 1) Easily
accessible branches nearby their household; 2) Costly delivery fees; 3) Not reached by delivery service.
Meanwhile, the group was also able to provide hypothetical solutions in the survey and determined how it
appealed to Greenwich’s existing and potential customers based on their likeliness to patronize such ideas. Notable
ideas that appealed to the respondents were 1) Small take-out kiosks located in grocery & convenience stores and
2) Ready-to-cook pizzas and lasagnas available through Greenwich’s existing access points and local grocery
stores. Therefore, based on these positive remarks, the group recommends incorporating both ideas as our
innovative solution for Greenwich towards optimizing their overall sales structure and becoming more convenient
and accessible towards their current and potential customers that prefer dine-in and take-out or those that have
limited internet access amidst quarantine restrictions.

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PART I - DEFINE THE PROBLEM.
Original Problem: “The challenge for Greenwich is to grow web delivery sales considering the brand’s
mass market targeting. How can we grow web delivery sales among customers who have limited access
to quality internet connection?”

Revised Problem: The challenge for Greenwich is to optimize their overall sales structure considering
the brand’s mass market targeting. How can Greenwich become more accessible among customers
who have limited access to quality internet connection and those who prefer dine-in and take-out
transactions?

Survey Insights and Implications

Derived from the results of the 1-week period of collecting customer data, the group was able
to garner 40 respondents. From this group of respondents, they were further segmented into income
brackets based on their declared household income. The first income bracket would be the “Low Income
Bracket” or individuals belonging to the low-middle to low socioeconomic classes earning less than
Php 76,000. The second income bracket can be considered the “High Income Bracket” or respondents
belonging to the upper portion of the income classes, earning at least Php 76,000 and above. As a result,
there were some insights that led to revision of the problem statement. Firstly, in terms of main channels,
19/28 respondents belonging to the Low-Income Bracket and 8/12 respondents belonging to the High-
Income Bracket prefer Dine-in & Take-out transactions. Secondly, based on the question pertaining to
the reasons as to why they do not patronize Greenwich’s delivery channel, the top reasons were “Easy
access to a branch”, “Costly delivery fees”, and “Not reached by delivery service”. For the Easy access
to a branch reason, it garnered 17 votes (13 from the Low-income bracket and 4 from the High-income
bracket). Moreover, for the Costly delivery fees, this reason obtained 14 votes (12 from the Low-income
bracket and 2 from the High-income bracket). Lastly, on the reason of Not reached by delivery service,
it acquired 8 votes (7 from the Low-income category and 1 from the High-income category).
With this, it is apparent that satisfaction levels for Greenwich’s products and Dine-in & Take-
out transactions are comparably higher compared to delivery due to consumer’s easy access to a branch
or reluctant from paying costly delivery fees based on their limited budget on food. With this, why
dwell on optimizing delivery sales if their consumers are more satisfied and accustomed to dine in and
take out transactions? Thus, with the current surge of delivery sales of Greenwich, the attention must
not be on the delivery aspect of the business but repositioned towards optimizing their overall sales
structure.

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Greenwich Sales Structure
Greenwich has three (3) main channels where customers can enjoy the company’s food
offerings and these are through dine-in, take-out, and delivery. Before the COVID-19 Pandemic, Dine-
in was the largest channel followed by take-out in terms of sales leaving delivery as the smallest, but
the fastest growing channel throughout the years (Pabillore, 2021). However, due to their current store
network in which are mostly located in malls across the nation, quarantine safety protocols that hindered
mall operations and restricted mobility significantly affected their dine-in sales leading to a restructure
in strategy that dwelled on the off-premise channels of take-out and delivery. With this, it has been
noticed by the industry that delivery transactions and sales have surged ever since quarantine restrictions
have been imposed in 2020 (Flores & Castaño, 2020). Thus, based on this recent upscale of sales in the
delivery channel throughout the industry, Greenwich’s sales structure mostly consists of delivery
transactions through their different access points. These access points are through their #55555 hotline,
greewichdelivery.com website, and partnerships with aggregators such as Foodpanda and Grabfood
(“Greenwich: Contact Us”, n.d.). Although, contemporary times have shifted from an offline
preference for delivery towards the online setting (Sanchez, 2020) wherein Greenwich now acquires
more delivery sales through online access points, more specifically, their own website and
aggregators.

Mass Market Targeting

Greenwich, together with other restaurants under JFC, is considered a brand that caters to the
mass market or to the majority of Filipino consumers (Sab et al., 2013). Mass market targeting or
mass marketing “refers to a large, undifferentiated market of consumers with widely varied [economic]
backgrounds” (Chron, 2020). According to the Philippine Statistics Authority (PSA) on the latest
Family Income and Expenditure Survey, the population’s income class composition consists of 58.4%
belonging to the low-income class, 40% belonging to the middle class, and 1.4% belonging to the
high-income bracket (Zoleta, 2020). Therefore, Greenwich mainly aims to appeal to the low-income to
lower middle income classes or commonly classified as the lower spectrum of socioeconomic classes
in the Philippines; as this segment of the population constitutes to the majority of Filipino consumers
based on the definition of mass market. With this targeting, it is observed by Rakuten Insights that
delivery is not the primary method of choice for this target segment but more on dine-in and take-out
transactions to avoid additional delivery/unnecessary costs amidst the pandemic (Sanchez, 2020).
However, because of the limited mobility of this market under quarantine protocols, the delivery
channel has been appreciated and considered more based on the recent internal market study conducted
by Greenwich due to the absence of delivery fees. Provided that Greenwich has 3 main access points in
its delivery service, one offline and the 2 requiring online or internet access (excluding Ginnie the
Chatbot through FB Messenger as it is still in its pilot mode), a concern for Greenwich would be the
limited internet access of this population. Which then leads to the challenge that they are currently

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facing of how to improve overall sales composition through refining ordering accessibility
considering the brand’s mass market targeting instead of dwelling on the less immediate issue of
optimizing their web delivery sales given the limited capabilities of both their target market in terms of
internet connectivity and their hotline servers as the only offline alternative of this particular service.

