CASE DISCUSSION ANALYSIS

I. Introduction: About the Company & Products/Services

A. Company

3 M's Pancit is famous for their pansit where they put crispy deep-fried pork on top of the
pansit or in short lechon kawali. The Store has been running for almost three decades in
Sta. Rosa Laguna. A hard-working homemaker and a great cook, Mrs. Luz Bautista put up a
simple variety store in 1988, which she named "3M's store" She sought help from her
sister-in-law, Baby Bautista, in creating their business name. A year later, Luz, who loves to
cook different Filipino dishes, built a panciteria and called it "3M's Pancit". "3M's" was
derived from the first letter of Bautista Sr. (late husband), and Mr. Miguel Bautista
(youngest son).

3M's Pancit doesn't have dine-in, unlike those competitors of 3M's Pancit which are
Competitor's A and Competitor's B. 3M's Pancit is located at 917- Rizal Blvd in Brgy. Pooc,
City of Santa 3Rosa Laguna. 3 M's Pancit chose Brgy. Pooc as their primary place because 3
M's Pancit is situated in front of the main road of Rizal Blvd. It also has a big signboard that
shows the logo and name of the brand. 3M’s Pancit is a unique pancitan store in Sta. Rosa
Laguna.

3M's Pancit is a proprietorship business. It is an unincorporated business with just one

owner, also known as a sole trader or a proprietorship, because only one owner is
responsible for paying personal income tax on business profits. Since it is a sole
proprietorship, the business owner applied for a permit to operate the store of 3M's Pancit

B. Products & Services

The Filipinos' affection for Pancit originates from the fact that it was brought to the country
by Chinese traders. "pan" means to prepare or boil noodles, and "sit" means a meal. Pancit
is a noodle concoction that contains meat and vegetables that have been chopped and
sliced. It first appeared in what is now known as Binondo and Tondo, the first Chinese-
settled areas in the Philippines.

With the introduction of the pancit culinary method to the Filipinos came the Chinese
traditions associated with noodles. The Chinese associated noodle consumption with
longevity, establishing the association between the pancit and the desire for a long life. Due
to the popularity of pancit as a noodle dish and its ability to sustain families and guests,
each region of the country has its version of the dish.

3M's Pancit serves a tasty and flavorful pancit. 3M's Pancit offers a different kind of sizes
for their product. The first one is called "balot," a single meal order that costs only fifty
pesos. The second size is the small bilao, suitable for seven people and costs only four-
hundred pesos. The third size is the medium bilao, ideal for nine persons, and costs only
five-hundred pesos. The fourth size is the large bilao, suitable for two persons, and its price
is only six-hundred pesos. The fifth size is the extra-large bilao, ideal for seventeen
persons, and its price is only seven-hundred fifty pesos. The last size is called maximum
bilao; it can cater to significant events because the size of this maximum bilao is suitable for
twenty persons and costs only eight-hundred pesos.

II. Strategic Profiling and Planning

A. Mission/Vision Evaluation
1. MISSION
 a. Qualitative Analysis of Mission
b. Quantitative Analysis of Mission
c. Recommended Mission Statement

2. VISION
a. Qualitative Analysis of Vision
b. Quantitative Analysis of Vision
c. Recommended Vision Statement

B. Goals of the Company

a. Long-term Objectives

Increase competitiveness

This can entail performing market research to comprehend rivals more fully. When
developing goods and services that are better than the competitors, it could be
helpful to understand how the business compares to competitors. Market share
and income may rise as a result.

Expanding of location and branching out

Expanding the business's location to dine in and increasing the number of physical
places where clients may purchase your goods and services is how the business
expansion is executed. Opening new venues while your present sites are still in
business sets it apart from relocation. Because some of your current customers
may leave over time, acquiring new clients is crucial to future-proofing your
company. Some consumers will relocate, while others will shop with alternative
businesses. The only way to keep your present customers or consumers is to bring
in new ones consistently.

b. Short Term Objectives

Increase profits

An overall objective for companies is to preserve or increase profitability. Keeping

a steady profit is challenging, particularly for smaller or more recent firms. This
goal contributes to maintaining the company's financial stability. It is beneficial for
an existing successful company to have an objective of increasing earnings, which
entails coming up with fresh ideas for boosting sales.

Business growth

The leadership team may establish other particular goals that assist organizational
development. These can entail increasing the number of customers, the size of the
workspace, or the workforce. Growth might lead to higher revenue.

Increase market share

Increasing the market share of a company's goods or services is a usual objective.

This entails identifying fresh target markets or clients and utilizing current clients
to locate new prospective consumers. As a leadership team member, you could
also think about strategies for boosting brand recognition and persuading
customers to select your firm over its competitors.

C. Problem Analysis
 a. Problem Tree Analysis

b. Problem Statement (Current Issues and key problems)

III. Situation Analysis

A. External Environment Analysis (Opportunities & Threats)

1. PORTER’S FIVE FORCES

a. THREATS OF NEW ENTRANTS

The possibility that new and current competitors of 3M's have entered the market and
competed with 3M's pancit is referred to as new entrants. This force is impacted by
entry barriers such as high startup costs, economies of scale, governmental regulations,
and brand awareness. The threat posed by new entrants decreases as entry barriers
rise.

b. CUSTOMER BARGAINING POWER

The cost and quality of 3M's products and services are subject to customer feedback.
The number of clients, the significance of their purchases to the seller, and the expense
of moving to a different provider are all factors that affect this force. The seller's
profitability decreases as the customer's bargaining power increases.

c. THREATS OF SUBSTITUTES
 3M's customers will switch to alternative products or services that satisfy their needs.
Factors influencing this force include the availability of substitutes, their quality and
price, and the cost of switching to them. The higher the availability of substitutes and
the lower the switching costs, the higher the threat of substitutes.

d. THREATS OF COMPETITION
The degree to which 3M competes with other businesses already operating in this
industry. Various factors, including the number of competitors, the degree of product
differentiation, and the degree of competition, influence this force. The profitability of
companies in the industry decreases as competition rises.

e. SUPPLIER BARGAINING POWER

3M's suppliers can influence the price and quality of goods and services. Factors
influencing this force include the number of suppliers, the importance of their inputs to
the buyer's product or service, and the cost of switching to a different supplier. The
customer's profitability decreases as the suppliers' negotiating power increases.

