SEAWEED CORNDOG

A Business Plan Presented

to the Senior High School Faculty of

CALAMBA DOCTORS’ COLLEGE

In Partial Fulfillment

of the Requirements for the

HUMSS

By:

Gutierrez, Mary Francine A.

Villas, Julia Ysmael P.

Comia, Mariel S.

Cascabel, Jenny Rose R.

Dela Cruz, Alexander P.

Campana, Ericka Jane R.

Diaz, Izabele Louise R

March 2020
 TABLE OF CONTENTS

1.0 Introduction 1

2.0 Executive Summary 2

3.0 Environmental and Industry Analysis 4

3.1 Condition of the General Analysis 4

3.2 Condition of the Specific Analysis 4

4.0 Marketing Plan 11

4.1 Marketing Mix 11

4.2 Marketing Cost 13

5.0 Production Plan 15

5.1 Manufacturing Process 15

5.2 Location 16

5.3 Rent Expenses 16

5.4 Raw Materials 17

5.5 Production and Tools and Equipments 17

5.6 Production Supply 18

5.7 Office Tools and Equipments 18

5.8 Office Supplies 19

5.9 Store Tools and Equipment 19

5.10 Store Supplies 20

5.11 Utilities 20

6.0 Operation Plan 21

 6.1 Description of the company's operation 21

6.2 Flow of Orders for goods and services 21

6.3 Production Schedule 21

6.4 Production Capacity 23

7.0 Organizational Plan 25

7.1 Form of Ownership 25

7.2 Sources of Fund 25

7.3 Organizational Structure 26

7.4 Roles and Responsibilities 27

7.5 Compensation Package 29

8.0 Financial Plan 30

8.1 Projected Sales 30

8.2 Cost of Goods Sold 30

8.3 Operating Expenses 31

8.4 Income Statement 32

9.0 Assessment of Risks 34

9.1 Potential Risks - Internal or External 34

9.2 Strategies and Response to risks 34

10.0 Appendices 37
 LIST OF TABLES

Table 3.2.1: Number of respondents’ who eats seaweed. 5

Table 3.2.2: Number of respondents’ that eats hotdog. 6

Table 3.2.3: Respondents’ choice of hotdog. 6

Table 3.2.4: Respondents’ answers in what do they consider in buying hotdog. 6

Table 3.2.5: Respondents’ reason in purchasing hotdogs. 7

Table 3.2.6: Place where respondents’ usually buy hotdog. 7

Table 3.2.7: This is how often respondents’ buy hotdog 7

Table 3.2.8: Prices of hotdogs that they prefer. 8

Table 3.2.9: Respondents’ willingness in purchasing Seaweed Corndog. 8

Table 3.2.10: Price that the people willing to spend on the Seaweed Corndog. 8

Table 3.2.11: Competitor’s Supply 9

Table 3.2.12: Strength and Weaknesses of major competitor 10

Table 3.2.13: Comparing of marketing strategies of the major competitors. 10

Table 4.2.1: Marketing Cost Table 13

Table 5.3.1: Rental Expenses 17

Table 5.4.1: Raw Materials 17

Table 5.5.1: Production tools and equipments 17

Table 5.6.1: Production Supply 18

Table 5.7.1: Office tools and equipments 18

Table 5.8.1: Office Supplies 19

Table 5.9.1: Store tools and equipments 19

Table 5.10.1: Store Supplies 20

Table 5.11.1: Utility Expenses 20

Table 6.3.1: Holidays that would affect the business operations 22

Table 6.3.2: Daily Schedules 22

Table 6.4.1: Production Capacity of seaweed corndogs 23

Table 7.2.1 Capital Investment of the Partners 26

Table 7.5.1: Workers Salary Table 29

Table 8.1.1: Projected Sales 30

Table 8.3.1: Monthly Expenses 31

Table 8.4.1: Income Statement 32

Table 9.1.1: Hazards and Potential to cause and harm the business 34

Table 9.2.1: Strategy and Response 34

 LIST OF FIGURES

Figure 4.1.1 Business Logo 11

Figure 4.1.2 Packaging 12

Figure 4.1.3 Selling Chart 12

Figure 4.1.4: Facebook page and Flyers 13

Figure 5.1.1: Product Making Process 15

Figure 5.2.1: Location Map 16

Figure 7.3.1: Organizational Chart 26

 APPENDICES

Documentation of Survey 37

Online Survey 39
 Corndoggable Sea

National Road, Baranggay Real, Calamba Laguna

Owners: Address:

Gutierrez, Mary Francine A. Carmel Village, Majada Out, Calamba Laguna

Villas, Julia Ysmael P. National Highway, Paciano Rizal, Calamba Laguna

 EXECUTIVE SUMMARY

This business plan is for introducing and presenting our business which is the Corndoggable Sea which is a
business partnership, and also to introduce the product that will be offered in the market. The business is at
National Road, Baranggay Real Calamba, Laguna. There are two owners of the business that will equally share the
profit and loses of it. The owners are Mary Francine Gutierrez and Julia Ysmael Villas. For the funds, it needs a
substantial amount of money. In order to meet with the needs, the owners decided to find investors for the business.
With the investors, for sure the business will get the amount needed. To sustain all the business needs, they have
five (5) investors to help in building the said business. All in all, they will share all the profit and loses equally in
terms of the agreed percentage of shares. The agreed location of Corndoggable Sea will be located at SM Calamba.
This business is for selling corndogs in the market. Not just corndogs, but with a twist that will surely pop
overnight in the market.

Vision, Mission, Goals, and Objectives

Vision

Corndoggable Sea's vision is to become the first choice, loved, favorite and most patronized corndogs in
Calamba area. But then later on will be a hit and popular to the taste of the whole province until it spread nation
wide and sooner or later will take on international food industry. For the company, it was envision to be a
respected one and without any bad records and complaints in any section or aspects like employees, services,
products, permits, taxes, and the company itself.