Limited Internet Accessibility in the Philippines

In terms of the Philippines’ profile regarding internet accessibility, statistics from the National
Telecommunications Commission state that only 67% of the nation’s population have internet access
as of December 2019 (Magsambol, 2020). Furthermore, the Philippines is also ranked 83rd out of 138
countries in terms of digital readiness according to the Department of Science and Technology (Kritz,
2020). Leaving the country far from being a nation able to provide its citizens access to a stable,
affordable, and reliable internet connection. Wherein, such information implies that internet
connectivity is only accessible to those with the means to afford it in the country. Given such
information about the country, it has been a challenge for Greenwich’s mass market targeting to better
serve their target market provided the growth in online transactions while such customers have limited
access to quality internet connection. However, it is also crucial to define “limited access” as
individuals from the mass market that do not have stable and regular access to the internet due
to limited WIFI/Mobile data capacity plans to distinguish them from individuals from the mass
market targeting who hardly have access to the internet or no means at all due to financial constraints.
Consumers from this demographic may opt to allocate their limited resources to accessing the internet
for other immediate needs instead of consuming data on ordering online. Thus, their current strategy
consists of an offline hotline alternative, but such an access point also has a limited capacity and is not
sufficient to cover the mass market. With this, it is still in the best interest of their target market to
depend on dine-in and take-out transactions due to their limited resources in accessing the online options
despite safety restrictions are still in place. This then reverts back to the revised main problem of
Greenwich of how their sales composition can be improved through becoming more easily accessible
without compromising their brand’s mass market targeting.

Rise of Online Delivery Applications and Current Delivery Constraints

Based on a market research conducted in June 2020 on “main reasons for increasing orders
through food delivery apps during the COVID-19 pandemic in the Philippines” 71% of the respondents
stated that their main reason for utilizing online delivery is due to closure and the limited operating
capacity of restaurants under quarantine restrictions in the country (Sanchez, 2020) which explains
the current growth and shift towards preferring online or web access points for availing delivery
services. Whereas before, the majority of the delivery sales for Greenwich came from in-house access
points or their own hotline and website. Yet, because of the emergence of online delivery platforms or
aggregators such as Grabfood and Foodpanda, most of the delivery sales of the company come from
such wherein it is twice as more compared to their website transactions. This phenomenon then can be

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attributed to the penetration and growth of the e-commerce industry in the Philippines by 55% as
of 2020 based on the recent research study by Google, Temasek, and Bain & Company (Newsbytes.PH,
2020). Wherein online applications under the aforementioned industry like Lazada (25.1 million
monthly web visitors) and Shopee (15.4 million monthly web visitors) became prominent to Filipino
purchasing behavior shifting from physical stores transactions to the online setting as of Q3 2019
(Sanchez, 2021). Furthermore, based on the research conducted by Statista on the impact of the
pandemic on online purchasing behavior as of May 2020, 42-44% of their respondents from the age
range of 25-54 years old stated that they purchased more online due to the pandemic regardless of
socioeconomic status (Sanchez, 2020) thus, it can be implied that low to lower middle classes also
utilize online applications for purchasing.

In terms of its in-house delivery system, Greenwich falls behind against some competitors in
the pizza and pasta industry. It was mentioned that the company has the largest store network nationwide
among all pizza brands which provides them nationwide geographical coverage, but not all their
physical stores are also delivery stores. This then makes their delivery service inadequate compared to
their existing competitors leading in that aspect such as Pizza Hut and Shakey’s. As a result, they are
also challenged as to know the reason as to why customers prefer ordering from aggregators instead
from their own access points. With this, such a position of Greenwich in the delivery service aspect
of the industry also poses a problem for them as it is also contradictory to their main challenge of
boosting web delivery sales if their in-house delivery service is currently behind direct competitors and
insufficient for the brand’s mass market targeting thus, the revision of their original problem statement.

PART II - EXPLORE/ PREPARATION

1) COMPANY HISTORY/ BACKGROUND / FINANCIAL PERFORMANCE

Greenwich Pizza, a Filipino pizza chain founded by Cresida Tueres in 1971, began as a small-
scale, over-the-counter pizza shop located in the Greenhills Commercial Center. 23 years later, the shop
had already grown into 50 branches, which appealed to the food industry’s major player, Jollibee Foods
Corporation (JFC) which has caused them to buy 80% of Greenwich’s shares. This resulted in
Greenwich becoming the Greenwich Pizza Corporation. After having been acquired by JFC, Greenwich
only continued to succeed further with the help of JFC’s marketing and operations professionals. Due
to its rebranding after the year 1995, they had already earned over twice the earnings of the year prior
with Php. 200 million by the end of the year from no more than 53 branches. Through their marketing
efforts of having a famous celebrity represent their brand in 1996, the brand was able to extend into 80
branches with sales amounting to almost Php. 500 million. By the end of the year after, they had already
opened a total of 120 branches with sales amounting to Php. 1 billion. Greenwich continued to put
efforts into improving their products and services, thus causing the existence of more than 240 stores
and the sales of over Php. 3 billion by the end of 2005 (“Greenwich: History”, n.d.). A year after, JFC

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completely acquired Greenwich Pizza Corp. by buying the last 20% of the corporation (Webster, n.d.).
Up until this day, Greenwich carries on with aiming to fulfill their commitment of providing their
customers with the best products and services to fully satisfy them which is probably the biggest
attribute to the brand’s success today (“About Us”, n.d.).

2) VISION/ MISSION

Mission Statement:
We strengthen the spirit of barkadahan over our great-tasting pizzas and pastas.

Vision Statement:
To be the most loved pizza brand in the Philippines.

3) INDUSTRY POSITIONING AND MAJOR COMPETITORS

According to the interview with Ms. Charise Pabillore (2021), an Operations and Marketing
Manager from Greenwich Pizza, Greenwich is the market leader among all the pizza chains in the
Philippines when it comes to volume, as well as in the pasta space. However, the case is different for
the company in terms of delivery as they are not the market leader in this aspect, lagging behind
Shakey’s and Pizza Hut. To better understand the company at hand, it is integral to look into the
backgrounds of its major competitors which, as mentioned earlier, are Shakey’s and Pizza Hut.

SHAKEY’S

Shakey’s has been around in the Philippines for over four decades with its earliest store located
in Metro Manila in 1975. In the Philippines, it is among the top operators of Fast Casual Restaurants
with its focus on family casual dining. Through the restaurant’s good-for-sharing offerings such as meal
bundles and party-size servings, families and other groups are enticed to purchase from the brand.
According to the Shakey’s website, it mainly caters to people belonging to the A, B, and upper C income
class that favor fast casual restaurants more than fast-food outlets. At present, it has a total of 189 stores
all over the Philippines, with 114 of them being owned by the company and 75 of them owned by
franchisees. Furthermore, Euromonitor named Shakey’s to be the market leader among the chained
pizza full-service restaurants holding 26.7% of the market, as well as among the chained full-service
restaurants with 57.7% of the market, in 2015 (“About Shakey’s”, n.d.).