2. EFE MATRIX

B. Internal Environment Analysis (Strengths & Weaknesses)

1. VALUE CHAIN ANALYSIS
a. Primary Activities
Inbound Logistics
Operations
Outbound Logistics
Marketing and Sales
b. Supporting Activities
Finance and HR
Technology
Procurement

Or

2. Marketing Mix (7Ps) – Strengths & Weakness

Or
3. IFE MATRIX

IV. Competitive Environmental Analysis

A. TOP 3 COMPETITORS
B. COMPETITIVE PROFILE MATRIX (CPM)
3M’s COMPETITOR1 COMPETITOR2 COMPETITOR3

Key Success Weight Scor Weighted Score Weighted Score Weighted Score Weighted
Factors e Score Score Score Score

1. Service 0.30 4 1.2 3 0.9 4 1.2 2 0.6

2. 0.10 2 0.2 3 0.3 2 0.2 4 0.4

Accessiblity/
Location
 3.Quality of 0.30 4 1.2 2 0.6 3 0.9 4 1.2
Food

4. Physical 0.10 2 0.2 4 0.4 2 0.2 3 0.3

evidence

5.Brnad 0.20 3 0.6 3 0.6 3 0.6 2 0.4

reputation

TOTAL 1 3.4 2.8 3.1 2.9

***Note: The weight indicates the importance of the factor, 0.0 as low importance and 1.0 as high importance. On the other
hand, the ratings indicate how well the companies are doing in the area: 4 means major strength; 3 means minor strength;
2 means minor weakness, and 1 means major weakness.

C. SYNTHESIS / ANALYSIS

V. Strategy Formulation (Strategic Alternatives, Evaluation of Strategic Alternatives and (SWOT

Analysis & Strategic Choice)

A. SWOT Analysis
EXTERNAL ENVIRONMENT ANALYSIS

OPPORTUNITIES THREATS

O1: T1:

O2: T2:

O3: T3:

O4: T4:

O5: T5

INTERNAL STRENGTHS SO STRATEGIES ST STRATEGIES

ENVIRONMEN
T ANALYSIS S1.

S2.

S3.

S4.
 S5.

WEAKNESSES WO STRATEGIES WT STRATEGIES

W1.

W2.

W3.

W4.

W5.

B. Strategic Alternative Solutions to the Problem

Strategic Alternative 1: Developing online ordering system
Strategic Alternative 2: Expanding of location
Strategic Alternative 3: Customer focus
C. Evaluation of Strategic Alternatives
Strategic Alternative 1: Developing online ordering system

PROS CONS

Simple, quick, and comfortable. Anyone with a
smartphone may use social media to purchase
food from 3M's online.
As 3M's aims to keep things straightforward and
unchanged, they have maintained their previous
method of placing pancit orders over the past
thirty years. Once they develop an online
ordering system, it will also be a huge adjustment
for them.

More accessible and safer online. Customers

may place online orders for food and make
payments without physically visiting the
business.

Less potential for mistakes. Ensures correct

pricing, which lowers the chance of error in
billing.

More clients. By offering a seamless

customer experience, 3M can increase its
customer base and earnings.
 Strategic Alternative 2: Expanding of location

PROS CO

Attracting new customers in new markets or Shortage of cash

with new products and services.

Increase your resources and stock Loss of control - as your business grows, you may
need to delegate management duties or divide the
workloads between different locations

Generate more sales and profits Increased capital requirements

Influence market price Increased staff turnover

Strategic Alternative 3: Customer focus

PROS CONS

Helps the 3M build a group of customers who Operate based only on what customers want and
come back again and again. Customers are need, which can hurt a company's creativity.
more likely to buy from the restaurant that
they think take their needs into account when
making products and services.

Building Relationships

Decision Matrix
CRITERIA (KEY SUCCESSS FACTORS) Weight SA1 SA2 SA3
1.
2.
3.
Total 100%
Note: Take the alternative with the highest number of points, 5 being the highest.

VI. Strategic Implementation (Action Items and Action Plan)

STRATEGIC & IMPLEMENTATION PLAN IMPLEMENTATION YEARS
ANNUAL
MANAGEMENT KEY PROJECTS/ 202
OBJECTIVES / 2024 2025 2026 2027
FUNCTIONS STRATEGIES ACTIVITIES 3
PURPOSE

HR Department
 ACCOUNTING &
FINANCE

MARKETING

SALES
PRODUCTION &
OPERATION

R&D

Or

Major Activities Person/ Time Frame Location/ Site Relevant & Critical
in sequence of People/Unit (duration of (Where is it factors) to consider
implementation Responsible activities, i.e. 3 conducted/imple in the conduct of
weeks) mented) activities

1.

VII. Strategic Evaluation and Control

A. Strategy Monitoring and Evaluation Plan
B. KPI (Key Performance Indicators)
C. Balanced scorecard Matrix

VIII. Conclusion & Recommendation

IX. References