SUCCESS FACTORS OF SELECTED BAKERIES

AT BRGY. STO. NIÑO, MARIKINA CITY

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

IN FUNDAMENTALS OF RESEARCH

CONDUCTED BY:

KWAN, GIBRAN D.

SANTIAGO, SENDEN CLAIRE O.

MERCADO, CYRIELLE JOY E.

MABANA, CARL JASPER DC.

CRUZ, JOSEPH O.

SUBMITTED TO:

DR. EMMA R. GUNO

TABLE OF CONTENTS

TITLE PAGE

ACKNOWLEDGEMENT ii

TABLE OF CONTENTS iii-iv

CHAPTER I – INTRODUCTION & BACKGROUND OF THE STUDY

INTRODUCTION 1

BACKGROUND OF THE STUDY 2

CONCEPTUAL FRAMEWORK 3

RESEARCH PARADIGM 5

STATEMENT OF THE PROBLEM 6

HYPOTHESIS OF THE PROBLEM 6

SIGNIFICANCE OF THE STUDY 7

SCOPE & DELIMITATION 8

DEFINITION OF TERMS 8-9

CHAPTER II – REVIEW OF RELATED LITERATURE & STUDY

FOREIGN LITERATURE 10-18

LOCAL LITERATURE 18-25

FOREIGN STUDY 26-30

LOCAL STUDY 30-34

CHAPTER III – RESEARCH DESIGN & METHODOLOGY

RESEARCH DESIGN 35

LOCALE OF THE STUDY 36

RESPONDENTS OF THE STUDY 36

SAMPLING PLAN 36

RESEARCH INSTRUMENT 37-39

DATA GATHERING PROCEDURE 39

STATISTICAL TREATMENT OF DATA 40-41

BIBLIOGRAPHY 42

APPENDICES 43-49

LETTER OF APPROVAL

QUESTIONARES FOR OWNERS/EMPLOYEES

QUESTIONARES FOR CUSTOMERS

VICINITY MAP & LANDMARKS

CURRICULUM VITAE

CHAPTER I – INTRODUCTION & BACKGROUND OF THE STUDY

INTRODUCTION

The combination of flour, yeast, water, salt, and sugar are known as the main

ingredients of bread that can help us to have a small bakery and to serve other people.

We all know that the bakery products have been popular around the world and are one

of the oldest artificial foods. It started with a simple biscuit, the common products of

bakery and it is also can be different in their shapes, size, style, flavor and textures. You

can add other ingredients like fruits, colors or other to improve the flavor of your bread.

There is something in bread that can appeal customers, but the question is how and

why the bakery owners can do it? The other bakery shops improve their products, it is

not just simple bread with a little sweetness but they added cakes, cupcakes, cookies

and etc., they also improve their location like expanding it and make their location

peaceful, and they use different marketing strategies to attract more customers. In

another way, they also create bread that can be served as a meal of the day. You can

eat bread as a replacement of your rice; it can be eaten as snack, or used as an

ingredient in other culinary preparations, like in soup, pasta and other fried items coated

in crumbs. Ba

kery owners think about the products that are for all age groups to satisfy their

customers.

Bread is one of the oldest prepared foods. Evidence from 30,000 years ago in Europe

revealed starch residue on rocks used for pounding plants. It is possible that during this

time, starch extract from the roots of plants, such as cattails and ferns, was spread on a

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flat rock, placed over a fire and cooked into a primitive form of flatbread. Around 10,000

BC, with the dawn of the Neolithic age and the spread of agriculture, grains became the

mainstay of making bread. Yeast spores are ubiquitous, including the surface of cereal

grains, so any dough left to rest will become naturally leavened. In 1961

the Chorleywood bread process was developed, which used the intense mechanical

working of dough to dramatically reduce the fermentation period and the time taken to

produce a loaf. The process, whose high-energy mixing allows for the use of lower

protein grain, is now widely used around the world in large factories. As a result, bread

can be produced very quickly and at low costs to the manufacturer and the consumer.

However there has been some criticism of the effect on nutritional value. Recently,

domestic bread machines that automate the process of making bread have become

popular.

BACKGROUND OF THE STUDY

Oral tradition traces the barangay's origin to 1667 when the Jesuits crossed Marikina

River from Jesus dela Peña in search of a place where a new church could be built and

a mission established. The missionaries found a rustic area known as Halang, so

named after the orientation of the place, which is perpendicular to the rising sun. The

place was later dedicated to the Holy Child or Sto. Niño, after whom it was named. In

colonial times, Barangay Sto. Niño was bounded on the north by Malanday, on the east

by Apongao, Cupang, and Mayamot, on the south by Sta. Elena, and the west by the

Marikina River. Originally, the river had its bank along J.P. Rizal Street but geologic

movement, flash floods, and siltation eventually led to the formation of a fertile area

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known as Tumana. In 1903, Sto. Niño hosted the first Aglipayan Chapel that was built in

a location adjacent to Marikina Bridge. Unfortunately, the structure was destroyed in

World War II. A new house of worship was later built in another location but a big fire

gutted it in 1908

Today, Santo Niño is a barangay of the city Of Marikina, Second District in National

Capital Region which is part of the Luzon group of islands. The highly urbanized city-

City Of Marikina - with a population of about 424,610 and its 16 barangays belongs to

the urban areas in the Philippines. Santo Niño had 24,694 residents by the end of 2007.

CONCEPTUAL FRAMEWORK

According to D & B Sales & Marketing Solutions, there were 30,494 retail bakeries in

2003. Retail sales were approximately $6.2 billion. The bakeshop industry employed

about 209,922 people, and the average number of employees per bakeshop totaled

about seven workers. The bakeshop industry continued to experience growth in the

2000s according to a report released by the U.S. Food Marketing System. Specialized

food stores, which include retail bakeries, expanded with the "growing popularity of

cookie shops and bagelries." In fact, bakeries are considered the largest segment within

the specialized food stores category.

Unlike other segments of the retail grocery industry that experienced steady loss of

market share to competing supermarkets and superstores throughout the 1990s, the

retail bakery industry experienced steady growth. According to Dun's Census of

American Business, there were 30,530 retail bakeries in 1996 and 32,530 in 1997.

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Retail sales increased from $6.5 billion in 1995 to $6.9 billion in 1999, according to

Ward's Business Directory of Private and Public Companies, 1999. This growth was

attributed to new retailing strategies, new products, and consumers' increased demand

for bakery goods. According to Peter Houstle, Vice President of the Retailer's Bakery

Association, the ability to merge the independent baker with the supermarket was

crucial to the industry's survival. In Bakery Production and Marketing, Carol Meres

Kroskey wrote that a number of supermarkets opted to house bakeries of regional and

national brands rather than expand in-house bakeries. Furthermore, products like the

bagel experienced tremendous growth during the mid-1990s, adding significantly to the

industry's overall growth.