PIZZA HUT

Pizza Hut, on the other hand, was founded by Frank and Dan Carney in 1958 after loaning
money off of their mother to establish a pizza store in Wichita, Kansas, their homeland. By making use
of only the freshest ingredients for their pizza, they were able to open their second store by the end of

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that year. Only a decade after, their brand had already established more than 300 stores. Today, Pizza
Hut already has over 15,600 stores in almost a hundred countries including the Philippines which makes
it the leading pizza chain in the world. Pizza Hut first opened in the Philippines in 1984. Currently, it is
the most famous brand in the country, present in Metro Manila, nearby provinces, Visayas, and
Mindanao with 3 different channels available: dine-in, takeout, and delivery. As of the time Pizza Hut’s
page was updated, the brand has a total of 110 restaurants in the country, three Express Slice Counters,
and is leading the delivery channel with 60 Delivery and Carryout (DELCO) units (“Our History”,
n.d.).

4) TARGET SEGMENTS
Being a mass market brand, Greenwich caters to the mass market or “masa”, the largest socio-
economic class in the Philippines (Pabillore, 2021). Furthermore, according to a consumer behavior
research conducted by college students from De La Salle University Dasmariñas in 2013, the brand
particularly attracted masses who were young adults with ages ranging from 20 to 30 years old. They
also mentioned that the brand’s way of marketing their products was usually through celebrities
enjoying their Greenwich pizza with their friends or their barkada, which suggests that the brand aims
to cater to barkadas as pizza is food that is good for sharing and is also more enjoyable if eaten with
company (Sab et al., 2013). However, considering the current main goal of Greenwich to expand their
web delivery sales among their target market which has limited access to quality internet connection
and also keeping in mind the brand’s price points, it can be inferred that Greenwich’s target market in
the problem at hand are those belonging to income class segments on the lower spectrum, specifically
the low-income class and lower middle class. According to the social classes determined by the
Philippine Institute for Development Studies (PIDS) in 2018 based on the families’ combined income
per month, the families who earn P10,957-P21,914 are those that are classified under the low-income
class segment and the families with incomes of P21,914-P43,828 are under the category of lower middle
class. The PIDS also revealed that out of around 20.7 million families in the Philippines as of 2018,
excluding the families categorized as poor, there are 8.4 million families belonging to the low-income
class and 7.5 million to the lower middle class, both making up roughly 76% of the total number of
families identified (Domingo, 2020). Finally, as previously stated in the problem statement discussion,
the Philippine Statistics Authority (PSA) on the latest Family Income and Expenditure Survey states
that the population’s income class composition consists of 58.4% belonging to the low-income class,
40% belonging to the middle class, and 1.4% belonging to the high-income bracket (Zoleta, 2020)
which affirms that “masa” pertains to demographics of individuals belonging to low-income families
to middle or upper middle class families.

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 Although, due to the mass market defined as the largest socioeconomic group in the country,
there are also individuals from the lower-income class that do not have the same financial capabilities
as those from the middle class. This then explains the variation or diversity of consumer preferences
and behavior. Based on a market study by Euromonitor, Filipino consumers with limited household
budgets still prefer physical store transactions like local variety stores and groceries instead of online
shopping due to the preference of purchasing smaller quantities of commodities derived from their
limited spending capacity (Flores & Castaño, 2020). Similarly, Filipino consumers from the lower
spectrum of the socioeconomic classes still prefer dine-in and take-out food ordering transactions to
avoid extra or additional fees that come with patronizing delivery services and only order food that will
suffice their current needs and budget as they visit fast-food branches whether dining in or taking out.
Furthermore, based on the current store network of Greenwich, most of their branches are located in
malls and not all offer delivery services which made consumers of Greenwich more accustomed to
patronizing the brand only when they visit malls hence, the popularity of dine-in and take-out
transactions and the lack of familiarity with Greenwich’s delivery service among this target segment.

5) MAJOR PRODUCTS AND SERVICES

The products that Greenwich offers are mostly pizzas and pastas. The brand’s bestseller is their
Hawaiian Overload Pizza which is topped with sweet pineapples, bacon, ham, cheddar, and mozzarella
cheese. After the Hawaiian Overload is their Lasagna Supreme, which allows them to be the biggest
lasagna brand in the market holding roughly 80% of the shares. Their Lasagna Supreme is also famous
among their customers because of being overloaded with plenty of cheese, heaps of beef, and juicy
tomato sauce, coated with their rich bechamel sauce and paired with garlic bread. Greenwich Pizza’s
third and last bestseller is their All-In Overload Pizza consisting of 6 different types of meat which are
ham, bacon, Italian and Spanish sausage, pepperoni, and burger bits (Pabillore, 2021; Greenwich
Website).

The brand has three different channels by which they serve their customers their great-tasting
products: dine-in, takeout, and delivery. Their delivery service has three different access points which
are their hotline of #5-55-55, their own website or the Greenwich delivery website, and the different
food aggregators that carry their brand such as Foodpanda and GrabFood. Naturally, due to the COVID-
19 pandemic that has plagued the Philippines for almost a year now, people visited their physical stores
significantly less, causing the sales generated by their dine-in and takeout channels to decrease
significantly. That, however, gave way for the delivery channel to thrive further but is unfortunately
still insufficient to make up for the sales that the other two channels cannot generate (Pabillore, 2021).

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 6) PESTLE ANALYSIS

Political ● Labor Code of the Philippines

● Service Charge Law
● New health regulations due to the pandemic (GCQ, ECQ, MECQ)

Economic ● Economic decline due to the pandemic

● Rate of unemployment
● Inflation
● Limited operating capacities of suppliers and logistics providers

Social ● Growth of the middle-class population and millennials

● Preference for international cuisine

Technological ● Utilizes delivery applications (GrabFood, Foodpanda, etc.)

