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ACKNOWLEDGEMENT

We thank almighty God for successful completion of this project this would not be possible without him. I have taken efforts in this requirement. However, it would not have been possible without the kind support and help of many individuals. I would like to extend my sincere thanks to all of them.

We are really grateful to our subject instructor MR. EDMUND P. VOSOTROS, for all kinds of informative information and valuable advice. To our preeminent head MA’AM FLORENCIA BAANG, to all our deans named; MA’AM MARIETTA ASPRIL, MA’AM LARSENEY OBEMIO, MA’AM CICILE ALLOYON let me extend our over whelming thanks giving and our deepest gratitude and appreciation.

I would like also to express my gratitude towards to my parents who gave us a support, of giving us money to work on this assignment. Let me give my greatest and deepest gratitude to all of my Classmates, Sir, Ma’am, thank you very much.

INTRODUCTION

Company Profile Edgar Sia II, then 20 years old, took the entrepreneurial path when he founded Mang Inasal and began its operations in Iloilo City, Philippines on December 12, 2003. The restaurant initially offered chicken inasal to its clientele which was well-received by the Ilonggo people. As time went on, it offered more Filipino-inspired cuisine to the mass market. As such, the driving force behind Mang Inasal’s exponential growth lies in its uniquely Filipino food offerings, its value for money and its serving of unlimited rice for customers. All these factors add up to create Mang Inasal’s distinct brand identity, which has led to its becoming one of the country’s fastest growing fastfood chains. Fast forward to seven years later, the company currently has 223 branches around the country, with its management aiming to expand to 500 branches by the year 2012, with a hundred new stores opening annually. The company offers Paborito Meals and Sulit Meals to its customers, as well as Palamig Selections, Merienda Meals and other well-loved Filipino viands. The Paborito Meals are categorically more expensive compared to the Sulit Meals, whose lowest offering is at an affordable 49 pesos. However, their serving portions are bigger compared to the Sulit Meals. Mang Inasal also offers traditional Filipino dishes such as the Beef and Bangus Sinigang, Bangus and Pork Sisig, and Dinuguan, Halo-Halo, among many others. Mang Inasal promotes sustainable community living by providing employment opportunities and by sourcing out local materials in its business operations (example, banana leaves, chicken oil, bamboo sticks). In that matter, the company takes an active stance in developing livelihood programsfor the betterment of the community it serves. The company helps preserve the Filipino tradition kinamot, which in Ilonggo means to eat with one’s hands. As such, Mang Inasal restaurant chains around the country have a designated washing area where customers can wash their hands prior to dining to maintain sanitary eating standards. During the recent economic crisis, Mang Inasal managed to sail through the distress unharmed. Sia mentioned that the affordability of the company’s offerings proved to be a competitive advantage to the budget-conscious Filipino - thus, strengthening its foothold in the fastfood consumer market, enabling the company to grow in times of economic turmoil.

Market Profile The target market served by Mang Inasal is the middle class Filipino family, with monthly income ranging from 12,000php to 30,000php. Moreover, these families live in homes where members of the extended family live in the house as well, thereby making it a large household. Hence, the company offers meals that range from 49php for the Sulit Meals, 99php for the Paborito Meals, with the highest priced viand priced at 155php (Beef and Bangus Sinigang). It is reasonably priced considering how its value for money is high, taking into consideration the serving portions, the friendly customer service and the warm, localized eating ambience provided by the company. How the company achieves this cost advantage is accomplished by sourcing out one hundred percent of its raw materials locally, unlike other fastfood chains who import some of its production materials from abroad. In addition, the fastfood chain banks on its traditional Filipino cuisine, fast service, and the lively dining experience it presents to its customers to attract new and retain recurring customers. As such, it is to Mang Inasal's competitive advantage that it has found its niche through Filipino families who want to find a truly Filipino fastfood dining experience without going beyond the family budget. Hence the company's slogan, "Hahanap hanapin mo". As well, the company's primary strategy lies in Mang Inasal's strategically locating its stores in high foot traffic areas to attract more passers-by to enter the store, eat, and enjoy the Mang Inasal dining experience(kinamot). In particular, most Mang Inasal branches are situated beside call center companies, public service establishments, in malls, and other heavily-condensed locations.