The purpose of this framework is to help companies expand their knowledge in success

factors in order to improve the decisions that managers and employees make to

optimize operations. The framework will create greater value by achieving managers’

objectives as efficiently and effectively as possible. People who are planning to enter

within a baking industry won’t invest in bakeshops if they see their acquisition and

implementation as a high-risk venture with poorly quantified results and questionable

benefits. Practitioners can use our research to define their strengths, weaknesses,

opportunities and threats against objectively established criteria embodied in the

principles, concepts, and constraints described in the framework. Doing so will help

minimize the risks and threats within the baking industry.

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THE RESEARCH PARADIGM

1. Respondents of the Study

Managers/owners Employee Customers

2. Profile of the Respondents

Age Gender

Strengths Quality Breads Affordable Price Quality Service Accessible Locations Variety of Breads

Weaknesses Poor Quality Unaffordable Price Poor Service Inaccessible Locations Limited bread

Opportunities Expansion of Branch Franchising Increasing in Population Advance use of

Technology Offer other Products

(Coffee Vendor, soft drinks and etc.)

Threats Many competitors Price hike of supplies and

rentals Customers preference Natural calamities Robbery/Theft

Marketing Strategies:AdvertisementPromoFood samplingEventsRelease of new products

A Successful Bakery Shops

INPUT

PROCESS

OUTPUT

STATEMENT OF THE PROBLEM

The objective of this study is to determine the success factors of the bakeries along

Barangay Sto.Nino, Marikina City.

Specifically, this study seek to answer the following questions:

1. What are the strengths of a bakeshop that contributed for its success?

2. What are the weaknesses of a bakeshop?

3. What are the opportunities of a bakeshop?

4. What are the threats to a bakeshop?

5. What are the marketing strategies used by a bakeshop?

6. Is there a significant difference among opinions of the respondents regarding the

strengths and weaknesses of bakeshops when grouped according to age?

7. Is there a significant difference among opinions of the respondents regarding the

strengths and weaknesses of bakeshops when grouped according to gender?

HYPOTHESIS OF THE PROBLEM

Null Hypothesis:

There is no significant difference among the opinions of respondents regarding

the strengths and weaknesses of bakeshops when grouped according to age.

Alternative Hypothesis:

There is a significant difference among the opinions of respondents regarding the

strengths and weaknesses of bakeshops when grouped according to age.

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Null Hypothesis:

There is no significant difference among the opinions of respondents regarding

the strengths and weaknesses of bakeshops when grouped according to gender.

Alternative Hypothesis:

There is a significant difference among the opinions of respondents regarding the

strengths and weaknesses of bakeshops when grouped according to gender.

SIGNIFICANCE OF THE STUDY

This study will be beneficial to:

Customers

They will be knowledgeable about how the bakeshop performs and produces

quality food products.

Owners

They will be able to think of new strategies to attract new customers and maintain

the loyalty of their old customers.

Future Owners

As the current owners think of strategies, future owners will be able to know the

ups and downs of the business they will be choosing.

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Future Researchers

This will be their guideline to the topic that they will choose and also this could be

used as a reference by other researchers whose topic is closely related to this study.

SCOPE AND DELIMITATION

The study covers 7 owners and 35 employees and managers of 7 selected

bakeries within Brgy. Sto. Nino, Marikina City. The selected customers who are willing

to conduct our survey are also considered. The survey will be conducted from 6 th to 7th

of May, 2015

Out of 850 people in a given population, 89 people were used as a sample in

conducting a survey. The respondents of 35 employees and 89 customers are given

different set of questionnaires to answer. This study considers the respondent’s age,

gender, and their preference in breads, which is used as a reference in our research.

DEFINITION OF TERMS

Artisan – a worker who practices a trade or handicraft

Ascorbic acid - is a naturally occurring organic compound with antioxidant properties. It

is a white solid, but impure samples can appear yellowish. It dissolves well in water to

give mildly acidic solutions.

Bagel - a dense bread roll in the shape of a ring, made by boiling dough and then

baking it.

Bread Machine - A bread making machine or bread maker is a home appliance for

baking bread.

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Chorleywood Bread Process - is a process of making dough in bread production to

lower the proteins produced in the bread for a short period of time.

Fermentation - is a metabolic process that converts sugar to acids, gases or alcohol. It

occurs in yeast and bacteria, but also in oxygen-starved muscle cells, as in the case of

lactic acid fermentation.

Gluten – a tenacious elastic protein substance especially of wheat flour that gives

cohesiveness to dough

Potassium bromate - is a bromate of potassium and takes the form of white crystals or

powder.

Repertoire - pieces that a company or a performer knows or is prepared to perform.

Savvy – having or showing perception, comprehension, or shrewdness especially in

practical matters.

Sodium metabisulfite - or sodium pyrosulfite is an inorganic compound of chemical

formula Na₂S₂O₅. The substance is sometimes referred to as disodium. It is used as a

disinfectant, antioxidant and preservative agent.

Trencher - is a type of tableware, commonly used in medieval cuisine. A trencher was

originally a flat round of bread used as a plate, upon which the food could be placed

before being eaten.

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CHAPTER II – REVIEW OF RELATED LITERATURE & STUDY

FOREIGN LITERATURE

Business Objectives for a Bakery

by Kim Durant, Demand Media

Starting or running a bakery will likely challenge even the savviest businessperson

because profit margins on baked goods tend to be relatively low and ingredient pricing

fluctuates depending upon the price of fuel and commodities. Setting measurable

business objectives with deadlines will help you draw a road map to success with your

bakery, whether you are launching a gluten-free cupcake service or a storefront bakery

in a strip mall.

Location

One of your early objectives in starting a bakery should be to find a location that

satisfies your specific needs, which will vary according to what kind of bakery you are

starting. For example, if you are starting a storefront bakery that will rely heavily on foot

traffic, you will want to find a space in an area with a lot of pedestrian traffic. If you are

starting a boutique mail-order bakery specializing in baked goods safe for people with

peanut allergies, you will need to find a nut-free commercial kitchen to rent.

Start Date

Set your official business start date as one of your business objectives. Setting a

specific date for your bakery opening will not only help make it more "real" in your mind,

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it will also give you an extra nudge to keep moving on your plans in order to make that

deadline. Plan an event to make your bakery's start date extra special. For example,

you could hold a private tasting for invited local food critics and bloggers, followed by a

community party with free mini-cupcakes or a discount on your offerings.