Mission

It's mission is to offer each and everyone in the whole Calamba area the best product which is the corndogs
and it's services. The company and employees are fully committed and encouraged to provide quality service and
value that the customers are expecting to satisfy their demands and needs. And to operate daily without getting
complaints.

Objectives:

•To reach a minimum of 200 customers every operating day for the first year of the business, but will improve
and for the following years.

•To offer a quality product that everyone will patronized through the years.
 •To generate a positive cash flow without any profit loses in the business and company.

•To recover all the capital used. Not just recover the exact amount but also to gain additions in it.

•To promote the product nation wide.

Goals

1. Increase market share and it's customers.

2. Hire determined, ethical, and qualified employees.

3. Reduce business expenses and improve it's financial health.

4. Open a second business location.

5. Good use of social media to promote.

Business and Product Position

The Corndoggable Sea and it's product Seaweed Corndog is for the general market, but it's main target market
was teenagers. Because of the numerous junk foods and unhealthy snacks around the country, nutrition health isn't
priority anymore. To respond on the economy and to its people, the release of this product will be a good one. The
purpose of this is to give a good and delicious product yet nutritious. Many customers will like and patronize this
for it's complete food nutrition content, aside of relieving hunger that's a plus benefits. This will be a big hit in the
market, with it's cheap price, it's also good and unique. The market needs a new and valuable product, something
budget friendly and will satisfy people's need and what they are looking for.

Parties Supporting The Business

These are the parties that strongly support the business and will be a good help to the growth of it. The parties
that includes direct relationship for the benefit of the business are:

1. Investors

2. Customers

3. Suppliers

4. Employees and Staffs

 ENVIRONMENTAL AND INDUSTRY ANALYSIS

It is studying or analyzing the exercises done to asses and see the current environment or the industry. This
will help to understand different aspects and predict the market needs and trends in the environment and in the
industry.

3.1 CONDITION OF THE GENERAL ENVIRONMENT

This are the factors that generally affect the industry and each and everyone involved in it, such as economic,
legal, political, and social circumstances.

PEST (Political, Economic, Social, Technological) Analysis

Political Environment:
 SM Calamba gained recognition and support from it’s local community, local government and
organizations. The management is doing their best to improve the company.
 SM Calamba management have their own rules, policies and regulations that aligned with the laws
of the local government.
 SM Calamba is paying fair taxes to the government and also show their support to it.
Economic Environment:
 SM has a great economic status and they are extending their company nationwide.
 SM is the leading Philippine Company that invested in the market-leading businesses in retail,
banking, and property.
 It also invests in ventures that can capture the high growth opportunities in the emerging Philippine
economy.
Social Environment
 SM shoppers tend to always try new snacks and meals especially when It comes to a budget friendly
foods.
 When it comes to lifestyle, they are looking for a budget friendly food and at the same time healthy.
 During our shifts at our location the mall is always crowded especially at the food court.
Technological Environment
 It helps business operations by keeping them connected to suppliers and also the customers.

3.2 CONDITION OF THE SPECIFIC ENVIRONMENT

The part of the business that interfaces in the course of conducting it. This will show the methodologies used
to analyze and conduct the business.
METHODOLOGY

This is the step-by-step framework to create the business plan in pursuit to its objectives. This will determine
the source of data to produce the business plan and the business itself.

Source of data

The data was gathered through random pick face-to-face survey and online survey. The respondents of these
survey are the customers of SM Calamba.

Description of Respondents
The respondents of the study were random teenagers and the employees of SM Calamba, with the age range of
13 to 25 years old, both female and male who buys and eat hotdogs.
Sampling Design

n = N/1 + Ne2

N = population of the target market

n = sample size

e = margin of error

閸౦뇸 늨
釈 ൅ 閸౦뇸 늨 늨t

n = 99.36 or 99

Survey Result & Market Acceptability

As you can see below there are a total number of 99 respondents and 82.5% of them said YES in eating
Seaweeds. And as you can see 16 of the respondents’ said NO. There’s a higher rate of consumers rather than not..

Choices Number of Respondents Percentage

Yes 83 82.5%

No 16 17.5%

Total 99 100%

Table 3.2.1: Number of Respondents who eats Seaweeds

 The table below shows the percentage of respondents that buys hotdog.and the result is, 92.5% of them buys
hotdog.

Choices Number of Respondents Percentage

Yes 91 92.5%

No 8 7.5%

Total 99 100%

Table 3.2.2: Number of Respondents that buys Hotdogs

Below are the respondents who prefer what type of brand they mostly buy when buying hotdogs. According to
the table below 77.7% of the respondents buy tender juicy than others.

Kinds of Hotdog brands Number of Respondents Percentage

Tender Juicy 77 77.7%

Frabelle 6 6.0%

CDO 13 13.2%

Others 3 3.1%

Total 99 100%

Table 3.2.3: Respondents choice of hotdog.

In the table below, 58.5% of the respondents buy hotdogs according to its taste/flavor.

Choices Number of Respondents Percentage

Brand 33 33.3%

Taste/Flavor 58 58.5%

Size 5 5.1%

Packaging 3 3.1%

Total 99 100%

Table 3.2.4: Respondents’ answers in what do they consider in buying hotdog.

 In the table below it shows that 67.6% of respondents usually buy hotdogs for their basic needs/ownfood.

Choices Number of Respondents Percentage

Own food/Basic need 67 67.6%

Convenient 16 16.1%

Business 2 2.1%

Budget Friendly 14 14.2%

Total 99 100%

Table 3.2.5: Respondents’ reason in purchasing hotdogs.

The table below shows that 45.4% of the respondents buy hotdogs from mall.

Choices Number of Respondents Percentage

Convenience Store 35 35.3%

Mall 45 45.4%

Public Market 17 17.2%

Factory 2 2.1%

Total 99 100%

Table 3.2.6: Place where respondents usually buy hotdog.

Below it shows that 58.5% of the respondents buy hotdogs once a week.

Choices Number of Respondents Percentage

Everyday 1 1.0%

Once a week 58 58.5%

Twice a week 30 30.3%

Thrice a week 10 10.2%

Total 99 100%

Table 3.2.7: This is how often respondents buy hotdogs.

