Casual Totebags

II.
Executive Summary
Tote bag is the ultimate 21st century object of desire for women from all walks of life.
Women find tote bags so desirable, since it has become a unique apparent statement of a
Woman’s status, fashion sense, and of course earning power. It was commonly made of heavy
nylon, synthetic leather and jute, when wetted it loses its strength.
The researcher conducted a research and studied the possible alternative raw materials
for casual tote bags. Banana is a good source for high quality textiles in many parts of the world,
specifically tropical countries (Henry Simpson, 2011). While coconut husk has many uses
including handcrafts, bags, as well as shoes. The basis of this is from the previous studies and
through series of research. Using these ideas, the researcher come up with an idea of combining
the banana yarn and coconut yarn as its cloth. Since the usage of nylon and jute is mainstream
nowadays. In addition, both are durable and can be waterproof.
In this business plan, marketability as well as the financial stability and how will the
product be produced were taken into consideration. This includes market analysis, economics
for business, marketing plan, operations plan and financial projections.
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III. Industry Analysis:
Economic
Casual tote bags are highly patronized by women in every walk of life nowadays. It
possesses fashion and status in life. The cloth of this bag is typically made from heavy nylon
and jute. It is typically sold in malls, boutiques, and some general merchandise stores.
Ostensibly, it would be feasible to establish a business within the Philippines specifically in
the province of Cavite, using a different kind of raw materials which is combined banana yarn
and coconut yarn in producing casual tote bags.
Social
Women are very fond of casual tote bags for fashion purposes and personal agendas.
The designs may vary depending upon the occasion and season.
Technological
Chemical and mechanical aspect is to be applied in producing casual tote bags made
out of combined banana yarn and coconut yarn as main raw material.
Legal
Unibag Manufacturing Company will be certified under the Securities and Exchange
Commission (SEC) since the company structure is partnership, it has only five owners. The
purpose of SEC is to verify and reserve the company’s name. After getting the certificate of
registration, these are the list of offices that needs to be visited.
• Barangay Hall – secure a barangay clearance to operate your business
• Local Government Unit (LGU) – visit the municipality or city hall office and process
your business permit
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• Bureau of Internal Revenue (BIR) – apply for a business taxpayer identification
number (TIN), register your books of accounts, point-of-sales (POS) machines and
receipts
At this point, you may now legally start your business operations, but you’ll need to
then register your employees (which may include yourself) to the following agencies:
• Social Security System (SSS) – secure an SSS number for yourself and your
employees
• Department of Labor and Employment (DOLE) – for businesses with five workers
or more, register your business with DOLE
• Home Development Mutual Fund (HDMF) – as required by RA 7742, SSS members
earning at least P4,000 a month must be registered with HDMF. This agency
administers the Pag-Ibig Fund.
• Philippine Health Insurance Corp. (PhilHealth) – all employers of are required to
register their employees to this agency as stated in the New National Health Insurance
Act (RA 7875 / RA 9241). PhilHealth manages and administers the government health
care system
Special Permits:
• Yarn, yarn products processing and trading: registration certificate and commodity
clearance from the Yarn Development Authority (DA-FIDA)
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Environmental
Coconut yarn is considered waste while banana yarn is used to make cloth. This two
will be combined and will serve as the main raw material of casual tote bag. It would not alter
the environment since the waste will be converted into a useful and in demand product.
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IV. Company Description
B&C Manufacturing Company is a corporation, a group of people authorized to act as
a single entity. This form of business is characterized by the limited liability of its owners, the
issuance of shares of easily transferable stock, and existence as a going concern.
Company Mission and Vision
MISSION
“We inspire women by creating value and making difference.”
VISION
Our vision serves as the framework to our roadmap and guides every aspect of our business
by describing what we need to accomplish in order to continue achieving sustainable quality
growth.
• People: Be a great place to work where people are inspired to be the best they can be.
• Portfolio: Bring to the world a portfolio of quality casual tote bags that anticipate and
satisfy women’s desires and needs.
• Productivity: Be a highly effective, lean, and fast-moving organization.
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V. Market Analysis
The purpose of this study is to produce casual tote bag from combined banana yarn and
coconut yarn as main raw materials, it will serve as the cloth of the bag. It will focus on its
durability which is lacking to the existing casual tote bags. The design of the bag will not be
affected thus, more improved based on the trends of women fashion. Other raw materials of
tote bags are threads and dye for the design.
The targets of this product are establishments such as stalls and boutiques inside the
malls and shopping centers in Imus, Bacoor, Dasmarinas, and Rosario.
The product name will be “B&C”. The main raw materials of casual tote bag are
combined banana yarn and coconut yarn. From the first letter of the word banana and coconut
comes the product name as B&C.
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A. Market Segmentation
Table 1. Market Segmentation
Market Segmentation
Geographic Segmentation
Cavite Province:
- City of Dasmarinas
Locality - Bacoor City
- Imus City
- Rosario
Demographic Segmentation
Age 13 years old and above
Gender Female
Socio-economic Segmentation
- Stall
Business Category
- Boutiques
Psychographic Segmentation
- once a week
- twice a week
Product Usage
- once a month
- twice a month
- Small
Size of the Product - Medium
- Large
Behavioral Segmentation
Knowledge Awareness for the product and raw materials
- Interest to the product
Attitude
- Willingness to use
Table 1 shows the market segmentation for the target markets. For geographic, it
identifies the target localities in the province of Cavite. For demographic, it includes female
with the age of 13 years old and above. For socio-economic, it determines the business category
such as boutiques and stalls inside shopping centers and malls that will be the company’s target
customer. For psychographic, it determines the frequency of customer orders, and the sizes of
casual tote bags. And for behavioral, it includes the awareness of the consumer as well as the
customer’s interest and if they are willing to use the product
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Geographic Segmentation
Table 2. Total Population of Females Ages 13 and above in the Province of Cavite as of 2015
Total Population of Female

City/Municipality
(13yrs. Old and above)
City of Dasmarinas 216,799
Bacoor City 200,382
Imus City 121,571
General Trias 92,143
Silang 76,991
Tanza 70,158
General Mariano Alvarez 50,603
Cavite City 39,410
Trece Martires City 37,093
Rosario 35,512
Naic 33,081
Kawit 29,884
Carmona 28,279
Indang 24,008
Tagaytay City 22,259
Alfonso 18,299
Noveleta 16,612
Maragondon 13,389
Amadeo 12,818
Mendez 11,087
Magallanes 7,756
Ternate 7,023
General Emilio Aguinaldo 6,508
Source: National Statistics Office (NSO), 2015 Census of Population
Table 2 shows the total population of females ages 13 years old and above provided by
NSO. This total population will serve as one of the basis in determining the target market area.
Municipality of Rosario is chosen because of the number of malls located in this area. Note: 2015
census was used since it’s the latest data that be used.
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Table 3. Number of Target Market per Locality
Actual Number of Malls and Shopping

Localities
Centers
1. Imus City 11
2. Bacoor City 8
3. City of Dasmarinas 6
4. Rosario 4
Source: BPLO of each Locality
Table 3 shows the actual number of malls and shopping centers per locality. The
researcher chose the top 4 localities that have the highest number of malls and shopping centers,
this indicates more boutiques and stalls that sell casual tote bags. City of Imus has a total of 11
malls and shopping centers, City of Bacoor has 8, City of Dasmarinas has 6, and Rosario has
4 malls and shopping centers.
Table 4. Target Customers in Selected Localities
Actual No. of Target Customers