Profit

Make a goal to reach a certain level of profit in a certain period of time, allowing for the

momentum-gathering that many new businesses need in their first few months. Or you

could set your objective to reach a certain sales figure. For example, you could follow

the example of David Arrick, founder of The Butch Bakery, who originally aimed for

$5,000 per month in sales, according to "Entrepreneur" magazine.

Community Service

Establish an objective related to serving the community in which your bakery will be

located, such as donating breakfast items to a local women's shelter or starting a baking

apprenticeship program for underprivileged teens. This objective would be particularly

appropriate if you are a staunch community activist or if you plan to make your

commitment to community service part of your bakery's brand image.

What Makes a Home Bakery Business Successful?

by Kristen Hamlin, Demand Media

Your cakes and cookies are legendary among your friends and family, and more than

once you’ve been told that you should be a professional baker. Turning your passion for

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pie into a profitable business requires more than just a flaky crust, though. Like any

home-based business, your home bakery’s success depends largely on your

commitment, planning and ability to market your products.

Quality

The success of any bakery, whether a home-based or commercial operation, hinges

largely on the quality of the products. Develop a repertoire of baked goods that stand

apart from those sold at other local sources or made by individuals. Creating a niche for

your bakery, such as stunning cakes or unusual pastries, can help set you apart and

build a loyal customer base. Even the most elaborate cake will not impress anyone if it

does not taste good, though, so take the time to build your skills and learn proper

techniques to create tasty treats that will ensure repeat business and a loyal following.

Business Plan

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Any business needs a plan to succeed. When opening a home bakery business,

develop a business plan on how you will operate, finance and market the business. A

well-thought out and presented business plan increases your chances of getting outside

funding for your bakery and keeps you on track with the day-to-day operations.

Consider the costs of ingredients and equipment, additional staff, and business licenses

and certifications when making your financial plan, and outline the day-to-day operation

of your bakery and the standards of the business, such as your commitment to

customer service, delivery times or order customization to establish a strong foundation

for success. Your marketing plan should include a number of tactics to get the word out

about your bakery, including advertising, a website and opportunities for customers to

taste your products, such as at fairs, festivals and special events.

Market Research

Before opening your home bakery, research the market to determine how you can give

potential customers what they want -- and how much they are willing to pay. For

example, there may be a lack of organic or gluten-free baked products in your area, and

focusing your small business on those types of items, or at least offering a larger

selection than traditional bakeries, can attract customers and increase your chances of

success. No matter what you choose to specialize in, set prices that reflect those costs,

and the cost of your time to create the baked goods. For example, if you insist on using

only the highest-quality local or organic ingredients, your operating costs will be higher

than average, and your prices need to reflect those costs. However, catering to a niche

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market that seeks those types of products can offset those costs, and you can remain

profitable.

Compliance

Home bakeries, like any food-service business, are closely regulated by local laws.

Before opening your bakery, check with your local authorities to ensure that you’re

complying with all of the rules and regulations and have the necessary permits and

certificates to operate the bakery. For example, in some localities, a home bakery

cannot operate if pets live in the home, while other areas require regular health

inspections or commercial-grade equipment and storage. Failing to comply with the

laws can leave your business vulnerable to fines, or more extreme actions, including

having your business closed. Successful home bakeries comply with the law and make

food safety and proper preparation a priority.

Panera Bread’s Success Factors

Panera Bread is one of the largest players in the field of fast food restaurant business

offering value added service with exceptionally high quality offerings. Its strategy is to

provide a premium specialty bakery and café experience to urban workers and

suburban dwellers. This strategy is closely aligned with a broad differentiation strategy

in a ways that a broad range of consumer finds Panera’s offerings appealing and

attractive. Besides this, unique menu with high focused on fresh artisan bread products,

and the outstanding Panera’s bakery-cafe operations, signature bakery-cafe design,

and the great bakery-cafe locations are major factors of Panera’s success. In addition

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to this, Franchising is a key component of Panera’s success. Franchising has enabled

Panera to grow more rapidly because it is the strategy of the Panera that enable it to be

available in such location where customer can easily find it. Till December 30, 2008,

there were 725 Panera franchised bakery-cafes operating and signed commitments to

open an additional 256

Panera franchised bakery-cafes.

As mentioned in its official site “Panera Bread serves fresh baked, handcrafted artisan

breads, sweet and savory baked goods, hand-tossed salads, wholesome soups, and

signature sandwiches in a distinctly warm and welcoming environment. Panera Bread is

committed to using high quality ingredients in the food they offer and making a lasting

contribution to the neighborhoods in which their customers and employees live and

work through programs like Operation Dough-Nation”. Therefore, the unique menu

offerings itself is the one of the major success factors of the Panera Bread.

Other Key Success factors of Panera Bread:

Distinctive Menu, great location and unique operating system: Panera Bread’s

distinctive menu, signature café design, inviting ambience, operating systems, and unit

location strategy allowed it to successfully compete in the restaurant industry especially

for breakfast, lunch, daytime chill out dinner, light evening fare for eat-in or take-out, and

take home bread. Beside this, convenience location and the way they operate

themselves is also the key to their success.

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Word of mouth communication: Panera’s Location and advertising are major factors in

drawing in people. The main reason to be successful is through repeat business and

word-of-mouth advertising. As mentioned in the case that 57 percent of the customers

who had ever tried dining at Panera had been customers in the past 30 days.

Fast-Service and healthy and quality foods: Panera Bread is able to provide a higher

quality product in a short amount of time to its customers. Their operations combine the

speed and convenience of traditional fast food with the food quality and appealing décor

of casual-dining restaurants. Beside this it is able to convince its customers that all the

food in Panera is made with higher quality materials and ingredients including the

antibiotic-free chicken. They use highest-quality ingredients, with only fresh dough and

preservatives and the bread is baked fresh every day. Panera Bread has a strong

presence in the bakery-cafe segment. They have high quality food, including the award

winning sourdough bread which is key to the Panera Bred success.

Artisan and Specialty Bread: The distinctive blend of genuine artisan bread is one of the

key factors of the Panrea Bread success which is served in warm, comfortable

atmosphere. Artisan and Specialty bread offerings which has standard combination of

calories, sodium, fiber and carbohydrates.