The table below shows that 37.4% of the respondents prefer affordable prices when it comes to buying
hotdogs.
 Choices Number of Respondents Percentage

₱1.00-₱50.00 37 37.4%

₱51.00-₱100.00 25 25.25%

₱101.00-₱150.00 22 22.2%

₱151.00-₱200.00 15 15.2%

Total 99 100%

Table 3.2.8: Prices of hotdogs that they prefer.

Propose Product Questions

The table below shows that 65 of respondents are willing to buy and try the newest product that the
researchers’ made which is the seaweed corndog.

Choices Number of Respondents Percentage

Yes 65 65.6%

No 34 34.4%

Total 99 100%

Table 3.2.9: Respondents’ willingness in purchasing seaweed corndog.

The table below shows that mostly of the respondents’ prefer buying the product in the most cheapest and
affordable price we could offer.

Choices Number of Respondents Percentage

₱10.00-₱20.00 48 48.4%

₱21.00-₱30.00 30 30.3%

₱31.00-₱40.00 19 19.2%

₱41.00- above 2 2.2%

Total 99 100%

Table 3.2.10: Price that the people willing to spend on the Seaweed Corndog.

Demand

PD = P x HB x HBY x MA
Where:

P = Population of Brgy. Real (15,610)

HB = Percentage of Hotdog Buyer(85.5%)

HBY = Average of times they buy hotdog in a year (48 times)

MA = Percentage of Market Acceptability (59.5%)

D = 15,610 x 85.8% x 48 x 59.5 % = 38,251

Supply

Seaweed Corndog- There are 8 pcs. at the display , assuming that they refill it every hour and the store is 13
hours open , it will be equal to 130 pcs. a day.

Snack time- There are 16 pcs. at the display , assuming that they refill it every hour and the store is 13
hours open , it will be equal to 208 pcs. a day.

Waffle time- There are 12 pcs. at the display , assuming that they refill it every hour and the store is 13 hours
open , it will be equal to 156 pcs. a day.

7-Eleven- There are 9 pcs. at the display , assuming that they refill it every hour and the store is 13 hours
open , it will be equal to 96 pcs. a day.

Seaweed corndog Snacktime Waffle Time 7-Eleven

Quantity in display 8 16 12 4
Supply in a day 100 208 156 96
Table 3.2.11: Competitor’s supply.

Demand and Supply Analysis

Unsatisfied Demand = Demand – Supply

UD = 38,662 – 37,200

UD= 1,462
Competitor Analysis

Snack time Waffle time 7-Eleven

Strength Nearest and only allowed Affordable prices and Convenient and accessible
food in cinema well-known brand
Weaknesses Expensive and high cost of They only have one Expensive
rental available product
Table 3.2.12: Strength and weaknesses of major competitors.

Snack time Waffle time 7-eleven

Target Market Customers of SM and the Customers of SM and People near specific area
employees employees
Product/Service Fast service Served hot foods Self-service
Strategies
Distribution Strategies Through sales clerk Through stalls and stores Through franchise
Promotion Strategies They promote through SM Through flyers Through tarpaulin
cinema screens
Pricing Strategies Affordable price Affordable price Budget friendly price
Table 3.2.13: Comparing of marketing strategies of the major competitors.
 MARKETING PLAN

Marketing plan will be the overall strategy of the business on how they will market their business. This
will show if the business could make it in the market and could make it in the market and could market their
product as well. This will determine if it will be able to leave a mark on the target market.

4.1 MARKETING MIX

It is a set of marketing tolls that the business will use to introduce their products and how they’ll pursue
their target market. This will contain the business product, product price, place, and promotion.

Product

A corndog is often served as street food or as a fast food. For the best and freshest preparation, some
vendors or restaurateurs dip and fry their dogs just before serving. To make it new and different, and to stand out
from the others, the Seaweed Corndog is a fried hotdog wrapped in seaweed flakes and covered with a batter that
has enough amount of moringa (malunggay) powder. It is a healthy and delicious food where you can benefit
different vitamins. Seaweed corndog is rich in vitamin B6, vitamin C, and Iron.

The brand name of the product is Corndoggable Sea, which the researchers have thought because it reflects
the product and it is catchy as well. Corndoggable to represent the corndogs and sea for the seaweeds in it.

Figure 4.1.1: Business Logo

 As for the packaging the researchers came up with the idea of putting it on a hotdog tray that has logo of
the brand. With this kind of packaging, it will be easy for them to hold it and enjoy the product. They can grip it
well and it won’t slip outside the tray. For the takeouts we will use a paper bag with our logo also, which make it
eco-friendly and easy to bring. With the logo, it will be easier to remember and recognize.

Figure 4.1.2: Packaging

Price

As for the price of this product. This food costs ₱35.00 each, it is really affordable and budget friendly.
Anyone could buy it specially students. In just as low as ₱35.00 they could relieve their hunger.

Place

The location of this food is at the Food court Area of SM Calamba. It is easier to market there because
there are only few corndog stores around it so it will be new for them. Plus, there are many students that come
around and stroll there because the place is surrounded by different colleges and universities.

Figure 4.1.3: Selling Chart

Promotion

The researchers made a poster (tarpaulin) for this product to encourage the people and to promote this
product, art is one way to catch someone’s attention. The researchers also make a flyers to promote the product.
Due to the rise of media interaction and the usage prevalence of social media, promotion through a site or a
Facebook page was also included. Since numerous of people use the app it will be easier to promote and get
recognized. People will see the product, brand, logo, and as well as the description of the business.

Figure 4.1.4: Facebook Page and Flyers

4.2 MARKETING COST

In order to market the business, the researchers used marketing tools. This will show the tools and quantity
that was used and it’s costs. This table shows the price that the researchers spend on how they will promote the
product.