● Website
● Hotline
● Access to Wi-fi
● Marketing strategies (commercials/social media advertising)

Legal Food establishments must abide by these laws:

● Food Safety Act of 2013
● FDA Act of 2009
● Presidential Decree No. 856
● Consumer Act of the Philippines of 1991
● Data Privacy Act (for the website)

Environmental ● Packaging (Paper)

● Food Waste Policies
● Weather Conditions affecting raw ingredients acquisition

7) SWOT ANALYSIS

STRENGTHS WEAKNESSES
- Brand image - Unpopular website among online
- Industry positioning customers
- Biggest store network in terms of - Unsuccessful SMS delivery scheme
physical stores - Prices on their own website are the same
- Highest share of voice on TV and in as the prices of aggregators even though
digital (Facebook, Instagram, YouTube) aggregators charge them a certain
percent of the sales
- Behind when it comes to the number of
delivery stores

OPPORTUNITIES
- Growing demand for delivery and food
service industry
- Expanding access points through low
bandwidth/ data usage platforms such as
FB Messenger
- Improving Ginnie the chatbot in pilot
mode through investing more on
research and technological development
- Provide Wi-Fi connection in-store
THREATS
- Covid 19 Pandemic Safety Restrictions
- Promos and schemes offered by major
competitors
- Target market does not have access to
quality internet connection
- Increase in demand for healthier food
options

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 - Utilize a new form of delivery/offline
advertising to reach desired market

PART III - EMPATHIZE

1) DISCUSSION OF THE SURVEY RESULTS

The survey is divided into 3 sections. The first section, entitled General Information, asks the
respondents basic information about themselves, their access to the Internet, and their budget for food.
The second section asks about their preferences and satisfaction levels when it comes to Greenwich
products and services. Moreover, it also delves into their frequency of ordering from Greenwich and
their most used channel and access point in doing so, as well as the reason why they utilize such and
how they discovered it. The third and last section aims to find out the respondents’ likelihood of
purchasing from Greenwich based on existing and potential services that the company already offers
and may opt to offer in the future. The survey had a total of 40 respondents who were chosen through
the convenience sampling method.

For the first question in the first section of the survey, the significant findings are as follows:
given a range between the ages 17 below to 31 above, the group found that out of 40 respondents, 17.5%
were 20 years of age, the respondents who were aged 19 and 31 and above garnered 15% each, the ages
of 21 and 22 got 12.5% each, and the other respondents whose ages ranged from 23 to 30 and 18 and
below got votes that sum up to 27.5%.

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 It was also found from the questions above that the survey’s respondents were mostly employed
and still studying, consisting of 42.5% employed individuals and 40% students. The remaining 17.5%
consisted of the unemployed respondents. Moreover, the larger percentage of respondents (22.5%)
identified their monthly household income to be between P21,915-P43,828, while an equal number of
respondents (17.5% per income cluster) identified P10,957-P21,914 and P43,829-P76,669, followed by
15% of the total respondents with monthly incomes that are P76,670-P131,484, and 12.5% and 10%
with incomes less than P10,957 and more than P219,140 respectively.

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 The fourth and fifth question in section 1 allowed the researchers to see that 75% of the
respondents have unlimited access to stable internet connection at home, 15% use mobile data, and 10%
have limited internet connectivity. Moreover, it can be observed from the pie chart above that the
majority of these respondents (75%) allocate more than P900 for monthly internet, while the minority
only allocate P301 - P900 per month.

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 In terms of food budget allocation, it was found that 55% of the respondents spend at least
P1,000 - P2,000 weekly, equal percentages of 15% allocate less than P1,000 and P4,000-P5,000, and
the remaining 15% allocate P2,000-P4,000 and more than P5,000. Additionally, 42.5% usually consume
P1,000 - P2,000 worth of goods from restaurants or fast-food chains in a month, whereas 32.5% spend
less than P1,000. The 3 ranges from P2,000-P5,000 each garnered 7.5%, while the remaining 2.5%
spend over P5,000 a month.

The second section starts with a question on how often the respondents order food online in a
month and it can be seen that a big chunk of the respondents order 1-2 times a month and do not order
food online at all, with percentages of 32.5 and 22.5 respectively. The results also show that 20% of the
respondents order food online 3-4 times a month, while the remaining 15% and 10% order more than 5
times a month and 4-5 times a month respectively.

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 All the succeeding questions ask about the respondents and their experience with Greenwich.
When the respondents were asked how often they order from Greenwich, over half of the total
respondents (52.5%) answered that they buy from Greenwich once a year, while another large
percentage (35%) answered that they buy every 4 months. 10% of the respondents or 4 people answered
that they buy from Greenwich on a monthly basis, while 1 respondent has never bought food from the
brand.

16
 The results above show that 35% of the respondents buy from Greenwich through their dine in
channel, while the take-out and delivery channels garnered 32.5% and 27.5% respectively. Furthermore,
the respondents who do not use the delivery service most often were asked for the reason behind this
and the reason that garnered the most votes was that the respondents have easy access to a branch,
accumulating 17 votes. The next most voted option has a total of 14 votes, which is that delivery fees
are expensive. 8 people also said that they cannot order through delivery because their area is not
reached by the delivery services in the first place.

17
 On the other hand, the people were also asked which access point they usually or would use
whenever they order or if they were to order using the delivery service, and the results show that 47.5%
of the respondents answered online food applications such as GrabFood and Foodpanda, while the
Greenwich hotline and website were able to collect 15% and 10% respectively. The significant findings
garnered from the question on why they use such access points are that most of the votes were towards
the convenience and ease of transaction of that access point and their discounts and special offers, each
voted for by 29 and 17 respondents respectively. A follow up question was asked in order to find out
how they heard of such access points and majority of the respondents answered that they heard of it
through social media and word of mouth, with 26 and 19 votes respectively.

18
 The respondents were also asked which among Greenwich's products they purchased most often
and upon asking that question, the group was able to find out that 67.5% of them usually buy pizza,
15% often buy solo meals, while 12.5% purchase pasta most frequently. Moreover, they were asked to
rate their satisfaction levels on Greenwich’s products and services, namely delivery, dine-in, and take-
out. For all the options, most of the votes were observed to be on the positive side with very high levels
of “satisfied” and high levels of “very satisfied”. However, their products and their dine-in and take-

19
out channels garnered more positive votes than their delivery channel. The products garnered 17
“satisfied” votes and 12 “very satisfied” votes. Dine-in was able to receive 18 and 8 “satisfied” and
“very satisfied” votes respectively. Take-out collected 14 votes that showed satisfaction and 11 votes
that showed extreme satisfaction. Lastly, delivery got 10 “satisfied”, 7 “very satisfied”, and a big
number of 14 neutral votes. The last question in section 2 asked about the most and least influential
factors that encourage or would encourage them to buy Greenwich’s products and from that question,
the most relevant results that the researchers observed were that the taste of the food was the most
influential factor, having garnered 23 votes as the most influential factor to the respondents, followed
by the price with 18 votes, then the serving size with 13, and the accessibility and variety with 11 votes
each.