Product Niche: Panera Bread has niche market segment of artisan fast food that

protects the company from direct competition in the fast food industry as well as the

casual dine-in industry. It targets consumers who seek meals of higher quality than

those offered by traditional fast food chains, yet do not have the time to dine in or have

a sit-down meal in a restaurant. Panera Bread's product niche gives it the tools to cope

more effectively with the challenges facing the fast food industry as well as the

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challenges facing the dine in industry. Panera Bread's cheaper items make it an

attractive alternative to traditional eateries.

Meeting Customer Demands and Wi-Fi: To address the customer’s busyness and make

them feel comfortable in the dining hall, they have equipped their restaurants dining hall

with free wireless internet. By offering this amenity they can fully meet the needs of

sophisticated and diverse customer base. Panera Bread has strong customer loyalty;

they have a strong appeal to customers. They also have a wide variety of food which

appeals to a large group of people.

All above mentioned factors are the key components of the Panera Bread which

enabled it to be market leader in its business. But those factors may not be the same in

the future because of two reasons: the first one is that the customer’s needs and

demands may not be the same in the future or whatever is appealing for customer today

may not be the same in the future. The second one is that there is a huge possibility

that competitor with extra strengths and product and service offerings may emerge in

the market place leading Panera Bread and replacing it from its unique market

segments.

Possible future challenge that may affect Panera Bread key success factors

Rising production costs: Increasing cost of raw materials and cost of production like

wheat prices, fresh dough prices, labor costs, rent, and other input costs may force

Panera to increase the cost of its product. On the other hand due to the inflation

consumer purchasing power may go down forcing management team of Panera Bread

to reduce the price of the product to counter the inflationary effect and appeal more

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customers. Therefore, it is one of the key challenges to the Panera Bread to manage

the price that is affordable to its customers, competitive in the market and still earn profit

to sustain in the market.

Growing competition: Both traditional fast food and dine in restaurants are beginning to

respond to the success of fast casual restaurant like Panera Bread. Other fast food

chains have started to offer similar kind of offerings to its customers as Panera Bread

does. Meanwhile, dine in restaurants have instituted carryout programs, fast-lunch

guarantees, and lower prices, all measures to counter the concept of fast casual. If

these trends continue, Panera Bread can no longer enjoy the safety of the product niche

that it has occupied, and will face greater competition in terms of pricing and food

quality. Beside this, intense rivalry in the industry pressures both market share and

profit margins. As a consequence, increased competitive activity requires chain

operators seek opportunities for improving both unit productivity and profitability. Food

safety issues: Panera Bread’s relatively nutritious menu does not make it completely

immune to problems faced by other fast food regarding safety issues. Today customers

are educated conscious regarding health issues and they are always looking for

healthier alternatives. Furthermore, problems with the food supply, such as an avian flu

outbreak, also pose a significant threat to Panera Bread’s business. Even the perceived

risk of illness could detract from consumers’ willingness to eat at the company’s

restaurants.

Restaurants are affected by recession: Fast food restaurants have often done well

during recessions, as they are perceived as cheaper alternatives to sit-down

restaurants. Panera, as a hybrid of these two models, may still face difficulties to

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maintain its positioning in the mind of its target customers. To remain competitive in the

market they should able to manage low price in the future without reducing the quality

image of its products and services.

LOCAL LITERATURE

When success tastes just as sweet

By Corrie Salientes-Narisma

What was started as a hobby by a young housewife way back in the 1970s has now

bloomed into a highly successful enterprise whose creamy cakes, delectable pastries

and delicious meals have practically become an integral part of every Filipino

celebration.

Turning 29 this year, Red Ribbon Bakeshop Inc. now has 200 branches nationwide, the

latest of which just opened in Zamboanga City, and 25 in the United States. And at the

rate it is going, Red Ribbon stands a good chance of beating its rival to the No. 1 slot in

terms of branch network in no time.

Since the Jollibee Group took over Red Ribbon, with about 130 branches then, from its

founders, Danny and Tess Moran, in 2005, the bakeshop’s network has grown by an

average of 25 branches a year. Red Ribbon president Joseph C. Tanbuntiong expects

faster growth in the coming years, given the Jollibee Group’s all-out support for the

bakeshop.

Reinventing itself

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The job of keeping Red Ribbon’s growth momentum falls in the hands of Tanbuntiong,

who joined the bakeshop only last April from sister firm Jollibee Food Corp., and

marketing director Albert Cuadrante, also a newbie in Red Ribbon Both know that the

job on hand calls for much more than just putting up new branches in record time. They

know they have to continue reinventing Red Ribbon to keep up with the changing tastes

and requirements of the market, and to stay in great shape for the tight competition in

the P8-billion bakeshop industry. This, however, needs to be done without losing the

Red Ribbon charm that has captivated the hearts of many Filipinos for many years now.

Taste, look and feel

To keep its loyal customers and win new ones, Red Ribbon leaves nothing to chance

when it comes to its products and services. “We make sure our products taste and look

great, and are affordable,” says Cuadrante.

Its production mill continuously churns out new cakes, pastries and meals that appeal to

both the eyes and the palate, and are easy on the pocket. To date, Red Ribbon’s Cakes

by Design Centers have more than 500 specialty cakes for all sorts of occasions one

can think of birthdays, graduations, marriage proposals, weddings, anniversaries. These

are on top of the traditional cakes and pastries Red Ribbon is known and which are

readily available in every branch of the bakeshop. One can now find and get from Red

Ribbon the types of cakes that, in the past, can only be bought from specialty or

independent bakeshops at more affordable prices and with added service. It offers

photo cakes-while-you-wait (photo cakes used to be ordered days ahead from specialty

bakeshops), character cakes, as well as cakes originally designed by the buyers.

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Innovations

Red Ribbon also has, localized? Cakes carrying themes of the locality where a branch

is situated, such as Muslim-theme cakes in the South. It also studies and adapts to the

preferences of the people in the areas it serves. For instance, certain branches in the

United States have loyal Latino customers, which Cuadrante says, is a fast growing

market for Red Ribbon branches in the United States. So they came up with cakes and

pastries that these particular customers want, such as the Tres Leches, ube and mango

cakes.

Visual identity

Taking a step ahead, Red Ribbon took into its fold two of the country’s top fashion

designers, Frederick Peralta and Rajo Laurel, to design beautiful wedding cakes that

take inspiration from the latest trends in the wedding fashion world. The two came up

with a wide array of wedding cakes lineup from the classiest for the grandest weddings

to the simplest yet elegant types for simple weddings.