Item Source Unit Cost Qty. Total Cost

 Tarpaulin Cyber Dridge ₱200.00 1 ₱200.00
(28.5x22.5) Internet Cafe

Flyers Cyber Dridge ₱5.00 200 ₱1000.00

Internet Cafe

Total Initial Marketing Cost ₱1,200.00

Table 4.2.1: Marketing Cost Table

 PRODUCTION PLAN
This is for the lay out of the business production. It will be projected there all the necessary tools and
equipments needed in producing the product and also for the business itself. This will also show the company's
supply and demand involved in the production.

5.1 MANUFACTURING PROCESS

This process will show and discuss how the business will be made step-by-step. It is also for seeing the
needed direct and indirect materials for manufacturing. The figure below will show the process of production.

Step 3:
Step 1: Step 2:
Add a little amount of
Prepare all the needed Mix all the dry ingredients
(flour,salt,pepper, moringa water to make a dough
ingredients and
equipments powder) in a tupper ware. or a batter. Then mix.

Step 6:
Step 5: Step 4:
Dip it into the batter,
make sure it is well Wrap the hotdog on a Get the hotdog and put
coated and not lumpy. seaweed wrapper. it in a stick.

Step 7: Step 8:

Deep fry with the right After cooking it, put it

temperature. in a paper box. Then
serve.

Figure 5.1.1: Product Making Process

5.2 LOCATION
Location is where the business will be located. This is the agreed place of the business. It is chosen according
to the market demands, needs, and if the business will fit in the area. This is discussed to make sure that the
location is effective in attracting customers to give income in the company.

The location is at SM City Calamba, National Road, Baranggay, Real, Calamba, 4027 Laguna, Prominent,
multilevel indoor mall with a range of retailers, plus a food court & movie theater, where a business like this must
be at crowded places like this. It will also be an advantage for the business since schools are near this place and
our target costumer are teenagers.

Figure 5.2.1: Location Map

5.3 RENT EXPENSES

This will show how much the business need for the rent in it's location. The rent expenses depends on the
chosen place. The table below shows the annual amount needed for the rent.
 Rent Monthly Cost Annual Cost

Total Rent Cost ₱15,000.00 ₱180,000.00

Table 5.3.1: Rental Expenses

5.4 RAW MATERIALS

Raw materials are the things needed for the product. It is the ingredients or the direct materials that will affect
and needed to produce the said product. The table below shows the quantity and prices of it.

Raw Materials Source Unit Cost Qty. Total Cost

Flour Wet market ₱55.00/kg 1 ₱55.00

Egg Wet market ₱7.00/pc 30 ₱210.00

Moringa Lazada ₱550.00/kg 1 ₱550.00

powder/flakes

Seaweed Wrapper Lazada ₱7.00/pc 100 ₱700.00

Oil Wet market ₱169.8/per liter 5 liters ₱849.00

Ketchup Wet market ₱175.00 1 gallon ₱175.00

Mayonnaise Wet market ₱242.00 700ml ₱242.00

Water Aquabest ₱30.00 1 ₱30.00

Hotdog (purefoods) Supermarket ₱5.60/pc 30 ₱169.00

Table 5.4.1: Raw Materials

5.5 PRODUCTION TOOLS AND EQUIPMENTS

These are the indirect materials needed for manufacturing the product. The table below shows all the tools
needed that is good for two years.

Tools and Source Unit Cost Qty. Total Cost Estimated Monthly Annual
Equipment Useful Life Depreciatio Depreciatio
n n

Deep fryer Lazada ₱1,250.00 2 ₱2,500.00 2years 8.68% 104.17%

Stick Wet Market ₱50.00 2 ₱100.00 2years 0.35% 4.17%

Tongs Wet Market ₱100.00 2 ₱200.00 2years 0.69% 8.33%

Tupperware Lazada ₱499.00 2 ₱1,497.00 2years 5.20% 62.38%

Strirrer Wet Market ₱108.00 2 ₱216.00 2years 0.75% 9%

Cooler Lazada ₱380.00 1 ₱380.00 2years 1.32% 15.83%

Table 5.5.1: Production tools and equipments

5.6 PRODUCTION SUPPLY

These are the supplies for the manpower. It will be used bye the staff assigned in making the product.

Supplies Source Cost Qty. Total Cost

Plastic Gloves Lazada ₱50.00/100pcs. 3 ₱150.00

Hairnet Lazada ₱99.00/12pcs. 3 ₱297.00

Garbage Bag Shopee ₱280.00/100pcs 1 ₱280.00

Apron Wet Market ₱100.00 5 ₱500.00

Paper Box Lazada ₱750.00 1 ₱750.00

Paper Bag Laazada ₱550.00 1 ₱550.00

Table 5.6.1: Production Supply

5.7 OFFICE TOOLS AND EQUIPMENTS

Here is the equipment that the researchers used for the research,marketing etc.

Office tools Source Unit Cost Qty. Total cost Estimated Monthly Annual
and useful Life Depreciati Depreciati
equipment on on

Computer Lazada ₱16,000.00 1 ₱16,000.00 2 years 55.56% 666.67%

Internet Xtreme ₱1,999.00 1month ₱1,999.00 2 years 6.94% 83.29%

Home
Prepaid
Wifi

Printer Shopee ₱12,950.00 1 ₱12,950.00 2 years 44.97% 539.58%

Table 5.7.1: Office tools and equipments

5.8 OFFICE SUPPLIES

Office Supplies are the needed materials for the office. It will be used for monitoring the business and it's
finances.

Office supplies Source Cost Qty. Total Cost

Paper Lazada ₱180.00 1 ₱180.00

Folder National bookstore ₱21.00 2 ₱42.00

Staple Wires Shopee ₱45.00 1 ₱45.00

Rubber Date Stamp Shopee ₱76.00 1 ₱76.00

Ink Pads National bookstore ₱66.00 1 ₱66.00

Ballpens School supplies ₱7.00 4 ₱28.00

Store

Table 5.8.1: Office Supplies

5.9 STORE TOOLS AND EQUIPMENT

These are the things that will be put in the store. It is all the materials that will be used during the operating
days.

