SIARGAO ISLAND INSTTITUTE OF TECHNOLOGY

Baramgay 12, Pob. Dapa, Surigao del norte

COLLEGE OF BUSINESS EDUCATION

Panhimaga
s de
Siargao
Business Plan

Member:
Sinday, Eden heart S.
Dotillos, Jester
Garcia, Richard
Argente, Romnick
Table of Contents
Executive summary_________________________________________________________ __ 1
Context, idea and rationale______________________________________________________ 2
Mission statement, goals and objectives___________________________________________ 3
Market analysis_______________________________________________________________ 4
4.1. Target market
4.2. Market size
4.3. Market growth
4.4. Market profitability
4.5. Market trends
4.6. Key success factors
Competitor analysis____________________________________________________________ 5
5.1. Competitor identification
5.2. Competitor comparison
5.3. Competitor positioning
5.4. Competitor ranking
5.5 key findings
Marketing plan_______________________________________________________________ 6
6.1. Overview
6.2. Product
6.3. Price
6.4. Place
6.5. Promotion
Organizational plan__________________________________________________________ 7
7.1. Team of founders
7.2. Business legal form
7.3. Organizational form
7.4. Key personnel
7.5. Key external contacts
7.6. Office and plant locations
Financial plan_______________________________________________________________ 8
8.1. Overview
8.2. Set-up costs
8.3. Start-up capital
8.4. Profit and loss forecast
8.5. Cash flow forecast
8.6. Balance sheet forecast
8.7. Financial ratios
Action plan________________________________________________________________ 9
Exhibits 10
 Chapter 1

Executive Summary

Panhimagas de Siargao is an Siargao Snack Delicacy aims to establish a thriving business in

Siargao, known for its beautiful beaches and growing tourism industry. The business will focus on

offering unique and locally-inspired snack delicacies to both locals and tourists, creating a

memorable and authentic experience. Panhimagas de Siargao will specialize in crafting and selling a

variety of snacks that showcase the flavors. The menu will include traditional delicacies as well as

innovative twists on classic snacks, using fresh and locally-sourced ingredients.

We strive to become an essential component of the island's identity, not just a means of

satisfying customers' appetites, through a dedication to authenticity, sustainability, and excellence.

Panhimagas de Siargao aims to make a lasting impression on the food industry by combining

tradition and innovation, enhancing Siargao's cultural diversity and its economic growth. We warmly

welcome visitors and locals alike to take part in this savory adventure and experience the special and

unforgettable flavor of Panhimagas de Siargao.

 Chapter 2

Context, Idea and Rationale

Panhimagas de Siargao was born out of a deep

appreciation for the local flavors and a desire to create a

distinctive culinary destination on the island. Recognizing the

increasing demand for authentic and innovative experiences,

the concept emerged from a blend of passion for food,

commitment to community sustainability, and a keen

understanding of the evolving preferences of both locals and

Background tourists. Siargao's vibrant culture and the gap in the market for

a snack haven that encapsulates its essence inspired the

inception of this venture. The idea germinated from a shared

aspiration to not only meet the gastronomic desires of Siargao's

diverse audience but also to contribute positively to the local

community and economy. The concept originated from a

common goal to satisfy the varied tastes of Siargao's customers

while also making a beneficial impact on the local economy

and community.

A business called Panhimagas de Siargao has the potential to

totally transform the snacking landscape on the charming island

of Siargao. Our idea is to provide a selection of distinctive,

regionally-inspired snacks that combine classic flavors with

Idea Description
 creative twists. As an aspirant business owner, our vision is to

establish a delicious refuge that not only accommodates the

many preferences of residents and visitors, but also supports the

community's sustainability by procuring local, fresh foods.

Panhimagas de SiargO wants to be more than just a snack

destination; it wants to be a landmark in both culture and food,

enriching the complete experience for those who want to savor

Siargao's genuine flavors.