One of the many developments that transpired after the Jollibee Group took over Red

Ribbon was the change in the brand’s visual identity. Without losing the old charm, the

new owner injected in the brand a more contemporary and dynamic look. With this

comes the new store look with a more modern, contemporary design that will give

customers a delightful dining experience. The change in the stores? Look is ongoing,

but the new ones now sport the new look, with the Red Ribbon colors such as

chocolate, mocha, mango yellow and ube violet dominating the stores. The

Tanbuntiong-Cuadrante-led team will also pursue the aggressive opening of new stores

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in the country and overseas. Its first foray abroad outside the United States, according

to Tanbuntiong, will likely be Mexico simply because Mexicans have the same palate as

Filipinos.

Branch network expansion can be done by the company itself or through franchising. Of

its 200 branches nationwide, almost 50 percent are franchise stores. But Red Ribbon is

very strict when it comes to choosing its franchisees to ensure that the quality of its

products and services will not be compromised.

“They have to meet our capital requirement and they have to have good locations. We

check their background; we want to make sure we share the same values and

commitment. We make sure they will abide by our standards and support our

objectives,” Cuadrante says.

The Red Ribbon management is involved in every step of the establishment of a

franchise store, even in the recruitment of its staff. Once a franchise store is on stream,

it has to undergo regular audits by the mother company. Red Ribbon has a scoring

system for its franchisees and it rewards with incentives those who do well. For those

who don’t, corrective actions will be undertaken. “It is like entering marriage. We don’t

want to end up in divorce,” he adds.

Julie’s Bakeshop Success Story

The Julie’s Bakeshop story is the kind that hits close to home, particularly because it

was born out of the needs of a family which something most people can relate to. When

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she reached the age of 47, Julie Gandioco’s duties as a mother were becoming less

and less demanding. Her children – Bobby, Rico and Opep were already in college, and

the rest Oding, Neil and Patty were in high school. Her kid’s educational expenses were

going up and her husband’s sugar farm was not doing well. So she thought that there

were something that she must do to help her husband.

The Opportunity Knocks

When she saw a job posting as a canteen concessionaire at PHILDACAN, a rattan

factory, she applied and got the contract. Since lady luck has already knocking on her

doors, it became a hit after one year and she was offered to run another on

PHILDACAN’s sister company, Admacor and a year after at the La Union Carbide

factory. The three factories were in the vicinity of Mandaue and the employees being

fed daily by her canteen totaled 1,780 which is a big task for a neophyte. But despite of

this she have the courage to face such a big task. As a true entrepreneur, she never

refuse a challenge and she replicates success. She said so herself that “If you can

manage one business efficiently, there is no reason why you can’t with two or three. All

you have to do is duplicate what you are doing. This just need good organization hard

work and a lot of prayers.”

The Birth of Julie’s Bakeshop

Julie noticed that her customers consumes a lot of bread which she bought from

different bakeshops at that time. One of her bread supplier, Vicente Ruiz encourage her

to put up her own bakeshop so she could supply her own needs. She realized that it

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was a good opportunity because the market was already there but she was hesitant at

first because she have no experience in baking or bakeshop business.

Eventually she took Vicente’s advice on the condition that he joins her business and

take care of all the baking while she took care of the rest. One of the keys for a

successful business is hiring an expert which attributed to her success. By hiring an

expert to help start her bakery business, she didn’t have to worry about the product.

Again I would say that she was lucky enough that she have an expert on her side

because if she hired an amateur, then that would hinder her success.

Julie put up her savings which amounts to Php19,000 to open up the family’s first

bakeshop on January 6, 1981 in Wireless, Mandaue. She served staples like Elorde,

Everlasting, Pan de Coco and Pandesal. Then she opened up another bakeshop in

Aznar road near Southwestern University just six months after she opened up the first

and she recovered her investment only in one year.

Based on the short success story, it is obvious that age doesn’t matter if we were given

a break by our Almighty Creator. Just let us keep ourselves hoping and trusting in Him

that someday we will have our break.

Why not a bakery business?

By Ric M. Pinca

Are you planning to put up a business? Why not try a bakery? It is profitable, can be

started at home and allows the owner to grow the business gradually as his capital,

interest and knowledge of the business increases.

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Filipinos love to eat bread and the business minded should keep this in mind. Pandesal

is the usual breakfast fare most Pinoys can’t do without before starting their days.

Snacks are usually a few slices of bread taken with coffee, softdrinks or fruit juice. An

aspiring bakery businessman should therefore have these two products in his list and

expand from there.

Other Pinoy favorites are ensaymada, pan de coco, monay, and mamon, while the more

affluent ones may opt for cinnamon rolls, French bread, hamburger buns and other

more sophisticated and therefore, costlier stuff.

The enterprising baker must know his market and tailor-fit his products to the kind of

customers he caters to. A bakery in Tondo, for example, must have products geared for

the Tondo market and not for the more sophisticated Makati or Greenhills crowd.

From one sack of flour, and using the most common formula for the production of loaf

bread, a baker can produce 81 loaves weighing 550 grams each. Total cost of

materials, packaging and overhead cost is P2,536.13. At a selling price of P40 per loaf,

gross revenues will add up to P3,240 for a gross margin of P703.87 per bag.

For pan de sal, gross earning per sack of flour is even bigger due to the lower cost of

pan de sal flour and less ingredients to be used. Each bag of flour produces 1,800

pieces of pan de sal weighing 25 grams each. At P2 per piece, total sales is P3,600 for

a margin of P2,517.63 per sack. From these gross earnings, the baker must deduct the

cost of manpower, rentals and of course, taxes to be paid.

The prospective bakery businessman must, however learn how to bake before jumping

into the pan, so to speak. In fact, any businessman worth his salt must first learn the

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trade he wants to invest in before pouring in his hard earned money. One must not

depend entirely on hired hands to run the business. This is particularly true in baking.

The best place to learn baking the commercial way is at the PAFMIL Baking Center at

the DSWD Jose Fabella Compound, Correctional Road in Mandaluyong City. This

baking school is run by the Philippine Association of Flour Millers (PAFMIL) and is

staffed by well-known and competent baking instructors who have many years of

experience of baking instruction. Visiting instructors from the flour milling and bakery

industries also come in to impart knowledge and valuable inputs.

Aspiring bakery businessmen or those who wish to be employed as bakers must take

the Basic Commercial Baking Course, a 20-day program designed to equip trainees

with a combination of skills and knowledge in baking. Each student is required to

produce bread every day and critique his production so that he could improve and

produce better bread the next day. Only 25 students will be taken each class and the

course will be offered only four times a year.