Store Tools Source Unit Cost Qty. Total Cost Estimated Monthly Annual
and useful Life Depreciati Depreciati
Equipment on on

Deep fryer Lazada ₱1,250.00 2 ₱2,500.00 2years 8.68% 104.17%

Stick Wet Market ₱50.00 2 ₱100.00 2years 0.35% 4.17%

Tongs Wet Market ₱100.00 2 ₱200.00 2years 0.69% 8.33%

Strirrer Wet Market ₱108.00 2 ₱216.00 2years 0.75% 9%

Paper Box Lazada ₱750.00 1 ₱750.00 2years 2.60% 31.25%

Paper Bag Laazada ₱550.00 1 ₱550.00 2years 1.91% 22.92%

Table 5.9.1: Store Tools and Equipment

5.10 STORE SUPPLIES
The table below will show the supplies needed in the store. It is needed an will be used every operating days.

Store Supplies Source Cost Qty. Total Cost

Tupperware Lazada ₱499.00 2 ₱1,497.00

Cooler Lazada ₱380.00 1 ₱380.00

Plastic Gloves Lazada ₱50.00 3 ₱150.00

Hairnet Lazada ₱99.00/12pcs 3 ₱297.00

Garbage bag Shopee ₱280.00/100pcs 1 ₱280.00

Apron Wet market ₱100.00 5 ₱500.00

Table 5.10.1: Store Supplies

5.11 UTILITIES
This are all the supply and price of the gas, water, and electricity needed and could affect the business and the
product. The table below shows the monthly payment or amount.

Utilities Source Monthly cost Annual cost

Water The Calamba Water ₱400.00 ₱4,800.00

District (CWD)

Gas Saver Gas Delivery ₱500.00 ₱6,000.00

Services

Electricity Meralco Calamba ₱2,500.00 ₱30,000.00

Business Center

Table 5.11.1: Utility Expenses

 OPERATIONS PLAN
This is the detailed plan that will show and provide how will the company or the department will contribute
for the goals of the business. This will be the everyday task required for the operating days.

6.1 DESCRIPTION OF THE COMPANY’S OPERATION

Corndoggable Sea was formed when the owners noticed the over usage of hotdogs in the same method of
cooking. Everyone buys and sells fried hotdogs, hotdogs on stick, and hotdogs on bun. There's nothing new, it may
come in new packaging but the taste, flavor, and recipe was just the same. But they noticed that even if it's very
common nowadays, people still buy those for their everyday satisfaction. They still patronize it because of the
hotdogs in it. Because of those, the owners thought of innovating the product. So they mixed the hotdog on stick,
hotdog with bread, and fried hotdogs, with that they came up with corndogs. To make it pop in the market, they
added new twist. Because of their observation also, they noticed that most of the teens and kids nowadays doesn't
eat vegetables so from just a plain corndogs, they made it new by adding moringa (Malunggay) and seaweed in it.
Even though it's has vegetables you won't have a taste of it, so they will definitely love this. In additional, the
owners also thought of making this business because they knew that many students nowadays were skipping meals
for the overpricing of foods. So the product will be perfect for them, it's not only cheap but it will relieve their
hunger. Not just being satisfied with meal, but being healthy as well for it has complete nutrition. And with that
the business was produced.

6.2 FLOW OF ORDERS FOR GOODS AND SERVICES

We will find a supplier for the tools and for the ingredients of our product. The ingredients will be bought
weekly and the tools are yearly. Since our place is in the mall, the product will be made on the spot as the
customers approach, so the costumer will eat it fresh and there no left overs at the same time. But if there are left
overs, the staffs will put it in a container and they will store in the refrigerator together with the raw materials, but
if the left overs are not that many we will give it to the staffs so that they can bring it home to their families.

6.3 PRODUCTION SCHEDULE

The production schedule is derived from the production plan; it is a plan that authorized the operations
function to produce a certain quantity of an item within a specified time frame.

The production schedule of the proposed business should have basis and to determine the production schedule
of it they use the production capacity of the proposed product. The operating days are 303 days which is good for
1 year. The manpower is 3 and all the holidays such as the Christmas and New Year and all the Non-working
holidays are 10.
The Formula For Operating Day:
OD = DY – S – H
Legend:
OD = Operating Days
DY = Days In A Year
S = Sundays- Since we will still operate every Sunday we disregarded it in the formula
H = Holidays Of The Business
Operating Days: 365 Days – 10 Holidays = 355 Days

The following are non-working holidays and implemented to be a rest for the workers and considered to be
a special family gathering days.

Date Holiday

January 1 New Year’s Day

April 9 Maundy Thursday

April 10 Good Friday

April 11 Black Saturday

May 1 Labor Day

November 1 All Saints’ Day

November 2 All souls day

December 24 Preperation For Christmas Day

December 25 Christmas Day

December 31 Preperation For New Year’s Eve

Table 6.3.1: Holidays That Would Affect The Business Operation

This is the Daily Routine Work of the production staff everyday starting 9:00 am to 10:00 pm see Table.

Schedule Activity Time

9:00 am – 10:00 am Preparation Time 30 minutes

10:01 am – 11:00 am Opening Time 1 hour and 30 minutes

11:01 pm – 11:30 pm Lunch Time 30 minutes

11:31 pm – 3:00 pm Continuation Of Work 8 hours and 30 minutes

 3:01 pm - 4:00 pm Preparation For Closing Time 30 minutes

4:01 pm – 4:30 pm Closing Time 30 minutes

Total number of hours: 12 hours

Table 6.3.2: Daily Schedules

6.4 PRODUCTION CAPACITY

The production capacity of the business was determined by the number of seaweed corndog that the
business can produce in a daily, and annual basis, in relation to the number of operating days of the business.