Localities
Customers Imus Bacoor Dasmarinas Rosario
Rosario
Imus 63 11%
Imus
Bacoor 66 29%
Dasmarina
Dasmarinas 70 s
31%
Rosario 24 Bacoor
29%
TOTAL 223
Figure 1. Target Customer
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Table 4 shows the division of actual number of target customers per locality within the selected
malls and shopping centers.
Figure 1 shows the percentage of each locality. The locality that has the highest
percentage is Dasmarinas with 31%, followed by Bacoor with 29% and Imus with 29%, and
last is Rosario with 11% of the total target customers. Note: for the breakdown of number of
stalls and boutique per locality pls see appendix 1.
Table 5. Population of Selected Localities as of 2015
Percentage of Age
Population of Female as of
Localities 2015 (13 yrs old and
2015
above)
Imus 301,624 0.385 121,571

Bacoor 520,216 0.385 200,382
Dasmarinas 575,817 0.385 216,799
Rosario 92,253 0.385 35,512
TOTAL 1,489,910 574,264
The total population per locality as of 2015 was used in order to project the population
by using the formula of population size. The 38.5% represents the total population of 4
localities for ages 13 and above. The researcher includes the age of the respondents to
determine the consumers’ preference regarding to the designs and sizes of casual tote bags.
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Population Size Formula:
Nt = Noert
Where:
GIVEN
Nt = population size at time (t) =?
No = original population size 574,264

r = intrinsic rate increase 5.05% (NSO)
t = time 5 years
Since the available
data from NSO is for the year 2015, the researchers used the population size formula to project
the current year.
Table 6. Projected Populations of Age Group 13 and above for the year 2015
Localities 2015 Projected Population

Imus 156,491
Bacoor 257,940
Dasmarinas 279,072
Rosario 45,712
Total 739,215
Table 6 shows the projected population of age group 13 and above for the year 2015.
The researchers will use this data as their target respondents to determine the behavioral
characteristics of consumer with regards to the product. Since the total population was
impossible to acquire, the researchers applied Slovin’s formula to determine the total number
of respondents that will represent the whole population.
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Slovin’s Formula:
N
R =
(1 + Ne2)
Where:
R = Total number of respondents
N = Total Population
e = margin of error (0.05)
739, 215
R=
(1 + 739,215)(0.05)2
R = 399.78 R = 400k
Based on the computed value, we need at least 400 respondents to represent the whole
population of women ages 16 and up. But due to time constraints and given the circumstances
that we’re facing nowadays, the proponent only chose 100 respondents.
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Behavioral Segmentation
Table 7. Familiarity with Casual Tote Bag
No of respondents Are you familiar with Casual Tote

Bags?
5.0%
Yes 95
No 5
Total 100
95.0%
Yes No
Figure 2. Familiarity with Casual Tote Bag
Table 7 and figure 2 shows that out of 100 respondents from the 4 target markets, 95%
answered that they are familiar with the casual tote bag while the remaining 5% was not.
Table 8. Familiarity with Banana and Coconut Yarn
Are you familiar with Banana and

No of respondents
Coconut Yarn?
Yes 86
14.0%
No 14
86.0%
Total 100
Yes No
Figure 3. Familiarity with Banana and Coconut Yarn

Table 8 and figure 3 shows that 86% of the respondent are familiar with banana and
coconut yarn while 14% are not.
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Table 9. Willingness to Use the Product
Are you willing to use Casual Totebag from

No of respondents
combined coconut yarn and banana yarn?
8.0%
Yes 92
No 8
92.0%
Total 100
Yes No
Figure 4. Willingness to Use the Product

Table 9 and figure 4 shows that 92% of the respondents are willing to use casual tote
bags from combined coconut yarn and banana yarn while only 8% responded no.
Table 10. Willingness to Buy the Product
No of respondents Are you willing to buy Casual Totebag from

combined coconut yarn and banana yarn?
10.0%
Yes 90
No 10
90.0%
Total 100
Yes No
Figure 5. Willingness to Buy the Product
Table 10 and figure 5 shows that 90% of the respondents are willing to buy the casual
tote bag from combined coconut yarn and banana yarn while 10% are not.
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Psychographic Segmentation
Table 11. Delivery of Casual Totebags
No. of Customers
Delivery Stall Boutique
Once a week 75 41
Twice a week 46 26
Once a month 12 10
Twice a month 9 4
Total 142 81
Grand Total 223
Delivery - Stall
6%
9%
Once a week
Twice a week
32% 53% Once a month
Twice a month
Figure 6. Percent of Delivery of Casual Tote Bags for Stalls
Delivery - Boutique
4%
13%
Once a week
Twice a week
51%
32% Once a month
Twice a month
Figure 7. Percent of Delivery of Casual Tote Bags for Stalls
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Table 12. Buying Pattern
No of
respondents How often do you buy casual tote bag?
Once a week 10
10.0% Once a week
Twice a week 8 17.0%
8.0% Twice a week
Once a month 25
Once a month
Twice a month 40 Twice a

25.0% month
When needed 17 40.0% When needed
Total 100
Figure 8. Buying Pattern

Table 12 and figure 8 shows that out of 100 respondents from the 4 target markets the
most frequent buying pattern resulted to twice a month. Followed by once a month and so on.
Table 13. Most Saleable Size
No of What size is the most saleable?

respondents
16.0%
Small 16 25.0%
Small
Medium
Medium 59
Large
Large 25 59.0%
Total 100
Figure 9. Most Saleable Size

Table 13 and figure 9 shows the sizes available for casual tote bag, sizes are small,
medium and large. Based on the figures presented above the most saleable size is medium.
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Table 14. Most Saleable Design
No of What Design is the Most Saleable?

respondents
Printed 16 16.0%
Printed
Colorful 25
Colorful
Plain 59 25.0% Plain

59.0%
Total 100
Figure 10. Most Saleable Design
Table 14 and figure 10 shows that among the common designs, the most saleable are
the plain ones. Followed by colorful and lastly the printed designs.
Socio Economic Segmentation

Table 15. Business Category
Business Category
Category No. of Customers
Stall 142 Stall

36%
Boutique
Boutique 81
64%
Total 223
Figure 11. Business Category

Table 15 and figure 11 shows the total customer’s business category from the 4 target
markets, the stall and boutique, 64% are stalls while 35% are boutique.
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Table 16. Preferred Price Range
Price Range No. of Preferred Price

(Php) Respondents
50-200 5 5%
10% 50-200
201-400 44
201-400
12%
401-600 20
401-600
601-800 9 9% 601-800
44%
801-1000 12 801-1000
1001-above 10 20%
1001-above
Total 100
Figure 12. Preferred Price
Table 16 and figure 12 shows the most preferred price of casual tote bags which ranges
to 201-400 pesos each.
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B. Demand Analysis
Demand analysis provides the possible quantity of bags to sell in order to generate profit.
The basis is from the current demand of the target market which is malls and shopping centers.
Considering the demand of the product is important, it will show the needs and wants of the
customer as well as the possible number of demand to acquire by the company.
The researcher gathered necessary data from National Statistics Office (NSO) to know
the population of women ages 13 and above. Business Permit and Licensing Office (BPLO) of
each locality provide the list of malls and shopping centers registered.
Table 17. Historical Demand of Tote Bags
Quantity of Demand per Year