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FOREIGN STUDIES

Bakes Goods in Switzerland

Trends

In 2014, the pursuit of health and wellness remained key to adding value to bakery

products. Within baked goods, this is manifesting itself via more nutritionally beneficial

offerings. Whether through increasing fibre content, replacing fat or sugar, or

addressing particular nutritional conditions, the diversity of baked goods is increasing to

satisfy Swiss consumers.

Competitive Landscape

Baked goods remains highly fragmented in Switzerland, and artisanal baked goods

continued to account for the largest overall value share in 2014. Artisanal baked goods

hold an overwhelming dominance, with 67% of total value sales. A large number of

independent bakeries are present within Switzerland, which sell a wide range of baked

goods, including speciality breads, sweet and savoury pastries and cakes. Swiss

consumers by tradition like to buy their bread in bakeries and enjoy fresh products,

which are seen as healthier than packaged products. However, artisanal is overall

declining slightly in 2014 as Swiss consumers also slowly shift towards buying baked

goods products at Migros or Coop as well as branded products at supermarkets due to

the convenience when undertaking the weekly shopping.

Prospects

Baked goods is expected to grow marginally in constant value terms in Switzerland

over the forecast period. In this rather saturated category, growth is mainly driven by

innovation and the quality concerns of Swiss consumers. With consumers caring more

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about the origin of raw materials, the sales of local products will see an increase going

forward. The forecast period performance is set to be in line with that of the review

period.

Baked Goods in Thailand

TRENDS

In 2013, sales of baked goods in Thailand continued to stabilise in the post-flood

situation, given the peak demand for stocking up on baked goods when the flood hit in

the fourth quarter of 2011. Even though the demand for baked goods tends to slowdown

in the aftermath of floods, baked goods is expected to retain its positive performance as

Thai consumers in major cities are opting for convenient food choices in regard to their

unchanged hectic lifestyles. A wider selection of baked goods contained in packages or

artisanal format helped to spur consumption as they can better fulfil specific needs of

each consumer group.

COMPETITIVE LANDSCAPE

President Bakery is expected to secure its leadership position in baked goods with 32%

value share in 2013, due to its longstanding presence of its Farmhouse brand

underpinned by its strong distribution network nationwide to optimise its manufacturing

capacity across different baked goods. Its large scale of production supported in riding

down the fixed cost of production, enabling the company to achieve a competitive price.

Its heavy investment in research and development to discover unmet demand was

deemed the source of key competency to keep ongoing product dynamics of its

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industrial/packaged bread and cake offerings. During the review period, the company

tended to devote its resources to product development in industrial/packaged bread

featuring health benefits and a variety of tastes, given the ample room to offer value

creation under this category.

PROSPECTS

Baked goods in Thailand is predicted to grow moderately with a 5% constant value

CAGR to reach Bt27.4 billion at the end of 2018, lower than the average of the review

period. A slowdown over the forecast period is regarded as normal after the peak

demand in the aftermath of the floods. Over the forecast period, the demand for baked

goods is likely to remain as lifestyles of Thai consumers in urban centres incline to

revolve around convenient food choices served in convenient stores. To retain the

dynamics of baked goods in tapping into unmet demand of Thai consumers, branded

players are required to expand their offering to higher tier product ranges featuring high-

quality ingredients alongside health benefits to pursue greater value creation.

Baked Goods in Japan

Trends

Value sales of baked goods increased by 1% and reached ¥2.2 trillion in 2014, which

was better than the -2% decline in 2013. The growth in baked goods was primarily

supported by the value growth in bread of 3% in 2014, while cakes and pastries

experienced slower value growth of 1% each in 2014. The growth in baked goods was

supported by the increase in both volume sales and unit price. The rising popularity of

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premium bread among elderly consumers who do not eat a large amount of bread but

prefer high quality bread contributed to the increase in unit price.

Competitive Landscape

Yamazaki Baking Co Ltd remained the leader in baked goods in 2014 with a retail value

share of 20%, supported by strong presence in premium bread. Following the success

of premium bread Kin no Shokupan by Seven & I Holdings, the company launched

premium version of its existing brands in September and November 2013 by adding

Gold to its existing brand name. These products were successful in attracting the

interest from growing number of Japanese consumers who prefer to eat small amount

of high quality baked goods. In 2014, the company continued to focus on improving the

premium products. In February 2014, it launched a new brand, Oishii Kashipan, and

introduced a series of premium pastries under the brand. In December 2014, the

company renewed the ingredient formula of Double Soft Gold, which is a loaf bread

product and improved the softness and flavour.

Prospects

Baked goods is expected to have negligible change in value sales over the forecast

period, with 0% CAGR at constant 2014 prices. Manufacturers mostly focused on the

price competition of standard and economy products and this partly caused the decline

in the sales of baked goods. However, manufacturers received assurance during 2014

that the sales of premium baked goods to Japanese consumers could create tangible

profit. Following the trend in 2014, the sales of premium products is expected to be a

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driving force for the sales of baked goods over the forecast period, with growth in the

number of varieties launched by different manufacturers.

LOCAL STUDIES

Baked Goods in the Philippines

Trends

Innovation remains vital for baked goods companies to address the need of consumers

for variety, which can be more pronounced in packaged food. The development of new

products is directed either towards creating something healthier or something better

tasting. Innovation, however, is no longer limited to pastries, cakes or bread loaves as

even the popular local bread, pan de sal (salted bread), is being reinvented. A hotdog-

flavoured pan de sal, for instance, is now available through Gardenia Philippines Inc. A

healthier variant, meanwhile, can be bought through the bakery chain, Pan de Manila,

which created a malunggay (horseradish) pan de sal. The Food and Nutrition Research

Institute, on the other hand, is promoting the selling of yellow pan de sal, which contains

squash puree, in public schools to help address the problem of malnutrition among

children.

Competitive Landscape

Artisanal players which led the category in 2013 with a value sales contribution of 48%

sustained its lead in 2014 with a 47% value share. The proximity of neighbourhood

bakeries to households gave artisanal goods an edge over packaged/industrial baked

goods as they were more accessible to consumers. Also, some bread, like the popular

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pan de sal, is best consumed hot after baking as it tends to harden as it gets cold. As

such, artisanal bakeries are the preferred sources of freshly baked bread and pastries if

one is available nearby. The customization possible through unpackaged/artisanal

cakes, meanwhile, made it the preferred option, especially for more special occasions.

Prospects

Innovation is expected to remain an important part of major players’ operations to

sustain and improve their value share. This is also expected to help improve the growth

of baked goods over the forecast period, which is projected to post a constant value

CAGR of 2%, slightly outpacing its constant value performance over the review period.