Section 3 begins by asking the respondents to rate their experience of using the Greenwich
website as compared to their hotline ordering system. To this question, it can be seen in the graph above
that the majority of respondents (57.5%) felt neutral or thought that the experience of using the website
was just “okay” in comparison to the hotline. Only 5 people said that they were very satisfied and 7
people said that they were just satisfied, while 3 people said they were dissatisfied and 2 people very
dissatisfied.

20
 The next question asks about the likelihood of them buying from Greenwich if small take-out
kiosks of the brand could be located in selected grocery and convenience stores. It can easily be
observed above that a big number of the respondents were supportive of the idea, with half of the entire
sample answering that they are very likely to purchase from Greenwich if this idea was implemented.
22.5% of the respondents or 9 people also said that they are likely to avail of this, while 20% or 8 people
were just neutral about it.

When asked about the likelihood of ordering through Facebook Messenger as compared to the
other access points, the votes of the respondents were very scattered with 8 “very likely” votes, 8
“likely”, 10 ”neutral”, 8 “unlikely”, and 6 “very unlikely”.

The respondents were also asked if they are likely to shift to Greenwich’s hotline or website if
the brand extended their service times in such access points. The significant findings for this question
are as follows: a lot of respondents (32.5%) felt neutral about the idea, while 25% of the respondents
said that they would be very likely to order if the services were extended.

21
 When asked whether the respondents would be more likely to purchase from Greenwich’s
website if it offered more exclusive promos, there were no respondents that voted against it. Instead,
55% said that they would be very likely to order through the website, and equal percentages of 22.5%
answered that they are likely to order and felt neutral about it.

In reference to the question above, the votes were also slightly distributed wherein 15 people
answered, “very likely”, 6 answered “likely”, 10 answered “neutral”, 7 “unlikely”, and 2 “very
unlikely”.

22
 The survey also looked into the idea of Greenwich having mobile and stationary food trucks
visiting major cities and roaming around barangays. This idea garnered a lot of support as well, with
45% of the respondents saying that they are likely to buy from such trucks and 37.5% of them saying
that they are very likely to do so. There were also 5 respondents who felt neutral about it and the
“unlikely” and “very unlikely” options each garnered 1 vote.

The last question of the survey asked about the likelihood of the respondents purchasing ready-
to-cook pizzas and lasagnas if Greenwich started offering these. This idea also received a lot of support
from the respondents with 37.5% of them saying that they are very likely to purchase such and 32.5%
of them saying that they are likely to avail of these. The “neutral” option garnered 8 votes, while the
“unlikely” and “very unlikely” options received two each.

23
 2) CUSTOMER PERSONA

3) CUSTOMER JOURNEY MAP

Sharlene is a 20-year-old Filipino student from the University of the Philippines. One Thursday
morning, she randomly craved for pizza while she was studying. Due to the pandemic, she decided to
open her GrabFood app and scroll through the menu of Greenwich Pizza. Upon checking out, she saw
that the delivery fee made the price exceed her budget so she decided to disregard her craving and
scrolled through social media instead. While scrolling, she noticed a social media post advertising the
soft opening of a new Greenwich branch near her. Because of this, she decided to get up, grab her face
mask and face shield and go to buy from the physical store. Below is the complete Customer Journey
Map revolving around the experiences of Sharlene with Greenwich products and services.

24
PART IV - IDEATION

1) INCUBATION: BRAINSTORMING (JAMBOARD)

2) INSIGHT: MIND MAP

25
 3) DATA TO SUPPORT TOP 3 IDEAS:

1. Small Take-out Kiosks

As mentioned previously in the discussion of the results, the survey that the researchers
administered to 40 respondents showed that a total of 29 people would be in favor of such an idea if it
were to be implemented, with 20 people feeling that they are very likely to buy from such kiosks and 9
people feeling that they would be likely to.

In the Philippines, establishing food kiosks (which can also be referred to as food carts) is a
common strategy implemented by various companies such as Potato Corner, Master Siomai, Zagu, and
etc. According to the article by FOODCART (2014), this type of business has a great potential of being
profitable in the following years because they only demand a small amount of capital (around Php
30,000 to Php 300,000 at most), are easy to manage and operate, have low rental costs, require less
maintenance of workers, easier to launch and acquire a space for it since it is smaller, and can easily
expand to different locations. Moreover, another reason as to why food carts/kiosks could be desirable
for companies is its ability to further reach their target market as they can be situated in the middle of
malls and/or commercial centers. Additionally, it was reported that the food cart industry garners about
1 billion pesos every year which may imply that Filipinos have developed a liking for this kind of
business.

26
 2. Mobile and Stationary Food Trucks

The same goes for the mobile and stationary food trucks if Greenwich were to employ such a
service. 15 people voted that they would be very likely to buy from the said food trucks, while 18 people
said that they would be likely to.

In addition to that, The Restaurant Times wrote an article on the advantages of running food
trucks compared to normal restaurants. Among the advantages are low initial investment and operating
costs, being more appealing to customers, and their capability to test out and explore different places
(2019). Even though Greenwich is already an established and very profitable brand, low implementation
and operation costs are still natural to be considered by the company before proceeding with certain
plans. Rather than opening a new conventional branch, Greenwich can open and start operating food
trucks instead as food trucks are said to require less costs than running a restaurant. Moreover, food
trucks can appeal more to customers because they are more hygienic than the other food vendors
available on the street. Despite being more expensive than the competing street vendors, Greenwich is
already a well-known brand so even though it has higher prices, the customers are aware of the quality
and value they’re paying for. Aside from that, food trucks are more flexible since they are not glued to
one area; they can be mobile or immobile. If business is not good in a certain location, it is not the end
for them since they can easily try out different places and serve different people. Therefore, this option
would give Greenwich the opportunity to go to areas that are scarce in Greenwich branches and let the
people there get a taste of their delicious products. And once business is starting to die down in such
areas, Greenwich can opt to explore other areas and test the waters there.