As mentioned previously, the company is one of the fastest growing fastfood chains in the country – and their speedy rise can further be amplified by choosing an endorser who is an ideal personification of their brand. Mark Bautista, a twenty eight year old Filipino artist, is Mang Inasal’s primary endorser. The most recent TV advertisement starred by Bautista shows the man narrating his humble beginnings as to how he has made it to become one of the country's most revered artists, adding that his move to Manila made him long for home and how dining at Mang Inasal alleviates the homesickness he feels. Furthermore, to quote Sia as to why Bautista was chosen as the brand’s endorser, “I think we (the company and Mark Bautista) have some similarities. Mark also started in 2004, the same with Mang Inasal... And we feel that Mark, like Mang Inasal, has a very big potential, coming into the next few years as they slowly unfold.”

History

It all started with a Vision. Edgar “Injap” Sia, at the age of twenty six, grabbed the opportunity to lease a 250 square meter space at the Robinson’s Mall Carpark-Iloilo in December 2003. It was there that Mang Inasal, Hiligaynon for Mr. Barbeque, was born. Early on, he learned the importance of following your instincts, taking risks, strategizing, negotiating, and motivating yourself and your people. He also knew that the Filipino barbeque quick service restaurant category still had the potential for growth. He started a business that had the potential for nationwide expansion. With the support of his family, he embarked on a journey that changed his life forever.

[pic]

Mang Inasal’s authentic fusion of traditional Filipino cuisine with the dine-in concept. Famous for its native-style and “nuot-sarap” Chicken Inasal with its pioneering “unlimited rice”,

Mang Inasal quickly won the hearts of its customers with its distinctively Pinoy stamp-grilling and special marinade made out of local secret spices. The restaurant was an instant success, opening close to thirty branches in just three years. By 2005, confident of the stability and brand recall of the business, he opened Mang Inasal for franchising, concentrating his efforts in Visayas and Mindanao where Inasal is most popular. Franchise offers for Luzon soon followed.

The primary reason for Mang Inasal’s success is its wide array of Filipino comfort food, especially Chicken Inasal - with its distinct taste that Pinoys have grown and continue to love. By 2009, only six years after the first branch opened, Mang Inasal had a store network of one hundred stores. Mang Inasal soon drew the attention of Jollibee Foods Corporation (JFC), the Philippines’ largest food service company and one of Asia’s most admired companies. JFC acquired 70% controlling share of Mang Inasal in November 2010. Today, Mang Inasal is the leading Pinoy branded outlet in the country, with its strong portfolio of Chicken Inasal, Pork BBQ, Halo Halo, and Palabok. Variations in the menu are constantly being developed to meet the discriminating demands of its growing customer base. Mang Inasal has steadily grown ever since its acquisition, making it one of the fastest growing quick service restaurants in the country. To date, Mang Inasal has over 450 stores nationwide and counting. The brand has garnered numerous awards over the years, including the Outstanding Fast Growing Local Food Company from the 19th Annual National Consumers Awards in 2008, the Most Outstanding Quick Service Restaurant and Most Outstanding Chicken Inasal restaurant from the 2010 Dangal ng Bayan Awards, and the Outstanding Filipino Franchise Award from the 2015 Franchise Excellence Awards. Mang Inasal now lays the foundation for a new era of prosperity, moving forward to a horizon of possibilities as the brand continues its winning tradition of excellence.

Vision and Mission of Mang Inasal

|Our Vision |Our Mission |
|To be the preferred quick service | |
|restaurant of every pinoy everywhere! |To consistently provide our customers a great pinoy dining |
| |experience. |

Food Service Cleanliness Philosophy

The Pursuit of Customer Satisfaction

Customer Satisfaction has always been Mang Inasal’s priority. We live the FSCphilosophy by serving great Food, delivering excellent Service, and maintainingCleanliness and good store condition every day.