Aside from creating healthier baked goods, adding flavour especially to plain bread,

such as pan de sal, is expected to help drive purchases. Not only do tastier baked

goods address consumers’ needs for variety, but will also afford them savings in both

time and money as they can forego the use of spreads or fillings.

Gardenia Bakeries Philippines, Incorporated

Trends

In 2011, Gardenia Bakeries Philippines opened a new manufacturing plant in Cebu with

a daily capacity of 50,000 loaves in order to serve the Visayas and Mindanao regions.

This allowed the company to further improve its distribution across the country as it

used to concentrate solely on Metro Manila. The decision to invest in other factories to

expand its geographical reach and enter unexploited locations will result in Gardenia

Bakeries Philippines maintaining its leading position in baked goods in 2011.

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Competitive Landscape

Gardenia Philippines continued its lead in baked goods with a 9% value share in 2010.

This was due to its strong presence in packaged/industrial bread, where it had a value

share of 39% in 2010. The company also benefited from its investments in advertising,

which strengthen brand recall, and consistent product quality. Products are made daily

and delivered to retail channels.

Prospects

More Filipinos are expected to purchase packaged/industrial baked goods over

unpackaged/artisanal products in the forecast period. As Filipinos increasingly value

convenience due to busier lifestyles, greater preference for these types of products was

due to the longer shelf-life of packaged/industrial bread, pastries and cakes, which can

be bought in bulk as there is no need for immediate consumption.

Business Strategies and Policies

Good implementation needs buy-in from those who are to carry out the plan. The best

way to get their buy-in is to have them participate in the plan’s development. Thus

salespeople are more likely to accept the marketing plan if a sales representative

participated in its development and if the target volumes and prices are plausible. So

the planner’s first need is to sell the plan inside, not outside.

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Control is the way that we catch failures in implementation or strategy. The company

may have implemented poorly, set the wrong marketing mix, aimed at the wrong target

market, or done poor initial research. Control is not a singular thing but a host of tools

for making sure that the company is on track. One of the five types of marketing control

system, needed by the companies to evaluate their marketing effort. Its aim is to ensure

that the company achieves the sales, profit and other goals established in the beginning

of the year.

Profitability control

Profitability control and efficiency control allow a company to closely monitor its sales,

profits, and expenditures. Profitability control demonstrates the relative profit-earning

capacity of a company’s different products and consumer groups. Companies are

frequently surprised to find that a small percentage of their products and customers

contribute to a large percentage of their profits

Efficiency control

Efficiency control involves micro-level analysis of the various elements of the marketing

mix, including sales force, advertising, sales promotion, and distribution. For example,

to understand its sales-force efficiency, a company may keep track of how many sales

calls a representative makes each day, how long each call lasts, and how much each

call costs and generates in revenue.

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Strategic control

Strategic control processes allow managers to evaluate a company’s marketing

program from a critical long-term perspective. This involves a detailed and objective

analysis of a company’s organization and its ability to maximize its strengths and market

opportunities. Companies can use two types of strategic control tools.

Marketing audit

The marketing audit is, in some respects, the raw material for the strategic control. Its

role is to periodically make sure that the marketing plan emphasizes the country's

strengths in ways that are compatible with shifting market sentiments, current events,

fashions, preferences, needs, and priorities of relevant market players. This helps to

identify marketing opportunities and new or potential markets.

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CHAPTER III – RESEARCH DESIGN & METHODOLOGY

This chapter shows the methods of research used in this study, the locale of the

study, the respondents of the study, the sampling design, the research instruments, and

the data gathering procedure and the statistical tools/treatment of the data.

RESEARCH DESIGN

This study will be conducted to determine the success factors of selected

bakeries at Brgy. Sto. Niño, Marikina City. In this study, the group will use the

descriptive asset “what is”. It is designed to provide information about prevailing

situations or what is or has been happening, or nature of things. The descriptive method

is the most suitable method for this study since its goal is to produce information about

the success factors of bakery businesses at Brgy. Sto. Niño, Marikina City.

LOCALE OF THE STUDY

The study will be conducted at Brgy. Sto. Niño, Marikina City.

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RESPONDENTS OF THE STUDY

The respondents of the study are classified into two: the owners/employees, and the

customers who are patronizing the bakeries in Brgy. Sto. Niño, Marikina City. The

interview themes and questions are prepared in advance. Listed below are the seven

(7) bakeshops with the highest average number of customers per day.

Bakeries Owners Employees Average Customers

1. MB5 Bakery 1 20 150

2. Femas Bakery 1 8 150

3. Denden’s Bakery 1 5 150

4. Tita Dory’s 1 4 150

5. Mari Bread Hauz 1 6 100

6. Burichie’s Bakery 1 8 80

7. Beebo Bakery 2 2 70

TOTAL 8 53 850

SAMPLING PLAN

With a total of seven (7) selected Bakery shops , the researchers will compute the

sample size using the Slovin’s formula:

n = N

1+Ne2

Where:

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n = sample size

N = population size

e = degree of marginal error (10%)

Hence, computation for customers

n = 850

1+ (850 )(.10)2

n = 89

Computation for employees

n = 53

1+ (53 )(.10)2

n = 35

RESEARCH INSTRUMENT

The researchers will use two instruments in gathering the needed data. The first will be

the personal interview with the owners/employees and some customers. The second

research instrument will be the survey questionnaire: five questions for the

owners/employees and another five questions for the customers.

The questionnaires consist of the personal profile, age and gender of the

owner/employee and the customer. The number of questionnaires to be given will be

based on the result of the computed sample size on the part of the owners/employees

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and the customers. The sample size represents the population size. They will be asked

to rate their answers from 1-5, 5 being the highest rate. The format of the questionnaire

for the owners/employees of the bakeshop business is:

I. Cover Letter

II. Personal Profile

a. Age

b. Gender

III. Questionnaire Paper

a. Strengths

b. Weaknesses

c. Opportunities

d. Threats

e. Marketing Strategies

For the customers, the questionnaire format is:

I. Cover Letter

II. Personal Profile

a. Age

b. Gender

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III. Questionnaire Proper

a. Frequency of patronizing the business

b. Occasions when to patronize the business

c. Variety of bread purchased

d. Reason (Strengths)

e. Reason (Weaknesses)

DATA GATHERING PROCEDURE

The data for this research were collected using a survey questionnaire. The survey was

created using suitable questions modified for the owners, managers, and customers

from related research and individual questions formed by the researcher. The survey

was comprised of a set questions, which were related to the participant’s perception

regarding the success factors of bakeshops. After the professor validated the

questionnaire, these were distributed to the selected bakeshops around Brgy. Sto. Niño,

Marikina City. The researchers assured confidentiality of their survey sheets since the

identities are not important. The researchers also understood that people’s

consciousness may also affect their honesty and effectiveness in answering the survey,

and so, the researchers gave people the option of being anonymous. Participants were

given time to respond and then the researchers collected the surveys after the

respondents had answered their questionnaires. There were no incentives offered for

participating in the research.