Reason #1: High Potential Customer Demand

The thriving tourism industry in Siargao, coupled with the

increasing demand for unique and authentic experiences,

presents a lucrative market for Panhimagas de Siargao. As more

visitors seek genuine local flavors and memorable culinary

encounters, our venture is strategically positioned to cater to

this high demand, becoming a must-visit destination for both

tourists and locals.

Rat
Reason #2: Distribution Competitive Advantage
ion
Panhimagas de Siargao gains a competitive edge through

strategic distribution channels. Leveraging partnerships with

ale local hotels, resorts, and tour operators, we ensure widespread
visibility and accessibility. This strategic alliance not only

facilitates easy access for tourists but also establishes a strong

presence in key areas frequented by the target market, setting

us apart in the competitive snacking landscape.

Reason #3: Low Cost, High Impact

Panhimagas de Siargao is designed with cost-efficiency in

mind, emphasizing local sourcing to keep ingredient costs low.

By focusing on sustainability and community partnerships, we

not only contribute to the local economy but also maintain a

competitive advantage in pricing. This low-cost, high-impact

approach positions our venture as an economically viable and

socially responsible choice for both consumers and the business

itself
 Chapter 3
Mission statement, Goals and Objectives

MISSION
Panhimagas de Siargao is committed to curating a culinary haven that
celebrates the authentic flavors of Siargao, enriching the snacking
experience for locals and enchanting tourists with a fusion of
traditional and innovative delights. Our mission is to be a cultural
destination, fostering community sustainability and leaving an indelible
mark on the gastronomic landscape of this tropical paradise. Through
passion, quality, and community engagement, we aim to create
moments of joy and connection through the art of snacking.

GOAL
Our goal is to establish itself as the premier snacking destination on the
island, recognized for its diverse menu, commitment to authenticity, and
positive impact on the local community.

Product Portfolio Expansion: Customer Engagement and Local Sourcing Optimization

Launch two new innovative
snack offerings every quarter,
incorporating local flavors and
seasonal ingredients to
maintain a dynamic and
enticing menu.
Retention
Implement a loyalty program
within the first six months,
aiming for a 20% increase in
customer retention and repeat
business by the end of the first
year.
Source 50% of ingredients
locally within the first three
months, progressively
increasing to 80% by the end
of the first year, strengthening
partnerships with local farmers
and contributing to the
community's economic
sustainability.
 Chapter 4
MARKET ANALYSIS

4.1 Target Market

Panhimagas de Siargao target market encompasses a diverse range of individuals, blending

locals and tourists who share a common appreciation for authentic, innovative, and locally-inspired
snacks. Utilizing a combination of geographic, demographic, and psychographic segmentation, our
primary target markets are defined as follows:

1.Geographic Segmentation

 Tourists: Panhimasgas de Siargao aims to captivate the growing number of tourists visiting
Siargao. The strategic location of our snack haven in popular tourist areas ensures visibility
and accessibility for travelers seeking unique and memorable culinary experiences.

 Locals: Residents of Siargao form an integral part of our target market. By infusing
traditional flavors with modern twists, we cater to the local palate, becoming a go-to snack
destination for the community.

2. Demographic Segmentation

 Age: Our target demographic ranges from young adults to middle-aged individuals,
encompassing those seeking vibrant, flavorful snacks.

 Income: While our offerings are affordable, Panhimagas de Siargao also caters to individuals
with a higher disposable income, providing a range of options to suit different budget
preferences.

 Occupation and Education: Tourists from various occupations and educational backgrounds,
as well as locals with diverse professions, contribute to our target market.

3.Psychographic Segmentation

 Lifestyle: Our snacks appeal to those with a taste for adventure, exploration, and a desire for
food discovery. Both tourists and locals who value a vibrant lifestyle are within our target
market.

 Food Enthusiasts: Individuals passionate about exploring unique and authentic culinary
experiences, characterized by an appreciation for local flavors and a willingness to
experiment with innovative snack options.