Furthermore, food trucks offer a greater deal of convenience (“8 Reasons Why…”, 2016). Since
these food trucks can either be roaming around cities and barangays or be stationed in areas with high
foot and car traffic, people can quickly and easily grab a bite from Greenwich’s food trucks and enjoy
a delicious, hot meal without having to visit the mall for their regular branches.

27
 3. Ready-to-cook pizzas and lasagnas

The data from the results of the survey also shows that the respondents would be interested in
ready-to-cook pizzas and lasagnas if Greenwich made these available in grocery stores and delivery and
take-out channels. A total of 28 people showed their interest in these products, with 15 of them saying
that they are very likely to buy these and 13 of them saying that they would be likely to avail of such.

Through time, a lot of people are actually beginning to prefer frozen ready-to-cook and ready-
to-eat meals (“What’s the Difference Between Ready-to-Cook and Ready-to-Eat?”, 2019). Given the
dynamic and ever-changing pace of the modern lifestyle, fast and easy has become the common
preference. However, before delving deeper into the advantages of bringing about the availability of
ready-to-cook Greenwich pizzas and lasagnas, it is important to firstly understand the difference
between ready-to-eat and ready-to-cook meals. On one hand, ready-to-eat meals are frozen food that
are usually assembled already (“What’s the Difference Between Ready-to-Cook and Ready-to-Eat?”,
2019). It could be eaten straight from its packaging as it no longer needs any type of preparation. On
the other hand, ready-to-cook meals require preparation, may it be in terms of assembling or heating
(“What’s the Difference Between Ready-to-Cook and Ready-to-Eat?”, 2019). It is the type of frozen
food that usually comes with cooking or heating instructions to ensure food security.

Annapurani Vaidyanathan of Business Line (2020) has mentioned the increase in sales of
ready-to-cook meals, reiterating the several reasons as to why people have harbored such a preference.
The first of which is because ready-to-cook meals do not require a lot of time when it comes to
preparation and cooking. They usually require the common cooking tools and utensils that people
already have at home. Secondly, the preference for ready-to-cook meals is escalating because they can
be stored at home. In the context of the current COVID-19 pandemic, ready-to-cook meals enable
households to store frozen food that could sustain them for months. According to a study from
Euromonitor titled, “Ready Meals in the Philippines” (2021), Filipinos are also beginning to prefer
purchasing and eating ready meals most especially when the COVID-19 pandemic has caused the
government to implement strict health and safety protocols. In fact, the study has predicted that the
growth of ready meal revenues will increase by 11% in 2020 as compared to its mere 5% in 2019
(“Ready Meals in the Philippines”, 2021). Given the pandemic, ready-to-cook meals are also available
in the Philippines, offered by establishments such as convenience stores, grocery stores, and restaurants
as some are even available for delivery (Uy, et al., 2020).

28
 In the case of ready-to-cook frozen pizza, it is one of the most-bought items in the time of the
pandemic. Cibo, a known Italian restaurant chain in the Philippines, has actually released their “ready-
to-heat” frozen pizzas during the time of the pandemic (“Cibo expands to ready-to-heat frozen pizza”,
2021). According to Rappler, Margarita Fores, the founder of Cibo, goes on to explain that Cibo frozen
pizzas have two flavors namely salami and four-cheese and is available in selected establishments such
as Robinson’s Supermarket, The Marketplace, and Shopwise. Frozen pizza can actually last for as long
as six months in the freezer (“The Shelf Life of Pizza, n.d.). This is one of the most probable reasons
why people prefer purchasing it. In fact, according to Statista, 68% of consumers are buying frozen
food items, including frozen pizzas, in bulk as of April 2020 (Sanchez, 2020).

PART V - EVALUATION AND RECOMMENDED SOLUTION

1) DECISION MATRIX

By utilizing a weighted decision matrix, the group was able to determine that small take-out
kiosks and Ready-To-Cook (RTC) pizza and lasagna are the two most ideal solutions to Greenwich’s
identified problems. It was also identified that the establishment of small take-out kiosks in selected
grocery and convenience stores would be able to heed to the market’s pain point in terms of
accessibility, while the provision for RTC pizza and lasagna would guarantee reduced contact between
personnel and customers prior to consumption.

The small take-out kiosks in grocery stores and convenience stores offer Greenwich consumers
easy access to their well-loved freshly baked pizza and lasagna. Consumers would simply place an order
for a slice of pizza or a serving of lasagna, complete the transaction by presenting the order slip to the
grocery or convenience store cashier, then claim their items at the designated kiosk.

In addition to offering fresh slices of pizza and limited servings of lasagna, consumers would
be able to purchase RTC pizza kits. The lasagna servings and pizza kits would be readily available at
grocery stores, delivery through food aggregators, Greenwich website and hotline, and through takeout.
This solution allows the brand to become more accessible to consumers and potentially manifest a
stronger relationship with their customers. By providing a DIY pizza kit alongside their pre-assembled
kit offerings, consumers would be able to interact with the Greenwich brand on social media when
posting their own creations and leaving likes and comments on Greenwich posts.

29
 2) PROJECTED BUSINESS MODEL CANVAS

The projected business model canvas for Greenwich as shown above attempts to foresee its
future business model once the innovative ideas of the small take-out kiosks and ready-to-cook products
are launched and available to the market. Key changes to the business model would be to obtain a more
accessible and convenient branding for Greenwich due to its service and offering expansion. While
there may be additional costs, resources, and key partners, the group believes that the potential increase
in sales or revenue benefits will outweigh such due to the rise of customer base that can now
conveniently purchase their products while shopping for household necessities in convenience stores or
groceries.

3) REVISED CUSTOMER JOURNEY MAP

Sharlene is a 20-year-old Filipino student from the University of the Philippines. One Saturday
morning after a tiring week of online classes and countless requirements, Sharlene’s mom asked
Sharlene to accompany her to the grocery in the afternoon to replenish their stock of meat and ready-
to-cook food such as canned goods, chicken nuggets, and the like since everyone in the family was busy
with work and online school. Sharlene, exhausted from her long week of studies, felt hesitant to come
with her mom at first, but had a sudden change of heart after seeing something interesting on social
media. Attached below is a detailed Customer Journey Map that narrates Sharlene’s experience with
Greenwich’s latest service and offering, namely their small take-out kiosks and ready-to-cook offerings.