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STATISTICAL TOOL/TREATMENT OF DATA

The following statistical tool will be used by the researchers:

To find the measures of initial tendency, the researchers will use the formula in

finding the mean. The mean formula:

X= ¿ X o+∑fd−Cn

Where:

X o = midpoint of the assumed mean class

f = frequency

d = deviation from the mean class

C = class size

n = number of observations

Since the nature of the data gathered by the researchers is numerical, it is better to use

the standard deviation as a measurement of dispersions in order to determine the

degree of scatter of the observations with respect to a measure of central tendency that

has formula.

S = c√n∑ fd 2−¿¿¿¿¿

Where:

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C = class size

n = number of observations

f = frequency of each class interval

d = deviation from the mean class

Another formula to find out how well an observed distribution fits some theoretical

frequency distribution. This method is used to test the normality of any distribution and

the independence or dependence of two independent samples when the level of

measurement is nominal.

X2= (O−E )2E

Where:

x2 = chi-square

O = expected frequency

E = observed frequency

BIBLIOGRAPHY

Magazines/Newspapers:

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Julies Bakeshop Success Story: Masigasig Magazine, Vol. 3 Issue. 5, June 2009

When Success tastes just as sweet: Philippines Daily Inquirer Filed Under: Economy, Business Section September 21, 2008

Why not a Bakery Business? : Philippine Daily Inquirer, Filed Under: Business Section, November 28, 2010

Electronic References:

Panera Bread Success Story: http://dineshperspective.blogspot.com/2011/05/panera-bread-case-study-and-key-success.html (May 2015)

Business Objectives of a Bakery: http://smallbusiness.chron.com/business-objectives-bakery-21392.html (May 2015)

When Success tastes just as Sweet: http://opinion.inquirer.net/inquireropinion/editorial/view/20080921-161907/When-success-tastes-just-as-sweet (April 2015)

Why not a bakery business? http://www.philstar.com/agriculture/633662/why-not-bakery-business (May 2015)

Baked Goods in Switzerland: http://www.euromonitor.com/bakery-in-switzerland/report

Baked Goods in Thailand: http://www.euromonitor.com/bakery-in-thailand/report

Baked Goods in Japan: http://www.euromonitor.com/bakery-in-japan/report

Baked Goods in Philippines: http://www.euromonitor.com/bakery-in-the-philippines/report

Gardenia Bakeries Incorporated: http://annmacapanas.weebly.com/company-industry-analysis.html

Business Policy and Strategy: http://annm//acapanas.weebly.com/effective-evaluation-and-control-plan.html

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APPENDICES

LETTER OF APPROVAL

Philippine School of Business Administration

1029, Aurora Blvd., Quezon City

May 16, 2015

Dear Ma’am/Sir,

We, the students of Fundamentals of Research of Philippine School of Business Administration Q.C., are conducting a survey regarding the operations of bakeshops along the streets of Brgy. Sto. Niño, Marikina City. In this regard, please allow us to visit your establishment and conduct interview with some of your employees and customers. Rest assured that all information that gathered will be dealt with such confidentiality and will be only be used for classroom purposes only.

Thank you and God Bless!

Respectfully yours,

Kwan, Gibran

Mabana, Jasper Carl

Cruz, Joseph

Santiago, Senden Claire

Mercado, Cyrielle Joy

Noted by,

Dr. Emma R. Guno(Professor)

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QUESTIONARES FOR MANAGERS/EMPLOYEES/OWNERS

I. PERSONAL INFORMATIONDirections: Please check the box

Gender: Male Female

Age:

20 Years old and below

21-30 years old

31-40 years old

41-50 years old

51 years old and above

II. SURVEY QUESTIONS

1. What are the strengths of the bakeshop that helped you to be successful in your business?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Significant 2 – Less Significant4 – Significant 1 – Not Significant3 – Moderately Significant

5 4 3 2 1Quality Products

Affordable price

Accessible location

Quality Service

Variety of breads

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2. What are the weaknesses of the bakeshop that affected the success of your business?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Important 2 – Less Important4 – Important 1 – Not Important3 – Moderately Important

5 4 3 2 1Poor quality

Expensive Prices

Inaccessible location

Poor service

Limited variety of breads

3. What are the opportunities that contributes to the success of your business?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Important 2 – Less Important4 – Important 1 – Not Important3 – Moderately Important

5 4 3 2 1

Expansion of business

Going into franchising

Increase in customers

Advance use of technology

Offer other products (coffee, soft drinks, milk tea)

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4. What are the threats that may hinder the success of the bakeshop?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Significant 2 – Less Significant4 – Significant 1 – Not Significant3 – Moderately Significant

5 4 3 2 1Many competitors

Price increase in supplies

Customer’s Preference

Robbery/Theft

Natural Calamities

5. What are the different marketing strategies that helped the bakeshop to be successful?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Important 2 – Less Important4 – Important 1 – Not Important3 – Moderately Important

5 4 3 2 1Promotions

Discounts

Food Sampling

Events

Release of new products

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QUESTIONARES FOR CUSTOMERS

I. PERSONAL INFORMATIONDirections: Please check the box

Gender: Male Female

Age:20 Years old and below

21-30 years old

31-40 years old

41-50 years old

51 years old and above

II. SURVEY QUESTIONSDirections: Please check the box

1. How often do you buy in this bakeshop?

Everyday/Daily

Weekly

Monthly

Occasionally

Rarely

2. What products do you usually buy?

Pandesal

Tasty

Monay

Spanish Bread

Others (Please specify) __________________________

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3. What are the reasons why do you buy in their bakeshop?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Important 2 – Less Important4 – Important 1 – Not Important3 – Moderately Important

5 4 3 2 1Good quality products

Affordable price

Accessible location

Good service

Variety of breads

4. What are the reasons why you don’t buy their products?

Directions: Kindly rate them from 5 to 1 wherein:

5 – Highly Significant 2 – Less Significant4 – Significant 1 – Not Significant3 – Moderately Significant

5 4 3 2 1Poor quality

Expensive Prices

Inaccessible location

Poor service

Limited variety of breads

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VINCITY MAP

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