To compute the production capacity:

PC = DPC x PW x OD

Legends:
PC= Production Capacity
PW= Production Worker
DPC= Daily Production Capacity
OD= Operating Days
Computation for the month of January 2020:
PC = 100 x 2 x 30
=6,000 seaweed corndogs

The table below shows the annual supply of Seaweed Corndog. It started at April because the business will
operate on that month. It can be seen that the business is capable of producing 200 pieces of the product everyday
with two (2) manpower only, the operation will be done for 303 days a year. The table shows that the annual
supply of the business for the first year is 60,600 pieces of corndogs. The supply of the company will remain
constant for the next years since we have 2 manpower the business is not going to hire a another employee so that
our expenses will not increased.

Month PW DPC OD Total

April 2 200 29 5,800

May 2 200 24 4,800

June 2 200 30 6,000

 July 2 200 27 5,400

August 2 200 29 5,800

September 2 200 30 6,000

October 2 200 30 6,000

November 2 200 30 6,000

December 2 200 30 6,000

January 2 200 30 6,000

February 2 200 28 5,600

March 2 200 27 5,400

Total number of seaweed corndog in a year 68,800 pcs of

seaweed corndogs

Table 6.4.1: Production Capacity of Seaweed Corndogs

 ORGAZINATIONAL PLAN

This will show what's the form of ownership that the business will have as well as the sources of fund. It will
be discussed below how much capital that the business needs and how it will be equally divided for the owners
and investors.

7.1 FORM OF OWNERSHIP

This will show the form of ownership of the business. It will explain and show who were the owners and
their partners or investors to the said business. This could be partnership, sole proprietary, or etc. It will also show
how they build up and gained the fund or the capital for the business.

Corndoggable Sea is business partnership. This business is owned and shared by Mary Francine Gutierrez
and Julia Ysmael Villas, and the owners have partnered with other people who will invest to this business whom
are: Mariel Comia, Jenny Rose Cascabel, Izabele Louise Diaz, Ericka Jane Campana, and Alexander Dela Cruz.

The owners decided to share their profits and ideas about businesses and on how will they make the
business grow. With the shared funds and thoughts they came up to Corndoggable Sea. The owners and investors
will share the profit of the business according to their shares, as well as the risks, threats, and the problems to be
encountered. Plus, each and everyone will take full responsibilities for their actions.

The owners shared with the 50% of the capital, resulting that the owners will shoulder 25% of amount each.
The the remaining 50% was equally shared by the investors, which results that the investors will share 10% capital
each.

7.2 SOURCE OF FUND

Source of fund is showing where and how the business got it's totat capital and shares. This table will show
the Corndoggable Sea's sources of fund. It also shows here the shares of profit and loses and specially the
contribution of the owners and investors. Its shows the equality and fairness of the amount that they have shared
and invested.

Name of Partners/Investors Profit and Loss Sharing Contribution

Mary Francine Gutierrez 50% ₱75,000.00

Julia Ysmael Villas 50% ₱75,000.00

 Mariel Comia 10% ₱30,000.00

Jenny Rose Cascabel 10% ₱30,000.00

Izabele Louise Diaz 10% ₱30,000.00

Ericka Jane Campana 10% ₱30,000.00

Alexander Dela Cruz 10% ₱30,000.00

Total 100% ₱300,000.00

Table 7.2.1: Capital Investment of the partners

7.3 ORGANIZATIONAL STUCTURE

This organizational chart shoes the workers that are needed in the store or business.

MANAGER

STORE PRODUCTION
CLERK STAFF
FINANCE

Figure 7.3.1: Organizational Chart

7.4 ROLES AND RESPONSIBILITIES

This will determine the set of roles, responsibilities, and capabilities that an employee must posses. It also
shows their working hours a day. The qualifications for the said position will be stated also.

Manager

The manager will be the one who'll manage the business as well as the employees or staffs. He/she will
work for twelve (12) hours a day to manage the said store. He/she must look after the employees and check if they
are doing their jobs properly. He/she will be the one to guide them on their work. A manager must be capable of:

•Guiding the employees and staff.

•Must be full of authority and determination so that the staffs will follow;

•Yet, he/she must be also approachable to listen on the problems and opinions for the store/product.

•Must know how to handle bad situations between the staffs and customers.

•The manager should be observant as well to know if there is something wrong with the production, product, staff,
and the store.

•Taking full responsibility for his/her action.

Store clerk

The store clerk is responsible for keeping tracks and records of the business and on the store. The clerk will
work for twelve (12) hours a day. He/she must be able to monitor the shipping and delivery of the products.
He/she should look after all the transactions that the business will administer. He/she must monitor the business
permits and its expiration. The store clerk must be capable of:

•Taking care of official papers;

•Do business with the court or government.

•Must have a good etiquette;

•Know how to face important people formally.

•Organized and up-to-date with the business papers.

•Taking full responsibility for his/her action.

Finance

The is responsible for handling and monitoring the profit or money of the business. He/she will work for
twelve (12) hours a day. The finance must work with the store clerk, manager, and owners for transparency.
He/she must monitor all the expenses, profit, and loses. The finance must be capable of:

•Being transparent with the profit and loses.

•Monitor all the expenses;

•Updated with all the profit.

•Must know how to determine if the business is gaining or losing its fund.

•Aware with the transactions that involves money.

•Must be cautious/chary when it comes to computing.

•Taking full responsibility for his/her action.

Production Staff

The production staff is responsible for the production of the product. They will also work for twelve (12)
hours a day. The production staff will be guided by the the manager on how they will do their works. The
production staff/s will maintain the cleanliness, make and produce the product, and will serve it to the customers.
The production staff/s must be capable of:

•Following or obeying the store manager.

•Maintaining good quality of product;

•Good handle of tools and equipments;

•Managing raw materials and products.

•Friendly and approachable to the customers.

•Taking full responsibility for his/her action.

7.5 COMPENSATION PACKAGE

This will show the profits or salary of an employee. It will differ on the position that they’re into. The daily
salary will be stated, as well as the monthly and annual salary. The table shows here the salary of each worker in
the business.