Tailoring the Marketing Mix (4Ps):

Product: Tailor the menu to cater to the preferences of both tourists and locals, offering a balance of
traditional and innovative snacks.
 Price: Implement dynamic pricing strategies, considering both the budget constraints of locals and
the willingness of tourists to invest in unique culinary experiences.

Place: Optimize the location strategy by ensuring accessibility in popular tourist areas and within the
local community.

Promotion: Craft marketing campaigns that resonate with the adventurous spirit of our target market,
leveraging social media, collaborations with influencers, and partnerships with local businesses to
enhance visibility.

4.2 Target Market Size

Total Available Market (TAM)

Estimating the Total Available Market (TAM)
size for Panhimagas de Siargao involves
considering various factors such as the
population of Siargao, the number of tourists,
and the average spending on snacks.

Siargao Population: 200,000

Ᵽ 17, 500,000.00
Annual Tourist Arrivals: 150,000
Target
MarketMarket
Share Average Spending on Snacks per Person: PHP
In the
As initial phase,
estimated the business
that Panhimagas deaims to capture
Siargao, with its 50
40% of the SAM based on its Ᵽ 5, 250,
marketing 000.00
strategies, Calculation:
unique selling proposition (USP) of offering an
operational
enticing capabilities,
blend and and
of traditional market positioning.
innovative snacks, TAM=(Population+Tourist Arrivals)×Average
coupled with an effective marketing plan, aims to Spending on Snacks per Person
TM=Percentage Ᵽ 2,100, 000.00
capture an initial of SAMshare
market Targeted×SAM
of 15% within 000.00
Ᵽ 2,100, its
TM=0.40×PHP 5,250,000
defined Target Market (TM). TAM=(200,000+150,000)×50

TM=PHP
Market 2,100,000
Share Calculation: 15 % TAM=350,000×50
Ᵽ2, 100,000.00
Therefore,
Market based
Share on this estimation, the Target
(Percentage)= TAM=PHP 17,500,000.00
MarketMarket
Target (TM) size
Sizefor Panhimgas de Siargao is
approximately
Estimated PHP
Target 2,100,000.
Market This represents the
Size ×100 This is a simplified and hypothetical
portion of the Serviceable Available Market that calculation, and actual TAM could vary based
the business
Market Shareaims to capture and serve effectively.
(Percentage)= on more specific and up-to-date data.
5,250,000
2,100,000 ×100
Serviceable Available Market (SAM)
Market Share (Percentage)≈40% Let's assume that Panhimagas de Siargao, in its
initial phase, can effectively serve 30% of the
Market Share (in Peso): TAM due to factors such as operational capacity,
distribution reach, and marketing efforts.
Market Share (Peso)=Market Share
(Percentage)×Target Market Size SAM=Percentage of TAM that can be
served×TAM
Market Share (Peso)=40%×PHP 5,250,000 SAM=0.30×PHP 17,500,000
SAM=PHP 5,250,000
Market Share (Peso)≈PHP 2,100,000
Therefore, based on this estimation, the
Therefore, based on this estimation, Panhimagas de Serviceable Available Market (SAM) for
Siargao is targeting an initial market share of Panhimagas de Siargao is approximately PHP
approximately 15%, equivalent to PHP 2,100,000 5,250,000.
within its defined Target Market.
4.3. Market growth

Total Available Market (TAM)

TAM Total Available Market (TAM) Revenue Growth

Ᵽ19,250,000.00 TAM2025=TAM2024×(1+Growth Rate)TAM2025

=TAM2024×(1+Growth Rate)
SAM
TAM2025=PHP 17,500,000×(1+0.10)TAM2025
Ᵽ5, 302,500.00
=PHP 17,500,000×(1+0.10)
Target Market
Target Market (TM)
TAM2025≈PHP Revenue Growth:
19,250,000TAM2025≈PHP 19,2
Target Market
50,000
Ᵽ2, 310,000.00 TM2025=TM2024×(1+Growth Rate)TM2025
=TM2024×(1+Growth Rate)
Market Share
0.153
TM2025=PHP 2,100,000×(1+0.10)TM2025=PHP
Serviceable Available Market (SAM)
2,100,000×(1+0.10)
Serviceable Available Market (SAM) Revenue Growth