Localities
2016 2017 2018 2019 2020
Imus 331,050 529,680 688,584 807,762 847,488
Bacoor 297,209 355,201 442,189 471,185 471,185
Dasmarinas 293,066 350,405 382,260 433,228 445,970
Rosario 127,440 148,680 191,160 254,880 254,880
Total 1,048,765 1,383,966 1,704,193 1,967,055 2,019,523
Table 17 shows the computed quantity of demand of casual tote bags per locality and
year, and also the total historical demand for year 2016-2020.
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Historical Demand
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2016 2017 2018 2019 2020
Figure 13. Historical Demand
Figure 13 shows that the demand of tote bags was drastically increasing throughout the
year of 2016-2020.
Demand Analysis
Table 18. Percent of Increase for the past 5 years
Year Historical Demand (pieces) % of increase (decrease)
2011 1,048,765 -
2012 1,383,966 31.96
2013 1,704,193 23.14
2014 1,967,055 15.42
2015 2,019,523 2.67
Average 18.30
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To project the demand for the next 5 years, the researchers used the percent of increase
as shown in the formula below.
Present Year Demand – Previous Year Demand

% of Increase = x 100
Previous Year Demand
% of Customer Increase = 1 + r
Percent (%) of increase annually was obtained to get the rate of increase through
summation so to come up with the percent (%) of customer increase which was used in
determining the projected demand.
Table 19. Projected Demand of Casual Tote Bags
Previous Year % of Customer

Year Projected Demand (pieces)
Demand (pieces) Increase
2020 2,019,523
2021 2,019,523 1.183 2,389,096
2022 2,389,096 1.183 2,826,300
2023 2,826,300 1.183 3,343,513
2024 3,343,513 1.183 3,955,376
2025 3,955,376 1.183 4,679,210
Table 19 shows the list of projected demand of casual tote bags from year 2021 up to
2025. The researcher come up with this data through percent of customer increase multiplied
to the demand of previous year.
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Projected Demand
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2021 2022 2023 2024 2025
Figure 14. Projected Demand
Figure 14 shows the trend of the projected demand, as it illustrates it will continuously
increase as years goes by. On 2025 the total demand will be 4,709,041 pcs, of casual tote bags.
C. Supply Analysis
Table 20. Computed Quantity of Supply per Locality for the Year 2016-2020
Supply per Year

Localities
2016 2017 2018 2019 2020
Imus 151,352 242,164 314,813 369,300 738,930
Bacoor 466,094 557,040 693,457 738,930 387,462
Dasma 211,132 252,441 275,390 312,108 321,288
Rosario 73,590 85,855 110,385 147,180 147,180
Total 904,180 1,139,511 1,396,058 1,569,532 1,594,860
Table 20 shows the computed quantity of supply per locality and year. This will serve
as basis in order to determine the percent of increase of supply.
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Table 21. Historical Supply of Casual Tote Bags
Year Quantity of Supply (pieces)
2016 904,180
2017 1,139,511
2018 1,396,058
2019 1,569,532
2020 1,594,860
TOTAL 6,604,141
Table 21 shows the breakdown of the quantity of supply of casual tote bags for the year
2016-2020. This will serve as the historical supply of casual tote bags for the past 5 years.
Table 22. 5 year Historical Supply and Percent Increase
Year Historical Supply % of Increase (Decrease)
2011 904,180 -
2012 1,139,511 26.03
2013 1,396,058 22.51
2014 1,569,532 12.43
2015 1,594,860 1.61
TOTAL 6,604,141 62.58
Table 22 shows the supply for the past 5 years and their percentage increase as shown
in the formula on the next page.
Present Year Demand – Previous Year Demand

% of Increase = x 100
Previous Year Demand
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∑% of Increase 62.58%
r= = = 0.1564%
N–1 5–1
% of Customer Increase = 1 + r
Percent (%) of increase annually was obtained to get the rate of increase through
summation so to come up with the percent (%) of customer increase which was used in
determining the projected supply.
Projected Supply
Table 23. Computation of Projected Supply of Casual Tote Bags
Supply of Previous Year (in % of Customer

Year Projected Supply
pieces) Increase
2015 1,594,860
2016 1,594,860 1.1565 1,844,456
2017 1,844,456 1.1565 2,133,113
2018 2,133,133 1.1565 2,466,968
2019 2,466,968 1.1565 2,853,048
2020 2,853,048 1.1565 3,299,550
Table 23 shows the list of projected supply of casual tote bags from the year 2016 up
to 2020. The researchers come up with this data through percent of customer increase
multiplied to the supply of previous year.
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Projected Supply
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2020 2021 2022 2023 2024
Figure 15. Projected Supply
Figure 15 shows that the projected supply will continue to increase for the next 5 years.
On 2020 the total supply will be 3,299,550 pcs. of casual tote bags.
D. Gap Analysis
Unfilled Demand = Projected Demand – Projected Supply
Table 24. Gap Analysis
Projected Demand Projected Supply Unfilled Demand

Year
(pcs.) (pcs.) (pcs.)
2021 2,397,834 1,844,456 553,379
2022 2,838,556 2,133,113 705,443
2023 3,360,283 2,466,968 893,315
2024 3,977,903 2,853,048 1,124,854
2025 4,709,041 3,299,550 1,409,491
Table 24 shows that the projected demand is higher than the projected supply which
indicates that there is an unfilled demand for casual tote bags. The unfilled demand will also
be the available market that the company should take advantage through acquisition.
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E. Competitor Analysis
Table 25. Top 10 List of Competitors as of 2020
Brand Name Supplier Total Supply (pcs)

1. Cose Lyka Manufacturing 255,510
2. Heartsrings Heartstrings Ent. Inc. 232,650
3. Grab SM 172,890
4. Parisian Parisian Manila 133,200
5. Bench Bench 121,770
6. Shopping tote National Bookstore 120,240
7. Glam No data available 110,070
8. Jellybeans No data available 96,930
9. Secosana Primeline 72,990
10. Belladonna No data available 64,170
TOTAL 1,594,860
COMPETITORS
Cose
5% Heartsring
5%
18%
7% Grab
Parisian
8%
Bench
17% Shopping tote
9%
Glam
9% Jellybeans
12% Secosana
10%
Belladonna
Figure 16. List of Competitors

Table 25 and figure 16 shows that Cose has the highest number of demand that
contributed to the malls and shopping centers per locality. Therefore, Cose (Lyka
Manufacturing) is the direct competitor of B & C.
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Table 26. SWOT ANALYSIS
Lyka Manufacturing Company B&C Manufacturing Company

SWOT
(Cose) (B&C Tote Bag)
• Established Company • Moderate to high price

• Has more experience • Durable
• Designs are attractive
• The designs offered are for
any ages
Strength • Light weight
• Easy to carry
• The strength and durability
of casual tote bag made
from combined banana yarn
and coconut yarn cannot
easily vanished
Weaknesses • High price • Newly established company

• Lack of experience
• Well known company • New possible market in

that produces casual tote bags
bags • Exhibitions and events to
Opportunities
• Exhibitions and events to promote the casual tote bag
promote the casual tote • Advertisements through
bag local televisions, radios,
page in website and articles
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• Competitor’s • Changing trends every year
aggressiveness • Changing fashion every year
• Newly established • Competitor’s aggressiveness
company
Threats
• Changing trends every
year
• Changing fashion every
year
Table 26 shows the SWOT analysis of B&C Manufacturing Company and its direct
competitor Lyka Manufacturing Company. SWOT stands for the company’s Strengths,
Weaknesses, Opportunities, and Threats.
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VI. Economics of the Business
A. Revenue Drivers and Profit Margins
Table 27. Gross Profit Margin
GROSS
YEAR GROSS INCOME GROSS SALES MARGIN
RATE
2021 4,643,624 21,008,295 0.22

2022 16,540,051 40,673,544 0.41
2023 24,341,860 57,299,898 0.42
2024 35,091,214 79,816,065 0.44
2025 49,772,282 110,094,588 0.45
Average Profit Margin on Sales 0.39
The business earns P0.39 for every peso sale
B. Fixed and Variable cost
Table 28. Fixed Asset
Property Cost Residual Value Estimated Method of