Position No. of Personnel Daily Salary Monthly Salary Annual Salary

Manager 1 ₱800.00 ₱24,000.00 ₱288,000.00

Store Clerk 1 ₱800.00 ₱24,000.00 ₱288,000.00

Finance 1 ₱600.00 ₱18,000.00 ₱216,000.00

Production Staff 2 ₱500.00 ₱15,000.00 ₱180,000.00

Total 5 ₱3,200.00 ₱96,000.00 ₱1,152,000.00

Table 7.5.1: Workers Salary Table

 FINANCIAL PLAN
This will discuss all the business profit, loses, and the needed funds for every operating day. This describes
the activities, resources, equipments, and materials needed to achieve the objectives, as well as the monthly and
annual projections.

8.1 PROJECTED SALES

The table below will show the sales of the business for the first year starting from it's first operating month
(April) up to its twelfth month (March). This will also show is the capital will be recovered or the business will
loses.

Month Projected Sales ( Unit ) Projected Sales ( Pesos )

April ₱3,100 ₱108,500
May ₱3,720 ₱130,200
June ₱4,340 ₱151,200
July ₱4,960 ₱173,600
August ₱5,580 ₱195,300
September ₱6,200 ₱217,000
October ₱6,820 ₱238,700
November ₱7,440 ₱260,400
December ₱8,060 ₱282,100
January ₱8,680 ₱303,800
February ₱9,300 ₱325,500
March ₱9,920 ₱347,200
Total ₱78,120 ₱2,733,500

Table 8.1.1: Projected Sales

8.2 COST OF GOODS AND SOLD

COGS = Monthly Production Capacity x Purchases (Cost of Direct Material + Cost of Indirect Materials +
Cost of Labor + Factory/Manufacturing Overhead)

MPC = 6,000
CODM = 14.9
 COIM = 6.5
COL = 90
FOH/MOH = 30.6
COGS = 6,000( 14.9 + 6.5 + 90 + 30.6 )
COGS =852,000

8.3 OPERATING EXPENSES

This will discuss all the amount needed for every operating day, as well as every month, and it's annual needs.

April May June July August September

SALARIES ₱24,800 ₱24,800 ₱24,800 ₱24,800 ₱24,800 ₱24,800

EXPENSES
RENT EXPENSES ₱15,000 ₱15,000 ₱15,000 ₱15,000 ₱15,000 ₱15,000

UTILITIES ₱9,100 ₱9,100 ₱9,100 ₱9,100 ₱9,100 ₱9,100

EXPENSE
INSURANCE ₱5,000 ₱5,000 ₱5,000 ₱5,000 ₱5,000 ₱5,000
EXPENSE
ADVERTISEMENT ₱1,000 ₱1,000 ₱1,000 ₱1,000 ₱1,000 ₱1,000
EXPENSE
TOTAL: ₱54,900 ₱54,900 ₱54,900 ₱54,900 ₱54,900 ₱54,900

October November December January February March

SALARIES ₱24,800 ₱24,800 ₱24,800 ₱24,800 ₱24,800 ₱24,800
EXPENSES
RENT EXPENSES ₱15,000 ₱15,000 ₱15,000 ₱15,000 ₱15,000 ₱15,000

UTILITIES ₱9,100 ₱9,100 ₱9,100 ₱9,100 ₱9,100 ₱9,100

EXPENSE
INSURANCE ₱5,000 ₱5,000 ₱5,000 ₱5,000 ₱5,000 ₱5,000
EXPENSE
ADVERTISEMENT ₱1,000 ₱1,000 ₱1,000 ₱1,000 ₱1,000 ₱1000
EXPENSE
 TOTAL: ₱54,900 ₱54,900 ₱54,900 ₱54,900 ₱54,900 ₱54,900
Table 8.3.1: ,Monthly Expenses

8.4 INCOME STATEMENT

Income statement will show all the assumed or possible profit and loss referring to is financial statements.
This will describe the company's revenue and expenses during the operating year.

April May June July August September

Sales 108.5 130.1 151.2 173.6 195.3 217.0

Less: Cost of 852.0 855.1 858.82 863.13 867.81 872.76

goods and
sold

Gross 743.5 724.9 707.62 689.56 672.51 655.76

Margin

Operating
Expenses

Salaries 2.7 2.7 2.7 2.7 2.7 2.7

Rent 15.0 15.0 15.0 15.0 15.0 15.0

Utilities 9.1 9.1 9.1 9.1 9.1 9.1

Sales 24.8 24.8 24.8 24.8 24.8 24.8

Expenses

Insurance 5.0 5.0 5.0 5.0 5.0 5.0

Depreciation 5.0 5.0 5.0 5.0 5.0 5.0

Total 54.7 54.7 54.7 54.7 54.7 54.7

operating
expenses
 Net profit 688.8 688.8 688.8 688.8 688.8 688.8
(loss)

October November December January February March Total

Sales 238.7 260.4 282.1 303.8 325.5 347.2 2794.0

Less: Cost 878.03 883.61 889.5 895.7 902.21 908.72 10527.42

of goods
and sold

Gross 639.33 623.21 607.4 591.9 576.71 561.52 7733.42

Margin

Operating
Expenses

Salaries 2.7 2.7 2.7 2.7 2.7 2.7 32.4

Rent 15.0 15.0 15.0 15.0 15.0 15.0 180.0

Utilities 9.1 9.1 9.1 9.1 9.1 9.1 109.2

Sales 24.8 24.8 24.8 24.8 24.8 24.8 297.6

Expenses

Insurance 5.0 5.0 5.0 5.0 5.0 5.0 60.0

Depreciatio 5.0 5.0 5.0 5.0 5.0 5.0 60.0

n

Total 54.7 54.7 54.7 54.7 54.7 54.7 656.4

operating
expenses

Net profit 584.63 568.51 552.7 537.2 522.01 506.82 7077.02

(loss)

Table 8.4.1: Income Statement

 ASSESSMENT OF RISKS

This the assessing of the possible risk that could affect the business. Not only to know but to prevent it with
the possible responses, strategies, or solutions.

9.1 POTENTIAL RISK- INTERNAL AND EXTERNAL

This table shows the potential internal and external risk that the business may encounter. It may be a
hindrance to its manufacturing,working, and operating days. The product can also be affected as well as the
employees.