High-Quality Pinoy Products

The variety of food that we serve is carefully developed to ensure ingredients are secured from suppliers with equally high regards to quality and safety. These are then prepared, cooked, and served compliant to the highest standards that will surely make each customer feel satisfied after every meal.

Alagang Pinoy Service

It is our aim not just to deliver high-quality meals but to serve the Alagang Pinoy way. We serve our customers with puso - by always making them our first priority in ways that connect to our customers. In Mang Inasal, FSC is our way of life. And it is the reason why we are still in business today.

Services

Products

The chain is open for lunch and dinner, offering Filipino cuisine, including grilled chicken, pork and milkfish, served with rice (some stores offer unlimited rice). Non-grilled dishes in the chain's menu include sisig, pansit bihon (Filipino thin noodles), and dinuguan with puto. Desserts offered include Philippine snack foods like ginataang bilo-bilo (tapioca pearls), halo-halo, banana spring roll with ice cream, among others. The chain's prices may vary in select stores.

Price

Product of Mang Inasal priced in a way that highlights value the same time will affordable to its customers. Mang inasal creatively compares the price of their products to the competitors to $e able to derive the affordability of the products. The strategy of Mang Inasal is unlimited rice gives the consumer to think the “sulit” meal or getting more for what they pay for.

Product and Prices

.

STATEMENT OF THE PROBLEM

❖ How can Mang Inasal sustain its success despite the stiff competition?

DATA ANALYSIS
|Strengths |Weakness |
| | |
|Advertisement/Endorsements |Slow Service |
|Large Target market |Filipino Culture |
|Market leader in the Barbecue Fast |Unhealthy food |
|Food Chain Accessibility |Commissary struggles |
|Efficient Commissary system |Customer Complain |
|Locally Adapted food menus (Filipino cuisine) Customer Satisfaction |Lack Researchfor other countries |
|Good Business Concept |Cleanliness |
|Quality of Food |Gloomy Ambience |
|Affordable price |Limited Space/Crowded |
|Promotions (Unlimited rice): Free soup and complete condiments |Limited Menu |
|Delivery Service |Product Availability |
|Eco Friendly Packaging materials |Uncontrolled customer traffic (Congested and crowded) |
| |Lack of Product Innovation |
| |Inconsistent in Service |
|Opportunities |Threats |
| | |
|New Brand Acquisition |Trend towards healthy eating |
|Delivery |Similar business concept and service |
|Expansion |Competition |
|Franchise |Economic slowdown |
|Technological Advances/Development |External changes (government,politics, taxes, etc) |
|International Expansion |Changing customer tastes |
|Large Target Market |Global Financial Crisis |
|Local Culture and Tradition |Sanitary Standards |
| | |

ALTERNATIVE ANALYSIS

1. Revolutionizing the Marketing Mixes. Marketing Mix: is the set of controllable, tactical marketing tools that a company uses to produce a desired response from its target market. It consists of everything that a company can do to influence demand for its product. It is also a tool to help marketing planning and execution.
|Advantages |Disadvantages |
|Better Profits/Increase Profits |Costly |
|Enhanced brand recognition |Requires investment of time |
|Promote your Product/Services | |
|Gain more cliets | |

Product Innovation • Additional Menu/Varieties of healthier food choices • Bigger Chicken • Packaging • High Quality Foods • Ensure the freshness and quality of the food

Promotions: Marketing Campaign • Continuous serving of Unlimited rice/Free soup • Tie-up Promotion • Combo meals/Barkada meals • Educational advertisement • Other Promo
Place
• Strategic Locations • Accessibility • Online delivery system • 24 hour operation

People • Conduct orientation for staff • Personnel delegation: to delegate rightful and trustworthy personnel to run the company • Trainings • Good customer services

Process • Minutes of processing foods/develop speed • Standard serving of foods • On-time Delivery • Consistent quality

Store Environment • Maintain Cleanliness • Sanitary Procedure • Innovation on store ambience/design • Well-groomed staff • Signage designs

2. Changing the brand image into something new

Brand is the "name, term, design, symbol, or any other feature that identifies one seller's product distinct from those of other sellers. Brands are used in business, marketing, andadvertising.