TM2025≈PHP 2,310,000
SAM2025=SAM2024×(1+Growth Rate)SAM2025
=SAM2024×(1+Growth Rate)

SAM2025=PHP 5,250,000×(1+0.01)SAM2025
Market Share
=PHP 5,250,000×(1+0.01)
Market Share Growth:
SAM2025≈PHP 5,302,500SAM2025≈PHP 5,302,
Market Share2025=Market Share2024×(1+Growth Rate
500
)

Market Share2025=Market Share2024×(1+Growth Rate

)

Market Share2025=0.15×(1+0.02)Market Share2025

=0.15×(1+0.02)

Market Share2025≈0.153
 Threat of new
entrants
• Local knowledge, sourcing
authentic ingredients, and
building a brand that
resonates with both locals
and tourists.

Bargaining power of Rivalry

Suppliers
• Strong Partnerships
• supporting local farmers
• exploring alternative sourcing
strategies
Bargaining power
• Depending on the number of of Buyers
competitors, the intensity of
• Brand
competitive rivalry in the snack Loyalty
industry on Siargao may vary.

Threat of
Substitute
products
• through a unique blend
of traditional and
innovative snacks
www.slidebooks.com

4.4. Market profitability

4.5. Market Trends

This trend is an opportunity for Panhimagas de Siargao to

capitalize on the island's rich culinary heritage, offering snacks that
showcase traditional flavors while incorporating innovative twists.
Rising Demand for Local Emphasizing the use of locally-sourced ingredients can align with
and Authentic Flavors this trend and attract consumers looking for an authentic taste of
Siargao.

With an increasing global focus on sustainability and ethical

practices, consumers are becoming more conscious of the
environmental and social impact of their food choices. Panhimagas
Sustainable and Ethical
de Siargao can align with this trend by emphasizing sustainable
Practices
practices, such as sourcing locally-produced ingredients, reducing
packaging waste, and supporting local farmers and communities.

Siargao has become a prominent destination for tourists seeking not

only beautiful landscapes but also unique culinary experiences. The
trend of culinary tourism presents an opportunity for Pahimagas de
Culinary Tourism and Siargao to position itself as a must-visit snacking destination. By
Unique Experiences
# offering a diverse menu that reflects the island's flavors and culture,
3 the business can attract food enthusiasts and tourists looking for
memorable and distinctive culinary experiences on the island.
4.6. Key success factors

Storytelling and Experience Marketing: Success in the culinary

industry on Siargao requires more than just great snacks; it
demands effective storytelling and experience marketing.
Innovative Marketing
Engaging customers through narratives that highlight the cultural
Strategies
significance of each snack, combined with immersive experiences,
can create lasting impressions and drive customer loyalty.

.Distinctive Brand Identity: Establishing a memorable and

distinctive brand identity is essential for success. From the logo
Brand Building and and packaging to the overall customer experience, a strong brand
Customer Engagement will foster customer loyalty and positive word-of-mouth. Effective
marketing, including social media engagement and collaborations,
will further enhance brand visibility.