(5% of Cost) Useful Life Depreciation
Land 1,500,000.00
Building 2,000,000.00 100,000.00 10
Office Equipment and
96,000.00 4,800.00 5 years
Furniture
Straightline Method
Machineries and Equipment 1,659,500.00 82,975.00 5
Equipment for Production 182,514.60 9,125.73 5 years
Delivery Equipment 250,000.00 12,500.00 5 years
Table 28 shows the fixes assets and pre-production cost. The properties involved are
land, building, office equipment and furniture, machineries and equipment, equipment for
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production, and delivery equipment. Respectively, they are allotted with cost, residual value of
5% cost and estimated useful life. The method that used was method of depreciation
Table 29. Computations of Direct Materials
Composition of Casual Tote Bag
Quantity Description Unit Cost Total Cost
4.528 yd Banana Fiber Php 15.00 Php 67.92

2.354 yd Coconut Husk Php 10.00 Php 23.54
0.247 yd Banana Fiber Php. 13.00 Php. 3.211
0.025 liters Acrylic Paint Php 60.00 Php 1.50
0.433 yd Cloth Php 8.00 Php 3.464
1 pc Zipper Php 10.00 Php 10.00
Total Php 109.634
Table 29 shows the direct materials. This would be used to produce casual tote bag. The
composition of the direct materials was the quantity, raw materials and its cost (php).
Table 30. Computation of purchases
Projected Market 10% Total purchases

Year Unit Price Share Allowance
2021 Php 164.50 127,710 12,771 140,481
2022 Php 232.00 175,317 17,352 192,849
2023 Php 241.28 237,483 23,748 261,231
2024 Php 250.93 318,081 31,808 349,889
2025 Php 260.96 421,883 42,188 464,071
Total 1,408,521
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C. Working Capital
Working capital is a measure of both a company's efficiency and its short-term financial
health. The working capital is calculated as:
Net Working Capital = Current Assets - Current Liabilities
Table 31. Working Capital
YEAR CURRENT WORKING

CURRENT ASSETS LIABILITIES CAPITAL
2021 6,982,821 999,452 5,983,369

2022 18,294,909 2,380,225 15,914,684
2023 34,631,276 3,491,238 31,140,038
2024 58,692,593 5,008,815 53,683,778
2025 93,315,578 7,064,864 86,250,714
Average Working Capital Position 38,594,517
D. Fixed Asset Depreciation
Table 32. Fixed Asset Depreciation
Property Cost Residual Value Estimated Method of

(5% of Cost) Useful Life Depreciation
Land 1,500,000.00
Building 2,000,000.00 100,000.00 10
Office Equipment and
96,000.00 4,800.00 5 years
Furniture
Machineries and
1,659,500.00 82,975.00 5 Straightline Method
Equipment
Equipment for
182,514.60 9,125.73 5 years
Production
Delivery Equipment 250,000.00 12,500.00 5 years
31 | P a g e
E. Start-up Cost
The project will be financed by 5 original incorporators. Four of the incorporators will
contribute the amount of P 1,500,000 and the other proponent will invest land worth P1,
500,000. Total capital of the business will be P7, 500,000. The company will be incorporated
with a paid up capital stock equivalent to P 7,500,000 or 75,000 common shares @ P 100 par.
Remaining balance of 2,500,000 will be financed through a bank loan with 10% interest
based on its outstanding balance.
F. Breakeven Quantity
Formula: Fixed cost / (Sales price per unit – variable cost per unit)
= 8,341,874.18 / (164.50 – 109.635)
=8,341,874.18 / 54.865
= 152,043 pcs
32 | P a g e
VII. Marketing Plan
A. Product
Company Logo
Figure 17. B&C Manufacturing Company Logo
Figure 17 shows the company logo of the researcher named as B&C. B&C means
Banana and Coconut from the product of the researcher which is the casual tote bag that will
be distributed in different malls and shopping centers.
33 | P a g e
Product Logo
Figure 18. B&C Product Logo
B. PRICE
Bill of Materials
Table 33. Bill of Materials of Casual Tote Bag
Quantity Unit Cost Total Cost

Materials Unit
(per day) (Php) (Php)
Banana fiber (2mm) 4.528 yd 15 67.92
Coconut Husk 2.354 yd 10 23.54
Zipper (14 inches) 1 pieces 10 10
Acrylic Paint 0.025 liters 60 1.5
Cloth (inside the bag) 0.433 yd 8 3.464
Banana fiber (1mm) 0.247 yd 13 3.211
TOTAL Php 109.64
Table 33 shows the materials, the quantity of each material, and their prices required to
produce a casual tote bag. This is only an assumption for the researchers to know what will be
the price of B&C’s casual tote bag. The total direct cost of each casual tote bag was Php 109.64.
34 | P a g e
Price Comparison with Competitors
Table 34. Price Comparison with Competitors
Supplier Price (Php) Product
B&C Manufacturing
Company P 150-350 INSERT PICTURE
(B&C)
Lyka Manufacturing
P 380-700
(Cose)
Heartstrings Ent. Inc.

P 380-700
(Heartstrings)
SM
P 400-700
(Grab)
Parisian Manila
P 500-750
(Parisian)
35 | P a g e
Bench
P 400-700
(Bench)
Supplier Price (Php) Product
National Bookstore
P 255 – 350
(Shopping tote)
Unknown
(Glam)
P 300
Unknown
P 250-500
(Jellybeans)
Primeline
P 500-900
(Secosana)
Unknown
P 500-1000
(Belladona)
36 | P a g e
Table 34 shows the price of the top 10 competitor of B&C Manufacturing Company.
Among all the competitors B&C will produce the cheapest but high-quality casual tote bags.
C. PLACE
TARGET LOCATION
Figure 19. Target Location

Figure 19 shows the target location of the business where the B&C Manufacturing
Company will be established to produce casual tote bag made from combined banana yarn and
37 | P a g e
coconut yarns. Since the target customers are in Imus, Bacoor, Dasmarinas, and Rosario, the
company will be located at Salinas IV, Bacoor City, Cavite.
D. PROMOTION
Promotion is one of the strategies to introduce B&C in the market. It is the way to
give information to the customers about casual tote bag with new raw materials. A satisfying
promotion may result to a good marketing performance, and may increase the demand.
Social Media
Figure 20. Facebook Page
Figure 20 shows the facebook page of B&C Manufacturing Company. Since
facebook is one of the widely used social media all over the world, B&C Manufacturing
Company could promote the product and spread product awareness.
38 | P a g e
E. DISTRIBUTION
B&C’s tote bags will be distributed to the stalls and boutiques of malls and shopping
centers in target localities which are Imus, Bacoor, Dasmarinas, and Rosario.
Distribution of Tote Bag
36%
Stall
Boutique
64%
Figure 21: Distribution of B&C’s Tote
Figure 21 shows the percentage of distribution in stalls and boutiques of malls and
shopping centers in target localities. 36% will be distributed to boutiques and 64% will be
distributed to stalls.
39 | P a g e
VIII. Operations Plan
A. Process Flow Chart
Figure 22 First General Process Flow Chart of B&C Manufacturing