30
PART VI. PROTOTYPE AND ENGAGE

1) Storyboard

31
PART VII. EVOLVE

1) Concept Synthesis
The proposed innovative solution is the establishment of small take-out kiosks & Ready-to-
Cook products in existing channels and future partner establishments of Greenwich pizza. This solution
caters to the problem of accessibility and convenience as experienced by the consumers of Greenwich
pizza which will be addressed through having Greenwich products readily available in local grocery
and convenience stores. It also empathizes with the primary target market of the company namely, those
belonging to the lower spectrum of the income classes, that are not accustomed with delivery services
but more aligned with dine-in & take-out transactions when purchasing from them. Instead of going to
physical stores amidst the pandemic that increases the risk of contracting the virus, Greenwich favorites
are now closer to home whenever these individuals go shopping for their immediate household needs.
It is a necessary step for Greenwich towards continuing to cultivate the spirit of barkadahan and family
bonding through its readily available and great-tasting products amidst these stressful times in our
country.

2) Execution Plan of Strategic Requirements & Change Management

The following represents the projected Gantt chart depicting the detailed execution plan for the
innovative offerings.

32
33
 I. Research & Development
○ Conduct research on grocery stores and convenience stores that could be potential
partners to Greenwich in which are aligned with its mass market targeting
○ Conduct research on existing take-out kiosks seen in grocery stores and convenience
stores
○ Conduct research mainly in collaboration with JFC for ready-to-cook products
■ Emphasize on questions regarding their experience with the release of the
ready-to-cook Chicken Joy
II. Planning & Design
○ Setting of goals and objectives
○ Setting of budget and discussion of other financial matters
○ Selection of potential distribution partners (grocery stores & convenience stores)
○ Schedule and hold meetings with potential distribution partners
○ Schedule and hold meetings with suppliers
■ Settling of additional quantity in terms of ingredients
■ Settling of additional quantity in terms of packaging
■ Settling of quantity for new packaging for ready-to-cook products
○ Schedule and hold meetings with employees
■ Settling of new time/task assignments
a) Training of employees involved in running the kiosks
b) Training of convenience store clerks on how to efficiently prepare
Greenwich products based on its standards
○ Drafting & Signing of contracts
○ Creation of marketing plan
○ Design the physical appearance and layout of the kiosks
○ Design the packaging for ready-to-cook products
○ Visit partner establishments and decide on the placement of the kiosks
III. Implementation
○ Release of promotional materials to build awareness
■ Utilization of social media & TV
○ Placement of kiosks in partner establishments
■ Modify if necessary
○ Stocking of grocery store freezers with ready-to-cook products
○ Opening of kiosks and release of ready-to-cook products
IV. Follow-up
○ Conduct market surveys upon release of the ready-to-cook products and opening of
kiosks

34
 ■ Online
■ Offline
○ Introduce availability of ready-to-cook products for delivery
■ via delivery services provided by the partner stores

3) Key Performance Indicators (KPIs)

● Increased number of customers patronizing the take-out kiosks located in partner
establishments and ready-to-cook products
● Improved customer satisfaction on Greenwich’s branding and products
● Overall improvement in Greenwich’s sales composition (Take-out / Dine-in / Delivery)
● Increased customer awareness on newly established products and services through effective
commercialization of marketing strategies.
.
As mentioned in the Follow-up stage, market study or surveys will be conducted upon the
release of ready-to-cook products and opening of the take-out kiosks as well as during their early stages
to effectively measure if there is indeed an increase in customer base and also an improvement in terms
of customer satisfaction on Greenwich’s branding and products. Furthermore, in terms of assessing the
awareness of consumers on the newly launched products and services, the market survey will also
include a question on how they were able to discover such, whether through the executed marketing
strategies or other forms of communication to determine if the commercialization is successful. Finally,
in terms of assessing the overall improvement in Greenwich’s sales composition, an internal audit must
be conducted after 6 months or after a fiscal year to compare how its composition is doing during that
period compared to how it was prior to the launch of these take-out kiosks and ready-to-cook products.

35
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38
 Appendix

Survey Questionnaire
Survey on the Existing and Potential Services of Greenwich Pizza
Good day!

We are a group of BS Management sophomores from the Ateneo de Manila University who
are conducting a market research on the existing and potential services of Greenwich Pizza
as part of our final requirement in fulfillment of our Creative Thinking and Innovation
Management class.

Your answers are greatly appreciated, and will be kept strictly confidential and used for the
sole purpose of this survey only.

(Magandang araw!

Kami ay isang grupo ng mga estudyante mula sa Ateneo de Manila University na nasa
ikalawang taon ng pag-aaral sa kolehiyo at kami ay nagsasagawa ng isang market research
tungkol sa mga kasalalukuyan at potensyal na serbisyo ng Greenwich Pizza bilang tungkulin
sa aming klase sa Creative Thinking and Innovation Management.

Ang iyong mga sagot sa aming mga katanungan ay lubos naming pinahahalagahan, at
pananatilihing kumpidensyal at para lamang sa gamit ng pag-aaral na ito.)

Section I: General Information

1. What is your age?
[] 17 and below
[] 18
[] 19
[] 20
[] 21
[] 22
[] 23
[] 24
[] 25
[] 26
[] 27
[] 28
[] 29
[] 30
[] 31 and above
2. What is your employment status?
[] Employed (May trabaho)
[] Unemployed (Walang trabaho)
[] Student (Estudyante)
3. What is your monthly household income?
[] Less than P10,957 (Mas mababa sa P10,957)
[] P10,957-P21,914