INTERNAL RISKS EXTERNAL RISKS

Human Factor Risks (Personal Issues) Economic Risks (Changes in the market)

Technological Risk (Manufacturing, Delivery, Etc.) Natural Risk (Natural Disaster)

Physical Risks (Loss of Asset) Political Risk (Changes in governmental policy)

Table 9.1.1: Hazards and Potential to cause and harm the business

9.2 STRATEGIES AND RESPONSE RISKS

This table shows the possible strategies and response that the business will practice in order to manage,
prevent, and avoid all the risk. This will help the business to operate well and to not loose profit.

INTERNAL STRAGTEGIES AND RESPONSE

Physical Risk Physical damages to our business may result to

replacement and costs due to the destroyed materials,
buildings, and assets. But prevention is better than cure.
In order to manage this risk: the staffs must be informed
and trained well to be careful and cautious to their
actions so that the won’t damage any property; the
business will also increase the safety in the production
area to avoid malfunctions; we will also have drill so
that everyone will know what to do in the real event of
 emergency.

Human Factor Risk Staffs or employees will always be a great risk for the
business. It may be because of their personal reasons,
situations, activities, and attitudes. To avoid these risks
the strategies and response made are: before hiring
personnel there will be a background check at all times;
observing the applicants on their training very well;
medical examination is a must; staffs and employees
that shows tardiness, dishonesty, and other negative
attitude will be replaced as soon as possible; the
business will not tolerate any misbehaving.

Technology Risk It could be the most common risk that businesses

encounter, from a simple power outage to the corruption
of data or files in the computers. To avoid these risks,
the business will implement this: there will be always a
back-up power source in case of brownout so that the
production wouldn’t be affected; every power source
will be monitored and maintained to avoid shortage or
breakage of electric circuits; making a back-up
document and storage for the files is a must; installing
anti-virus and malware software to all of the device
that’s involved to the business; monitoring and checking
the files time to time.

EXTERNAL STRATEGIES AND RESPONSE

Economic Risk Economic risk is the changes in market condition,

where in minimum wage of prices, rental rates, and
taxes may increase or differ from the previous one. In
order to response to these, the business must practice
these strategies: finance and marketing team must
always a lot a fund in case of sudden increasing of bills,
 taxes, etc; any proposed plan that is not well discussed
and examined that will risk business fund will not be
considered, because it may used for something more
important; if prices, rates, and wages increases, the
product price may change but the marketing team will
discuss it well so it won’t be a reason to loose
customers.

Natural Risk Natural disasters like flood, earthquakes, etc. may affect
the business. It could damage our overall sales because
of some natural risk that could hinder our operating
days. To regain our sales this will be our response: if the
operating days or hours will be stopped or affected,
when everything went back to normal overtimes will be
considered: delivery of products, tools, raw materials
may be affected, the business will have a back-up
supplier so that availing and delivery will not be
interrupted; because of disasters power outage may
happen, co generators will be considered as a short
replacement for powers.

Political Risk It may be encountered in the changes of politician

environment, or government policy. This may also
relate on financial affairs like economic risk because of
the changes of laws, taxes, and etc. To solve this risk if
encountered, the business will practice this strategies:
extra fund is a must; the clerk must always be updated
and have a record track about laws, permits, and taxes
that may affect the business; if there are any changes,
business files, documents, papers, and permits that
involves government policies will be arrange, change,
and updated as soon as possible.

Table 9.2.1: Strategy and Response Table

 APPENDICES

Documentation of Survey

This survey was done last march 14, 2020 saturday, around crossing and brgy. Real. The researchers’ should
conduct a survey with ninety-nine (99) respondent. The pictures below shows the survey sample and the exact
survey answer sheet.
Online Survey

Since the researchers’ doesn’t have enough time to survey outside and the class was suspended. The
researchers’ have decided to survey online to complete the ninety-nine (99) respondents. They send the link to
their relatives, friends, old classmates, and to other people.

Here are some of the result of the online survey.

 Business Plan Contribution Report

I divided the whole business plan equally for each members and grouped them, so that they can work
with the other members. I thought that it is easier as a group rather than individual because we've encountered that
some of them are not available always. It is because of house chores and the lack of network connection. There are
many technical problems, hindrances, and some part are hard to understand, but thankfully we've finished it.

The table below will show all the contributions:

Members Contributions

Gutierrez and Villas PRELIMINARIES

Title Page

Table of Contents

List of Tables

List of Figures
List of Appendices

INTRODUCTION

EXECUTIVE SUMMARY

MARKETING PLAN

Marketing Mix

Product
Brand
Package
Label
Price
Place
Promotion
Marketing Cost

ORGANIZATIONAL PLAN
 Form of Ownership

Sources of Fund

Organizational Structure

Roles and Responsibilities

Compensation Package

Income Statement
Balance Sheet
Cash Flow

ASSESSMENT OF RISKS

Potential Risks – Internal or External

Strategies and response to risks

APPENDICES

Villas and I worked together with all of that. Villas was

also the one to type and edit the whole work, while I
checked and revised and gave additional to all the
works.

Comia, Campana, and Diaz ENVIRONMENTAL AND INDUSTRY ANALYSIS

Condition of the general environment

Condition of the specific environment

Methodology
Survey Result
Market Acceptability
 Demand
Supply
Demand and Supply Analysis
Competitor Analysis

FINANCIAL PLAN

Financial Assumptions

Project Cost

Financial Statements

They worked with this, and sent this to the GC so that

we could compile it.

Cascabel and Dela Cruz PRODUCTION PLAN

Manufacturing Process

Location

Raw materials

Production Tools and Equipment

Production Supplies

Office Tools and Equipment

Office Supplies

Store Tools and Equipment

Store Supplies

Utilities

OPERATIONS PLAN

Description of the company’s operation

 Flow of orders for goods and services

Production Schedule

Operating days per year

They worked with this, and sent this to the GC so that

we could compile it.