Figure 22 shows the process flow chart of B&C Manufacturing Company. It illustrates
how the process started until the output is produced. Starts from receiving of raw materials
delivered by the suppliers, passed to weaving, then laying the fabric and cutting the fabric by
using the pattern made. This is the first process for casual tote bag. The company will provide
a wooden pattern that will be used for the cutting process.
40 | P a g e
Figure 23. Second General Process Flow Chart of B&C Manufacturing
41 | P a g e
Figure 23 shows the process flow chart of B&C Manufacturing Company. It illustrates
how the process started until the casual tote bags were produced. Start from sewing the body
and handle of tote bag until transferring the finished products to the storage area.
Figure 24. Production Process of Coconut Yarn Fiber
1. Harvesting - coconuts that have ripened and fallen from the tree may simply be picked up
off Coconuts still clinging to the 40-100 ft (12-30 m) tall trees are harvested by human climbers.
2. Husking - ripe coconuts are husked immediately, but unripe coconuts may be seasoned for
a month by spreading them in a single layer on the ground and keeping them dry. To remove
the
42 | P a g e
fruit from the seed, the coconut is impaled on a steel-tipped spike to split the husk. The pulp
layer is easily peeled off.
3. Retting - retting is a curing process during which the husks are kept in an environment that
encourages the action of naturally occurring microbes. This action partially decomposes the
husk's pulp, allowing it to be separated into coir fibers and a residue called coir pith. Freshwater
retting is used for fully ripe coconut husks, and saltwater retting is used for green husks.
4. Defibering -workers beat the retted pulp with wooden mallets to separate the fibers from the
pith and the outer skin. Separation of the bristle fibers is accomplished by hand or in a machine
consisting of a rotating drum fitted with steel spikes. Separation of the mattress fibers from the
pith is completed by washing the residue from the defibering process and combing through it
by hand or tumbling it in a perforated drum or sieve. The clean fibers are spread loosely on the
ground to dry in the sun.
5. Finishing -Bristle fibers that will not immediately be further processed are rolled and tied
into loose bundles for storage or shipment.
6. Transferring - Once the coconut husk dried out sufficiently, they are transported to a
warehouse where they are sorted according to quality.
7. Delivery - the finish products will be delivered to the customers.
43 | P a g e
B. Manpower Complement
Table 35.Manpower Complement
Position No. of Manpower

General Manager 1
Production manager 1
Accounting officer 1
Production workers 10
Janitor 1
Guard 2
Driver 1
Porter 1
TOTAL 18
Table 35 shows the total number of Employees and Workers present within the
company, starting from the General Manager down to Porter.
Table 36.Manpower per Process
Process No. of Manpower

Receiving of Raw materials
Transferring of raw materials to weaving area
Setting up of yarn to weaving machine
2
Weaving of Banana Yarn and coconut Yarn
Laying of fabric
Cutting of fabric
Sewing the body of the tote bag (including zipper) 2
Sewing the handle 1
Combining the body and handle 1
Printing design and labeling 1
Final inspection 1
Packaging 1
Transferring of finished product to storage 1
TOTAL 10
44 | P a g e
Table 36 shows the processes from inspection of raw materials up to storage and its
corresponding number of workers.
C. Plant Layout
Figure 25. Plant layout
Figure 25 shows the plant layout design of the company wherein it is 35 meters by 50
meters with a total of 1750 square meters.
45 | P a g e
D. Flow of Production
LEGEND:
Line Limit
Wall
Fire Exit
Fire Extinguisher
Figure 26. Flow of Production
Figure 26 shows the flow of production. Starting from receiving the raw materials
followed by transferring to weaving area then doing the pattern, laying and cutting process at
the same table then sewing area then inspecting the casual tote bags then printing and labelling
46 | P a g e
after that inspecting again the casual tote bags before transferring to the packaging area
then storing the finished products.
IX. Management Team and Company Structure
Structure of Business Organization
Figure 27. B&C Organizational Chart
Figure 27 shows the organizational chart of B&C Manufacturing Company. It is the
graphical representation of the organization’s structure by showing the relationship of the
positions or jobs within. The highest position is the general manager and its subordinates are
the production manager and admin officer. Production operators were handled by the
production manager. Janitor, driver and security guards are all under the supervision of the
admin officer.
47 | P a g e
Background of Key Personnel
Table 37. Manpower Requirements
POSITION JOB DESCRIPTION JOB SPECIFICATION

General Manager Responsible for managing a single unit, • A minimum of five years of
different sectors, or multiple units of a experience in business
company or organization. Hires and trains management, planning and
employees, prepares reports, and sets financial oversight.
budgets.
• A minimum of five years of
experience in personnel
management, including hiring,
supervision, evaluation and
benefits administration.
• A minimum of three years of

experience working with a
board of directors and
committees.
• College graduate or equivalent

experience.
• Proven skills in business and

financial management.
• Demonstrated ability to work

with student member – owners.
College Graduate. Has a higher

Involved with the planning, coordination
degree of academic preparation.
and control of manufacturing processes.
Has enough knowledge and
They ensure that goods and services are
Production Manager produced efficiently and that the correct capacity to improve the
48 | P a g e
amount is produced at the right cost and effectiveness and efficiency of
level of quality. the business and manages
activities of workers and
processes.
Accounting Officer Secures financial operations by Bachelor's degree in accounting;
monitoring and approving financial further education may be needed to
processing, reporting, and auditing; meet certification requirements
supervising staff. Certified Public Accountant (CPA)
Production Workers Responsible for performing production

work in factories. Stars, operates, tends, At least high school graduate,
stops, and cleans machines. Assembles Hardworking and with high level
finished product. Inspects product to of work discipline
ensure high quality.
Guard Maintains safe and secure environment At least High school diploma or
for customers and employees by GED certificate
patrolling and monitoring premises and
personnel.
Driver Drive company vehicles to pick or At least high school graduate,
drop employees. Deliver important Hardworking and with high level
documents to required destinations of work discipline
Janitor Responsible for cleaning buildings, At least high school graduate,

removing debris, and keeping areas neat Hardworking and with high level
and tidy. of work discipline
Table 35 shows the manpower required to complete the production flow of B&C
Manufacturing Company. Such manpower needed a general manager, production manager,
accounting officer, production workers, guards, driver, and janitor. It also includes the job
description and job specification of each manpower.
49 | P a g e
X. Overall Schedule
Table 38. Overall Schedule

Activity March April May June July August Sept Oct Nov December January
1 Planning the project
2 Testing the product
3 Financial matters
4 Legal requirements
5 Product licensing
6 Building construction
7 Equipment Set-up
8 Prep, 1st Operation
9 Dry-run
10 Normal Operation
This will serve as the milestones that the researcher should follow in order to meet the
target date to finish this project. With this timetable, it is easy for the researchers to adjust in
some changes.
50 | P a g e
XI. Financial Projections
Presented below are Pre-Operating Cash Flow and the comparative financial
statements form year 2021 – 2025
FINANCIAL STATEMENT
Presented below are Pre-Operating Cash Flow and the comparative financial statements
form year 2021 – 2025.
Table 39. Statement of Cash flow
B & C Company
PRE-OPERATING CASH FLOW
FOR THE YEAR BEGINNING JANUARY 1, 2021
Cash flows from Operating Activities

Payments for Organizational Cost (125,000.00)
Net cash provided by operating activities (125,000.00)
Cash flows from Investing Activities

Purchase of Factory Machineries and Equipments (1,659,500.00)
Purchase of Equipment for Production (182,514.60)
Purchase of Delivery Truck (250,000.00)
Purchase of Office Equipments & Furnitures (96,000.00)
Payment for Building Construction (2,000,000.00)
Net cash provided by investing activities (4,188,014.60)
Cash flows from Financing Activities

Issuance of Share Capital (cash contribution) 6,000,000.00
(60,000 ordinary shares with P100 par)
Proceeds of 5-year bank loan 2,500,000.00
Net cash provided by financing activities 8,500,000.00
Increase/(Decrease) in Cash 4,186,985.40

Add: Cash, beg 0
Cash, January 1, 2020 4,186,985.40
51 | P a g e
Table 40. Projected Statement of Cash Flow
B & C Company
PROJECTED STATEMENT OF CASH FLOWS
FOR THE YEARS ENDED DECEMER 31, 2021- 2025
2021 2022 2023 2024 2025
Cash flows from Operating Activities