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 [] P21,195-P43,828
[] P43,829-P76,669
[] P76,670-P131,484
[] P131,485- P219,140
[] More than P219,140 (Higit sa P219,140)
4. How do you access the Internet?
[] I have regular and stable internet connection at home with no WIFI data capacity
(palagi akong mayroong internet sa bahay at walang hangganan)
[] I have limited internet connectivity at home because of WIFI data capacity (minsan
lang may internet sa bahay dahil may hanggan)
[] I use mobile data for my internet needs (Umaasa ako sa mobile data para
kumonekta sa internet)
[] I do not have access to internet connectivity at home and rely on external factors
(Wala kaming internet kaya umaasa ako sa libreng Wifi o sa ibang tao)
5. How much is your monthly budget for Internet?
[] P0 because I do not have Internet (P0 dahil wala akong Internet)
[] P1 - P150
[] P151 - P300
[] P301 - P450
[] P451 - P600
[] P601 - P750
[] P750 - P900
[] More than P900 (Higit sa P900)
6. How much do you spend on food weekly?
[] Less than 1,000 (Mas mababa saP1,000)
[] P1,000 - P2,000
[] P2,000 - P3,000
[] P3,000 - P4,000
[] P4,000 - P5,000
[] More than P5,000 (Higit sa P5,000)
7. How much do you usually spend on food from restaurants/ fast food chains in a
month?
[] Less than P1,000 (Mas mababa saP1,000)
[] P1,000 - P2,000
[] P2,000 - P3,000
[] P3,000 - P4,000
[] P4,000 - P5,000
[] More than P5,000 (Higit sa P5,000)

Section II: Preferences and Satisfaction Level (Mga Kagustuhan at Antas ng

Kakuntentuhan)
1. How often do you order food online in a month?
[] I don't order food online (Hindi ako bumibili ng pagkain gamit ang Internet)
[] 1 - 2 times a month (Isa hanggang dalawang beses kada buwan)
[] 3 - 4 times a month (Tatlo hanggang apat na beses kada buwan)
[] 4 - 5 times a month (Apat hanggang limang beses kada buwan)
[] More than 5 times a month (Higit pa sa limang beses kada buwan)
2. How often do you order from Greenwich?
[] Never (Hindi pa ako nakapag-ordermula sa Greenwich kahit kailan)
[] Yearly (Taon-taon)

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 [] Quarterly (Kada 4 na buwan)
[] Monthly (Buwan-buwan)
3. Through which channel do you buy from Greenwich the most?
[] Take-out
[] Dine-in
[] Delivery
[] I do not order from Greenwich (Hindiako umoorder mula sa Greenwich
4. If you do not utilize their delivery service the most, what would be the reason? Click
all options that are applicable. (Please skip this question if you use their delivery
service the most)
[] Food quality issues (kalidad ng produkto pagdating sa destinasyon)
[] Costly delivery fees (mahal na bayad para sa delivery)
[] Easy access to a branch (may malapit na branch sa amin o madaling puntahan)
[] Not reached by delivery service (hindi sakop ng delivery ang lokasyon namin)
[] Hygiene and safety (kalinisan at proteksyon mula sa pandemya)
[] I do not order from Greenwich (hindi ako umoorder mula sa Greenwich)
5. Whenever you order or if you were to order from Greenwich through delivery, which
access point do you usually or would use?
[] Greenwich Website
[] Online Delivery Applications
[] (Foodpanda, GrabFood, etc.)
[] Greenwich Hotline
[] I do not order from Greenwich (Hindi ako umoorder mula sa Greenwich)
6. Why did you choose the access point you chose in the previous question? (Click all
options that are applicable)
[] Convenience and ease of transaction (madaliang transaksyon)
[] Affordable delivery fee (abot-kayang presyo ng delivery)
[] Discounts and special offers (diskwento o mga nakakaakit na promo)
[] I do not order from Greenwich (Hindiako umoorder mula sa Greenwich)
7. How did you hear of that specific access point? (Click all options that are applicable)
[] Print advertisements (mga nakapaskil, karatula, etc.)
[] Word of mouth (sabi-sabi o tsismis)
[] TV
[] Radio
[] Social Media
[] Billboards
[] N/A since I’ve never ordered from Greenwich (Hindi naaangkop dahil hindi pa ako
nakapag-order mula sa Greenwich)
8. Which among Greenwich’s products do you purchase most often?
[] Pizza
[] Pasta
[] Sides (E.g. chicken, potato waves, etc.)
[] Solo meals (lasagna with chicken, etc.)
[] I am not a Greenwich customer (Hindi ako mamimili ng Greenwich)
9. Please rate your satisfaction on the following offerings and operations of Greenwich:
Products, dine-in, take-out, delivery
[] I am not a Greenwich customer (Hindi ako mamimili ng Greenwich)
[] Very dissatisfied (lubusang hindi nakuntento)
[] Dissatisfied (hindi nakuntento)
[] Neutral (Ok lang)

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 [] Satisfied (Nakuntento)
[] Very satisfied (lubusang nakuntento)
10. Which factors influence or would influence you to purchase Greenwich’s products?
(1- Least Influential, 5- Most Influential)
[] Taste (lasa)
[] Accessibility (kadalian sa pag-access)
[] Price (presyo)
[] Variety (karamihan ng pagpipilian)
[] Serving size (sulit ang karamihan ng produkto)

Section 3: Likelihood of Ordering from Greenwich based on new and unmet consumer
needs (Posibilidad ng Pagtangkilik sa Greenwich batay sa bago at hindi natugunang
pangangailangan)
1. Please rate the user experience when using Greenwich’s online website compared to
its offline hotline ordering system. (1- Very Unsatisfied, 5- Very Satisfied)
2. How likely are you to prefer Greenwich if small take-out kiosks can be located in
selected grocery branches and convenience stores? (ex. Puregold, Savemore,
Robinson’s Supermarket, 7/11, MiniStop, Family Mart) (1- Very Unlikely, 5- Very
Unlikely)
3. As compared to the existing access points (hotline, website, online delivery
applications), how likely are you to order from Greenwich through Facebook
Messenger? (1- Very Unlikely, 5- Very Unlikely)
4. How likely are you to shift to Greenwich delivery if their in-house delivery service
(hotline and website) extends until 10pm-12mn? (1- Very Unlikely, 5- Very Unlikely)
5. How likely are you to order through Greenwich’s website if it offered more exclusive
promos? (1- Very Unlikely, 5- Very Unlikely)
6. How likely are you to purchase from Greenwich's hotline if they would offer promos
to Globe users that for every x number of calls, you can earn a certain number of
points that may be converted to load/free food? (1- Very Unlikely, 5- Very Unlikely)
7. How likely are you to purchase from Greenwich if they had mobile and stationary
food trucks visiting major cities/towns as well as roaming around barangays? (1- Very
Unlikely, 5- Very Unlikely)
8. If Greenwich started offering ready-to-cook pizzas and lasagnas in grocery stores,
delivery, and take-out which can be cooked using a pan and a lid, oven, toaster, pot,
or turbo broiler, how likely are you to purchase such products? (1- Very Unlikely, 5-
Very Unlikely)

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