Partnerships with Local Suppliers: Building strong relationships

with local farmers and suppliers is crucial. By prioritizing local
Strategic Partnerships sourcing, Panhimagas de Siargao not only ensures the freshness
and Local Sourcing and quality of ingredients but also contributes to the sustainability
# of the community. Collaborations with local businesses, hotels, and
3 resorts enhance visibility and distribution.
 Chapter 5
COMPETITOR ANALYSIS

5.1. Competitor identification

1. Key National Competitors 2. Key

2 International Competitors

• Local Snack Stalls and Shops • Global Food

•Established Snack Brands • International Culinary Influences
•
•

3
3. Substitutes 4. New Entrants

•Local Street Food Vendors •Entrepreneurs and New Start-ups

• Alternative Snacking •Expansion of Existing Businesses
Options •
•

5.2. Competitor comparison

Strengths Weaknesses Opportunities Threats

Local Snack -Deep cultural -Limited -Collaboration -Limited capacity
Stalls and connection and innovation and opportunities to for innovation
Shops understanding of potential resistance enhance local and adaptation.
local preferences. to change. flavors. -May struggle to
-Established -Possibly less -Potential match
relationships with visibility compared partnerships with Panhimagas de
local suppliers. to a new entrant Panhimagas de Siargao branding
-Familiarity with with a strong Siargao for and marketing
the community and marketing strategy. increased efforts
customer base. -May lack the exposure.
infrastructure for
broad distribution.
Established -Nationwide -May struggle to -Collaborations -Difficulty in
Snack recognition and connect with the or partnerships adapting to the
Brands established local Siargao with Panhimagas unique nuances
 customer loyalty. culture de Siargao for a of the Siargao
-Potential for authentically. local touch. market.
financial resources -Possibly slower to -Potential to tap -Risk of being
and marketing adapt to local into Siargao's overshadowed by
budgets. trends and growing tourism Panhimagas de
preferences. market. Siargao local
Risk of being authenticity.
perceived as less
authentic compared
to local
establishments.
International -Global recognition -Potential cultural -Collaborations -Difficulty in
Food Chains and standardized mismatch with or partnerships aligning with
quality. local preferences. with Panhimagas Siargao's cultural
-Strong marketing -May not offer the de Siargao to and culinary
and branding authenticity and incorporate local landscape.
capabilities. local flair that flavors. -Risk of being
-Operational Panhimagas de -Expanding perceived as too
efficiency and Siargao provides. offerings to commercial or
scalability. -Limited flexibility include unique corporate.
to adapt to small, snacks inspired
local markets. by Siargao.
Local Street -Quick and -Limited menu -Collaborations -Risk of losing
Food affordable options. variety and with Panhimagas customers
Vendors -Street-side potential lack of de Siargao for seeking a more
visibility and innovation. diversified curated and
accessibility. -May lack branding offerings. unique snacking
-Familiarity with and marketing -Potential to experience.
the local strategies. learn and adapt -Limited
community. -Could face to innovative resources for
challenges in practices. marketing and
maintaining brand
consistent quality. development.

5.3. Competitor positioning

5.4. Competitor ranking

 This ranking places Panhimagas de Siargao at the top, acknowledging its strong position in
terms of authenticity, innovation, and market presence. Established Snack Brands come in second,
leveraging their nationwide recognition, while Local Snack Stalls and Shops secure the third position
with their deep cultural connections and potential for collaboration.

1. Panhimagas De Siargao
2. Established Snack Brands
3. Local Snack Stalls And Shops

5.5 key findings

Panhimagas de Siargao strong emphasis on authenticity, blending

traditional and innovative snacks, sets it apart in the market. The
unique value proposition resonates well with both locals and
Unique Value
tourists, contributing to positive customer satisfaction and reviews.
Proposition

The growing market share and positive reception indicate a

significant potential for Panhimagas de Siargao. There are
Market Potential and opportunities for continued innovation, customer engagement, and
Growth Opportunities partnerships to further solidify its position in the market.

Panhimagas de Siargao top competitors include both local and

established snack brands. Understanding the strengths and
Competitive Landscape weaknesses of competitors, particularly in terms of authenticity and
Insights innovation, provides valuable insights for refining strategies and
# maintaining a competitive edge.
3
 Chapter 6
MARKETING PLAN

Overview:

Panhimagas de Siargao’s marketing plan is tailored to showcase its unique blend of traditional
Siargao flavors and innovative twists. Through a strategic mix of product promotion, pricing
strategies, placement, and engaging promotion, the goal is to establish Panhimagas de Siargao as the
top snacking destination on the island.