Net Income 1,783,993.85 10,043,926.12 15,337,964.49 22,656,350.38 32,679,547.01
Increase in Accounts Receivable (2,058,812.91) (2,030,135.05) (1,730,889.47) (2,293,128.85) (3,081,951.63)
Increase in Inventory (1,636,467.14) (613,235.44) (821,130.97) (1,094,568.25) (1,450,288.56)
Increase in Accounts Payable 770,081.72 318,781.09 430,350.95 576,641.62 767,352.19
Increase in Income Tax Payab;e 229,370.64 1,061,991.29 680,662.08 940,935.33 1,288,696.71
Depreciation 637,389.44 637,389.44 637,389.44 637,389.44 637,389.44
Payments for Organizational Cost 125,000.00 0.00 0.00 0.00 0.00
Net cash provided by operating activities (149,444.40) 9,418,717.46 14,534,346.52 21,423,619.67 30,840,745.16
Cash flows from Financing Activities

Payment of 5-year bank loan (current) (500,000.00) (500,000.00) (500,000.00) (500,000.00) (500,000.00)
Payment of cash dividend (250,000.00) (250,000.00) (250,000.00) (250,000.00) (250,000.00)
Net cash provided by financing activities (750,000.00) (750,000.00) (750,000.00) (750,000.00) (750,000.00)
Increase/(Decrease) in Cash (899,444.40) 8,668,717.46 13,784,346.52 20,673,619.67 30,090,745.16

Add: Cash, January 1 4,186,985.40 3,287,541.00 11,956,258.45 25,740,604.97 46,414,224.64
Cash, December 31 3,287,541.00 11,956,258.45 25,740,604.97 46,414,224.64 76,504,969.80
Breakdown of Cash, December 31

Cash on Hand 50,000.00 50,000.00 50,000.00 50,000.00 50,000.00
Cash in Bank 3,237,541.00 11,906,258.45 25,690,604.97 46,364,224.64 76,454,969.80
52 | P a g e
Table 41. Financial Statement of Position
B & C Company
PROJECTED STATEMENT OF FINANCIAL POSITION
AS OF DECEMBER 31, 2016- 2020
2021 2022 2023 2024 2025

Assets
Current Asset
Cash on Hand 50,000.00 50,000.00 50,000.00 50,000.00 50,000.00
Cash in Bank 3,237,541.00 11,906,258.45 25,690,604.97 46,364,224.64 76,454,969.80
Accounts Receivable (net) (15) 2,058,812.91 4,088,947.96 5,819,837.43 8,112,966.27 11,194,917.91
Inventories (net) (2.4) 1,636,467.14 2,249,702.58 3,070,833.55 4,165,401.80 5,615,690.36
Total Current Assets 6,982,821.05 18,294,908.99 34,631,275.95 58,692,592.71 93,315,578.06
Noncurrent Assets
Plant, Property and Equipment (15) 5,050,625.16 4,413,235.72 3,775,846.28 3,138,456.84 2,501,067.40
(net book value)
Total Noncurrent Assets 5,050,625.16 4,413,235.72 3,775,846.28 3,138,456.84 2,501,067.40
Total Assets 12,033,446.21 22,708,144.71 38,407,122.22 61,831,049.55 95,816,645.46
Liabilities
Current Liabilities
Accounts Payable (16) 770,081.72 1,088,862.81 1,519,213.76 2,095,855.38 2,863,207.58
Income Tax Payable (17) 229,370.64 1,291,361.93 1,972,024.01 2,912,959.33 4,201,656.04
Loans Payable (current)
Total Current Liabilities 999,452.36 2,380,224.74 3,491,237.77 5,008,814.72 7,064,863.62
Non-Current Liabilities
Loans Payable 2,000,000.00 1,500,000.00 1,000,000.00 500,000.00 0.00
Total Noncurrent Liabilities 2,000,000.00 1,500,000.00 1,000,000.00 500,000.00 0.00
Shareholder's Equity
Share Capital (75,000 shares, P100 par) 7,500,000.00 7,500,000.00 7,500,000.00 7,500,000.00 7,500,000.00
Retained Earnings (18) 1,533,993.85 11,327,919.97 26,415,884.46 48,822,234.83 81,251,781.84
Total Shareholder's Equity 9,033,993.85 18,827,919.97 33,915,884.46 56,322,234.83 88,751,781.84
Total Liabilities and Shareholder's Equity 12,033,446.21 22,708,144.71 38,407,122.22 61,831,049.55 95,816,645.46
53 | P a g e
FINANCIAL ANALYSIS
Liquidity Ratio
Table 42. Liquidity Ratio
CURRENT CURRENT
YEAR
CURRENT ASSETS LIABILITIES RATIO
2021 6,982,821 999,452 7

2022 18,294,909 2,380,225 8
2023 34,631,276 3,491,238 10
2024 58,692,593 5,008,815 12
2025 93,315,578 7,064,864 13
Average Current Ratio 10
The current ratio of the company indicates good financial strength. It has the ability to
pay off its short-term debt using assets that can be easily liquidated.
Quick or Acid Test Ratio
Table 43. Quick or Acid Test Ratio
CURRENT QUICK
YEAR
QUICK ASSETS LIABILITIES RATIO
2021 5,346,354 999,452 5

2022 16,045,206 2,380,225 7
2023 31,560,442 3,491,238 9
2024 54,527,191 5,008,815 11
2025 87,699,888 7,064,864 12
Average Quick Ratio 9
Since the company has a high quick ratio, it is very liquid to meet immediate cash
obligations.
54 | P a g e
Cash Ratio
Table 44. Cash Ratio
CURRENT
YEAR CASH
LIABILITIES CASH RATIO
2021 3,287,541 999,452 3

2022 11,956,258 2,380,225 5
2023 25,740,605 3,491,238 7
2024 46,414,225 5,008,815 9
2025 76,504,970 7,064,864 11
Average Cash Ratio 7
Very liquid; means that the business will be able to pay all its current liabilities by only
using its cash and cash equivalents and nothing else; A strong cash ratio is useful to creditors
how much debt they are willing to extend to asking party.
Receivable Turnover Ratio
Table 45. Receivable Turnover Ratio
AVERAGE
ACCOUNTS RECEIVABLE
YEAR NET CREDIT SALES
RECEIVABLE TURNOVER
(NET)
2021 2,100,830 1,029,406 2.04

2022 4,067,354 3,073,880 1.32
2023 5,729,990 4,954,393 1.16
2024 7,981,607 6,966,402 1.15
2025 11,009,459 9,653,942 1.14
Average Receivable Turnover Ratio 1.36
The company is efficient in collecting its credit sales.
55 | P a g e
Inventory Turnover Ratio
Table 46. Inventory Turnover Ratio
AVERAGE INVENTORY
YEAR COST OF SALES
INVENTORY TURNOVER
2021 16,364,671 818,234 20.00

2022 24,133,493 1,943,085 12.42
2023 32,958,038 2,660,268 12.39
2024 44,724,852 3,618,118 12.36
2025 60,322,305 4,890,546 12.33
Average Inventory Turnover Ratio 13.90
Indicates strong sales and inventory is sold and replenished almost 13.90 times during the
year;
Asset Turnover Ratio
Table 47. Asset Turnover Ratio