|Advantages |Disadvantages |
|New brand image |Expensive |
|Innovative/Improve |Time-consuming |
|Alligned with technological issues |More promotion efforts needed |

Cons • Identification of the problems of the environment • Enables you to identify gaps in the market for products, services or initiatives. • Assists you to price your goods and services both competitively and strategically. • Might give your ideas for new technology and methodology that could be applied within your own organization. • Expensive • Time-consuming • Involves a commitment of resource which will have an inherent cost to the business. • Flawed analysis of competitors might result in making poor business decisions

CONCLUSION

With the use of revolutionizing the marketing mixes. Mang Inasal should continue the promotion of their own style barbeque chicken and unlimited rice.

Employees should have proper training of cleanliness and sanitary procedures. Mang inasal should continue strengthen its existing branches and should focus on the quality products that provide consumer satisfaction and add value to them. And also they should conduct feasibility the food and must increase operational efficiency.

RECOMMENDATION

Strategies recommend in all the aspects of the business should be closely monitored in order to achieve success. Every division / departments in the company would submit a monthly report regarding the status of their activities. The management also would conduct monthly evaluation meetings to fully monitor if there is a problem or activities that are left behind and not done on the designated schedule. The distribution department would be monitoring on the number of branches that they have established and should submit a report to the management about the newly established branches’ efficiency.

EXHIBITS
[pic]
Mr. Edgar “Injap” Sia II of Mang Inasal was awarded with the prestigious TOYM 2011 (Ten Outstanding Young Men) awardee for Entrepreneurship at Malacañan ...

[pic]

Mang Inasal Opens New Branches with Nationwide Expansion

[pic]

The Mang Inasal Leadership Team headed by President JJ S. Alano, III (5th from left, standing)

[pic]

Mang Inasal Marketing Manager Enri Luzuriaga said, “Mang Inasal loves Filipino culture and music, especially our very own OPM.

[pic]

Mang Inasal Manila Corporate Office is located at 2316 Aurora Boulevard, Tramo St., Pasay City with fax number (02) 854 – 5692 and Landline (02) 854 – 3346.

Mang Inasal Advertisement

Mang Inasal is a chicken Grill and restaurant as we experience. You can feel that you are at home because of the using hand while eating. And the decoration of the restaurant had ethnicity and homemade style. The foods served after 5 or 10 minutes because the food will cook after you have order there workers is easy called because they always at your back and ready catch your order.

Sometimes it’s noisy because of the people who eat there, but its ok because you will enjoyed there foods. the decoration of the restaurant enhance the ambiance because of the color that relax and balance of our mood.

As I experience the restaurant have a great service, decoration, furniture and had good ambiance. And also they have a great foods and affordable for everyone

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...Case Study 3 Randa Ring 01/25/2012 HRM/240 1. How did the problems at Deloitte & Touche occur in the first place? I feel that the problem began in the work environment. It looks as if there was limited opportunity for advancement. As well that the company was not able to handle issues that a raised from work and family. I think that it was a wonderful idea to have the company made up of women. I feel that it was a very positive thing because a lot of their issues where not geared towards men. 2. Did their changes fix the underlying problems? Explain. Yes I feel that the changes that they made did fix some of their underlying problems. With them keeping their women employees no matter what position that they were in at the time went up. For the first time the turnover rates for senior managers where lower for women than men. 3. What other advice would you give their managers? They really need to watch showing favoritism towards the women. They did to treat everyone as an equal. I also feel that they should make the changes geared towards the men and women’s issues that have to deal with family and work. 4. Elaborate on your responses to these questions by distinguishing between the role of human resources managers and line managers in implementing the changes described in this case study When it comes to Human resource managers, they will work with the managers in implementing changes. As well they will make a plan to show new and current...

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...Case Study Southwestern University Southwestern University (SWU), a large stage college in Stephenville, Texas, 20 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member for the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2001, SWU hired the legendary BoPitterno as its head coach. One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. The job now was to get construction going immediately after the 2007 season...

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...Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational failures...

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