Product:
Traditional meets Innovative: Our product lineup offers a fusion of traditional Siargao flavors with
innovative twists, appealing to both locals and tourists seeking authentic yet exciting snacking
experiences.
 Quality Assurance: We pride ourselves on using high-quality, locally sourced ingredients to
ensure that each snack not only tastes delicious but also reflects the rich culinary heritage of
Siargao.

 Diverse Selection: From classic kakanin to modern interpretations of local favorites, our
diverse selection of snacks caters to a wide range of tastes and preferences.

Price:
 Value for Money: Our pricing strategy strikes a balance between offering value for money to
customers while maintaining profitability for the business. We aim to position our snacks as
affordable indulgences that deliver exceptional taste and quality.

 Promotional Offers: Periodic promotional offers, such as combo deals and special discounts,
will be implemented to incentivize trial and repeat purchases, driving sales and increasing
customer loyalty.

Placement:
 Prime Location: Situated in General Luna, Siargao's main tourist hub, our bakery enjoys
prime visibility and accessibility, attracting foot traffic from both residents and visitors
exploring the island.
  Strategic Expansion: While our flagship store serves as the cornerstone of our presence on
the island, we also explore opportunities for expansion through mobile units and pop-up stalls
at key tourist destinations and events.
Promotion:
 Compelling Messaging: Our marketing communications highlight the unique blend of
traditional flavors and innovative twists that define Panhimagas de Siargao, enticing
customers with mouthwatering descriptions and captivating visuals.

 Engaging Social Media: We leverage social media platforms, including Instagram,

Facebook, and TikTok, to engage with our audience, share user-generated content, and
showcase our snacks in a visually appealing and shareable manner.

 Influencer Partnerships: Collaborations with local influencers, food bloggers, and travel
vloggers enable us to reach new audiences and build credibility through authentic
endorsements and recommendations.

 Community Engagement: Active participation in local events, festivals, and community

initiatives allows us to connect with residents and tourists alike, fostering a sense of
belonging and loyalty to the Panhimagas de Siargao brand.
 Chapter 7
Organizational Plan

7.1. Team of founders

FOUNDING TEAM

Eden Heart Sinday

CEO, Co-founder

Jester E. Dotillos
CFO, Co-founder

Richard Garcia
COO, Co-founder
 Romnick Argente
CMO, Co-founder

7.2. Business legal form

Partnership Our establishment embodies the essence of partnership, fostering

collaboration and shared ownership among the co-founders. This legal
structure facilitates the collective pursuit of our vision, ensuring cohesive
governance and equitable distribution of assets.

Corporation As we embark on a trajectory of growth and expansion, the prospect of

transitioning into a corporation loom promisingly on the horizon.
Embracing this legal form could fortify our enterprise with heightened
credibility, increased access to capital, and advantageous tax considerations.

7.3. Organizational form

CEO/Founder (Eden Heart Sinday)

______________________||____________________
| |
CFO/Founder(Jester Dotillos) COO/Founder(Richard Garcia)
| |
CMO/Founder(Romnick Argente). Operations Manager
____________________ |________________
| |
Marketing Manager Finance Manager
____________|____________ |
| | Administrative Staff
Customer Service Manager Marketing & Sales Associates
|
Staff
7.4. Key personnel
Position Name Role
Chief Executive Officer(CEO) Eden Heart Sinday Controls all operations to
guarantee efficient business
administration and guides the
organization with a strategic
vision.
Chief Operating Officer(COO) Richard Garcia Oversees daily operations, with
an emphasis on process
improvement and efficiency to
satisfy goals and demands
from customers.
Chief Financial Officer(CFO) Jester E. Dotillos Oversees financial matters,
making sure they are stable
and viable by making wise
financial decisions and plans.
Chief Marketing Romnick Argente Oversees marketing initiatives
Officer(CMO) and creates plans to advertise
goods, build brand awareness,
and increase consumer
interaction.