AVERAGE
INVENTORY
YEAR NET SALES TOTAL
TURNOVER
ASSETS
2021 21,008,295 6,016,723 3.49

2022 40,673,544 17,370,795 2.34
2023 57,299,898 30,557,633 1.88
2024 79,816,065 50,119,086 1.59
2025 110,094,588 78,823,848 1.40
Average Inventory Turnover Ratio 2.14
The company has a high asset turnover ratio. It implies that it is performing better,
efficiently and successfully deploying its assets in generating revenues
56 | P a g e
Debt Ratio
Table 48. Debt Ratio
TOTAL
YEAR TOTAL LIABILITIES DEBT RATIO
ASSETS
2021 2,999,452 12,033,446 0.25

2022 3,880,225 22,708,145 0.17
2023 4,491,238 38,407,122 0.12
2024 5,508,815 61,831,050 0.09
2025 7,064,864 95,816,645 0.07
Average Debt Ratio 0.14
Only 14 percent of total assets are financed through debt.
Debt to Equity Ratio
Table 49. Debt to Equity Ratio
TOTAL DEBT TO
YEAR TOTAL LIABILITIES SHAREHOLDERS' EQUITY
EQUITY RATIO
2021 2,999,452 9,033,994 0.33

2022 3,880,225 18,827,920 0.21
2023 4,491,238 33,915,884 0.13
2024 5,508,815 56,322,235 0.10
2025 7,064,864 88,751,782 0.08
Average Debt-to-Equity Ratio 0.17
For every share of shareholders to the total operations, 0.17 are financed by creditors;
57 | P a g e
Gross Margin Ratio
Table 50. Gross Margin Ratio
GROSS
YEAR GROSS INCOME GROSS SALES MARGIN
RATE
2021 4,643,624 21,008,295 0.22

2022 16,540,051 40,673,544 0.41
2023 24,341,860 57,299,898 0.42
2024 35,091,214 79,816,065 0.44
2025 49,772,282 110,094,588 0.45
The business earns P0.39 for every peso sale;
Return on Sale
Table 51. Return on Sale
YEAR NET INCOME NET SALES ROS
2021 1,783,994 21,008,295 0.08

2022 10,043,926 40,673,544 0.25
2023 15,337,964 57,299,898 0.27
2024 22,656,350 79,816,065 0.28
2025 32,679,547 110,094,588 0.30
There is an indication of operating efficiency as net income of P0.24 is produced per
peso of net sales;
58 | P a g e
Return on Total Asset
Table 52. Return on Total Asset
AVERAGE
YEAR NET INCOME TOTAL ROA
ASSETS
2021 1,783,994 6,016,723 0.30

2022 10,043,926 17,370,795 0.58
2023 15,337,964 30,557,633 0.50
2024 22,656,350 50,119,086 0.45
2025 32,679,547 78,823,848 0.41
Average Return on Total Assets 0.45
The business is proficient in using its assets to generate net income; it measures the
productivity of assets regardless of capital structures;
Return on Shareholder’s Equity
Table 53. Return on Shareholder’s Equity
AVERAGE
YEAR NET INCOME SHAREHOLDERS' ROE
EQUITY
2021 1,783,994 4,516,997 0.39

2022 10,043,926 13,930,957 0.72
2023 15,337,964 30,557,633 0.50
2024 22,656,350 50,119,086 0.45
2025 32,679,547 78,823,848 0.41
Average Return on Shareholders' Equity 0.50
It means that stockholders’ investments are profitable and it shows that the company is
competent in generating income on investments;
59 | P a g e
Equity Multiplier
Table 54. Equity Multiplier
TOTAL
EQUITY
YEAR TOTAL ASSETS SHAREHOLDERS'
EQUITY MULTIPLIER
2021 12,033,446 9,033,994 1.33

2022 22,708,145 18,827,920 1.21
2023 38,407,122 33,915,884 1.13
2024 61,831,050 56,322,235 1.10
2025 95,816,645 88,751,782 1.08
Average Equity Multiplier 1.17
The company has a high equity multiplier which indicates that it will lead to a higher
return in equity
Payback Period
Table 55. Payback Period
YEAR Annual Cash Inflow Net Investment

2021 3,287,541.00 4,188,014.60
2022 11,956,258.45
2023 25,740,604.97
2024 46,414,224.64
2025 76,504,969.80
Payback Period 1.27
The payback period is the time required for the amount invested in an asset to be repaid
by the net cash outflow generated by the asset. The payback period of the company indicates
that in 1.27 years, it can recover the cost of investment.
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XII. Appendices
1. Breakdown of stalls and boutique per locality.
Localitites Shopping Centers / Malls Number of Stalls Number of Boutique
The district 5 13
Robinsons place mall 6 4
Lumina point 5 2
Lotus mall 0 5
FRC mall 0 2
Imus City SM Hypermarket 5 0
Puregold Habay 4 0
Puregold Imus 4 0
Puregold Anabu 2 0
Puregold Tanzang Luma 2 0
Puregold Golden City 4 0
Total 37 26
RFC mall 2 3
V Central mall 5 2
Seasons mall 2 2
SM Bacoor 18 11
Bacoor City
SM Molino 11 2
FRC mall 2 0
Puregold Bacoor 3 0
Puregold Molino 3 0
Total 46 20
Waltermart 3 0
Central mall 4 3
Robinsons place mall 6 3
City of Dasmarinas
The district 5 13
SM Dasmarinas 15 12
SM Hypermarket 6 0
Total 39 31
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Sm Rosario 11 3
Rosario Puregold 3 0
Emperor Fun Mall 3 1
Novo 3 0
Total 20 4
Grand Total 223
2. List of Customers
Robinsons Place Imus

Bench Boutique 1998 Bench
Heartsring Stall 1998 Heartstring & Inc.
Cose Stall 1998 Lyka Mfg.
Secosana Stall 2002 Primeline
Jovanni Stall 2012 Jovanni
Jellybeans Stall 1998 No data available
Human Boutique 2005 Human
Halo Boutique 2007 No data available
Celine Boutique 2002 Celine
Mendrez Boutique 2004 Mendrez
Parisian Stall 2001 Parisian Mla.
Lumina Point Imus
Belladonna Stall 2014 No data available
The Travel Club Boutique 2015 No data available
Heartstring Stall 2013 Heartstring & Inc.
Lotus Mall Imus
Ella Mikee Boutique Boutique 2011 Divisoria
D'Jhon Hartel Gift
Divisoria
Shop Boutique 2012
Ferio Glamour Shoppe Boutique 2011 Baclaran
Bags Assorted
All 10 Merchandise Boutique 2014 Manufacturing
Kassaira Merchandise Boutique 2011 Divisoria
FRC Mall Imus
David Jones Handbag Boutique 2010 Divisoria
Maiyet Lady Bag Boutique 2010 Divisoria
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SM Hypermarket Imus
Jellybean Stall 2011 No data available
Heartstrings Stall 2011 Heartstrings & Inc.
Grab Stall 2011 SM
Puregold Habay
Cooler Bag Stall 2011 Cooler Mfg.
AmeriBag Stall 2014 AmeriBag
Atlantic Stall 2011 Sylvan Int. Trading
BUCO Stall 2013 No data available
Puregold Imus
Uber Bag Stall 2012 Sylvan Int. Trading
Eco Style Stall 2012 No data available
Carla Minchini Stall 2014 CM Mfg.
Ducti Stall 2013 Ducti
Puregold Anabu
Uber Bag Stall 2013 Sylvan Int. Trading
Eco Style Stall 2015 No data available
Puregold Tanzang Luma
Frye Bag Stall 2014 Ryre Int.
Oakley Stall 2014 Oakley Production
Puregold Golden City
Urban Stall 2010 Urban Bag Inc.
Uber Stall 2011 Sylvan Int. Trading
Carla Minchini Stall 2010 CM Mfg.
Atlantic Stall 2013 No data available
SM Bacoor
Grab Stall 1997 SM
Ruffles by cdc Stall 2005 No data available
Heartstrings Stall 1997 Heartstrings Ent. Inc.
Belladona Stall 1997 No data available
63 | P a g e
Kimbel Stall 2008 Kimbel
Primadona Boutique 2005 Primadona
Mogao Boutique 2010 Korea
X-quisite Boutique 1997 No data available
American Boulevard Boutique 2006 No data available
Parisian Stall 1997 Parisian Manila
Rusty Lopez Boutique 1997 Marikina
Glam Stall 2000 No data available
Venetia Stall 1998 No data available
Donatti Stall 2012 No data available
Abercrombie Stall 2014 Surplus
Shopping tote Stall 2013 National Bookstore
Travel tote Stall 2013 National Bookstore
Jek loader Stall 2014 National Bookstore
Santa Barbara Boutique 2013 No data available
Nike Boutique 1997 No data available
Kultura Filipino Stall 1998 No data available
FRC Mall
David Jones Handbag Stall 2008 Divisoria
Maiyet Lady Bag Stall 2012 Divisoria
Puregold Bacoor
Uber bag Stall 2013 Puregold
Sylvan Stall 2013 Sylvan int'l trading
Travel bag Stall 2014 No data available
64 | P a g e
SM Molino
Jovanni Stall 2005 No data available
Grab Stall 2005 SM
Heartstrings Stall 2005 Heartstrings & Inc.
Secosana Stall 2009 No data available
Jellybeans Stall 2005 SM
Parisian Stall 2005 SM
Puregold Molino
BUKO Stall 2011 No data available
Maiwalit Stall 2011 Sylvan Int. Trading
The travel bag Stall 2011 No data available
Date Started to
Type of
Name of Customer Sell Casual Supplier
Business
Tote Bag
Waltermart
Juicy Stall 2008 Divisoria
Starr Stall 2008 Greenhills
Smace Stall 2008 Alabang
Central Mall
Zara Stall 2009 Zara Inc.
Marks & Spencer Stall 2009 Mark & Spencer
Lacoste Boutique 2011 Lacoste
Michael Kors Boutique 2010 Michael Kors
Robinsons Place Dasmarinas