7.5. Key external contacts

Contact Type Name/Company Role/Responsibility

Suppliers Local Farmers and Producers Provide high-quality
ingredients and raw materials
for variety kakanin production.
Distributors Logistics Partners Assist in distribution and
transportation of products to
retail outlets and customers.
Service Providers Maintenance Contractors Handle equipment
maintenance, facility cleaning,
and other essential services.
Regulatory Bodies Government Agencies Ensure compliance with food
safety regulations, licensing
requirements, and health
standards.

7.6. Office and plant locations

General Luna, Siargao This is the main hub where Panhimagas de Siargao's flagship
store and office are situated. Located in the heart of General
Luna, it enjoys prime visibility and accessibility, attracting both
locals and tourists exploring the island.

Tourists Hotspot Apart from its primary site, Panhimagas de Siargao explores
opportunities to set up mobile units and pop-up stalls at key
tourist spots and events across Siargao Island. By extending the
brand’s reach and presence beyond the primary location, these
temporary arrangements hope to take advantage of heavy foot
traffic and visitors engagement

Chapter 8
 Financial Plan
This outlines our strategies for managing finances, projecting revenues, controlling costs, and
ensuring profitability for the first year of operation, broken down into monthly increments.

Set-up costs
 Ingredients(e.g., glutinous rice, coconut milk, sugar): P1,000
 Equipment and Materials: P500
 Marketing and Promotion: P200
 Contingency: P200
Total Set-up costs: P1900

Start-up capital
 Personal Savings: P1000
 Loan: P1000
Total Start-up capital: P2000

Profit and loss forecast

Profit and Loss forecast assumed (Year 1)

Sales Cost of Gross Profit Operating Net
Revenue Goods Sold Expenses Profit/Loss

P14,000 P6,000 P8000 P4000 P5000

Cash flow forecast
Cash Flow forecast (Year 1)
Cash Inflows Cash Outflows Net Cash Flow

Month 1
P1000 P500 P500
Month 2
P1,300 P300 P1,000
Month 3
P1,500 P700 P800
Month 4
P1,800 P900 P900
Month 5
P2,000 P500 P1,500
Month 6
P2,200 P1,500 P700
Month 7
P2,100 P600 P1,500
Month 8
P2,100 P500 P1,600
Month 9
P1,900 P500 P1,400
Month 10
P1,800 P600 P1,200
Month 11
P1,800 P500 P1,300
Month 12
P2,000 P1000 P1,000
Total
P21,500 P8,100 P13,400
Balance sheet forecast

Assets:
Current Assets

Inventory ₱1,000

Equipment ₱500

Other Current Assets ₱400

Total Assets: ₱1,900

Liabilities:
Current Liabilities

Loans Payable ₱1,000

Total Liabilities: ₱1,000

Equity:
Initial Investment ₱1,000

Retained Earnings ₱2,000

Total Owner's Equity: ₱3,000

Total Liabilities and Equity: ₱4,000

Financial ratios
Current Ratio: 2.00
Gross Profit Margin: 58.0%
Net Profit Margin: 35.0
 Chapter 9
Action Plan

Task Description Responsible Party Timeline Status

Secure necessary Month 1
permits and licenses CEO Not Started
Set up bank account CFO Month 1 In progress
Purchase initial COO Month 1 Completed
inventory and equipment
Renovate and furnish COO Month 1-2
bakery shop Not Started
Develop marketing and Marketing Team Month 1-2
promotion strategies In Progress
Hire and train staff HR Manager Month 2-3 Not Started
Launch grand opening Marketing Team Month 3 Not Started
event
Implement customer Operations Manager Month 4 Not Started
feedback system
Analyze sales data and CEO Not Started
adjust strategies Ongoing
accordingly
Evaluate financial CFO Not Started
performance and adjust Ongoing
budget