Sophie Martin Stall 2007 No data available
New Balance Stall 2008 New Balance
65 | P a g e
Kaila Bags Stall 2008 No data available
Girbaud Boutique 2010 Girbaud
Tory Burch Stall 2011 No data available
Prada Saffiano Lux Boutique 2009 No data available
Jansport Stall 2014 Jansport
Cath Kidston Stall 2013 No data available
The District Dasmarinas
Follie Stall 2014 Follie Mfg.
Claire's Boutique 2014 No data available
The Travel Club Boutique 2012 No data available
Daiso Japan Boutique 2014 Daiso japan
Leaveland Boutique 2012 Leaveland
PabDer Boutique 2015 PabDer
Alberto Boutique 2015 Alberto
The Give Project Boutique 2012 No data available
Mendrez Boutique 2013 Mendrez
Artwork Boutique 2014 Artwork
National Bookstore Boutique 2012 National Bookstore
Freeway Boutique 2012 Freeway
Michaela Stall 2012 No data available
ABKD Stall 2014 Abakada Mfg.
SM Hypermarket Dasmarinas
Heartstrings Stall 2002 Heartsrings & Inc.
Grab Stall 2002 SM
SM Dasmarinas
Heartstrings Stall 2004 Heartstring's & Inc.
Parisian Boutique 2004 SM
X-quisite Boutique 2010 X-quisite
66 | P a g e
Jovanni Stall 2006 No data available
Grab Stall 2004 SM
Ruffles by cdc Stall 2011 CDC Mfg.
Mogao Boutique 2014 Mogao
American Boulevard Boutique 2014 Am.Bou Mfg.

Donatti Stall 2007 No data available
Abercrombie Stall 2013 Abercrombie
Jek loader Stall 2009 National Bookstore
Santa Barbara Boutique 2010 National Bookstore
Kultura Filipino Boutique 2005 Kultura
67 | P a g e
Date Started to
Type of
Name of Customer Sell Casual Supplier
Business
Tote Bag
SM Rosario
Grab Stall 2009 SM
Heartsrings Stall 2009 Heartstings & Inc.
Secosana Stall 2010 No data available
X-quisite Boutique 2012 X-quisite
Jek Loader Stall 2014 National Bookstore
Puregold
Travel Stall 2013 Sylvan Int. Trading
Jek Loader Stall 2014 No data available
Shopping Stall 2013 No data available
Fun Mall
Kipling-kipling Boutique 2007 Divisoria
JK Stall 2007 DIvisoria
Snap Stall 2012 Divisoria
Gear Stall 2014 Divisoria
Novo
Creation Stall 2013 Divisoria
Hann Stall 2013 Divisoria
Alley Stall 2014 Divisoria
68 | P a g e
69 | P a g e

Casual Totebags

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Casual Totebags

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II.

nowadays. In addition, both are durable and can be waterproof.

for business, marketing plan, operations plan and financial projections.

Ostensibly, it would be feasible to establish a business within the Philippines specifically in

and coconut yarn in producing casual tote bags.

registration, these are the list of offices that needs to be visited.

• Barangay Hall – secure a barangay clearance to operate your business

your business permit

or more, register your business with DOLE

• Home Development Mutual Fund (HDMF) – as required by RA 7742, SSS members

administers the Pag-Ibig Fund.

• Philippine Health Insurance Corp. (PhilHealth) – all employers of are required to

clearance from the Yarn Development Authority (DA-FIDA)

B&C Manufacturing Company is a corporation, a group of people authorized to act as

issuance of shares of easily transferable stock, and existence as a going concern.

Company Mission and Vision

“We inspire women by creating value and making difference.”

by describing what we need to accomplish in order to continue achieving sustainable quality

satisfy women’s desires and needs.

• Productivity: Be a highly effective, lean, and fast-moving organization.

tote bags are threads and dye for the design.

malls and shopping centers in Imus, Bacoor, Dasmarinas, and Rosario.

comes the product name as B&C.

Table 1. Market Segmentation

customer’s interest and if they are willing to use the product

Total Population of Female

Actual Number of Malls and Shopping

4 malls and shopping centers.

Table 4. Target Customers in Selected Localities

Actual No. of Target Customers

malls and shopping centers.

stalls and boutique per locality pls see appendix 1.

Table 5. Population of Selected Localities as of 2015

Imus 301,624 0.385 121,571

No = original population size 574,264

Since the available

the current year.

Localities 2015 Projected Population

of respondents that will represent the whole population.

R = Total number of respondents

e = margin of error (0.05)

Table 7. Familiarity with Casual Tote Bag

No of respondents Are you familiar with Casual Tote

Figure 2. Familiarity with Casual Tote Bag

Table 8. Familiarity with Banana and Coconut Yarn

Are you familiar with Banana and

Figure 3. Familiarity with Banana and Coconut Yarn

coconut yarn while 14% are not.

Are you willing to use Casual Totebag from

Figure 4. Willingness to Use the Product

Table 10. Willingness to Buy the Product

No of respondents Are you willing to buy Casual Totebag from

Figure 5. Willingness to Buy the Product

Table 11. Delivery of Casual Totebags

Figure 6. Percent of Delivery of Casual Tote Bags for Stalls

Figure 7. Percent of Delivery of Casual Tote Bags for Stalls

Twice a month 40 Twice a

Figure 8. Buying Pattern

Table 13. Most Saleable Size

No of What size is the most saleable?

Figure 9. Most Saleable Size

No of What Design is the Most Saleable?

Plain 59 25.0% Plain