D’PASTA HAUS

A Project Feasibility Study

Presented to the Faculty of the

College of Business Management and Accountancy

Carlos Hilado Memorial State University

Binalbagan Campus

In Partial Fulfillment

of the Requirements for the Degree

Bachelor of Science in Business Administration

Major in Financial Management

By

Andalis, Rosenie B.

Gabutero, Janice May R.

Melocoton, Kay G.

Muleta, Rizza M.

Nicoyco, Mary Joy M.

Vestido, Guen C.

Villadar, Fevi A.

Villanueva, Flory Mar S.

January 2024
 CERTIFICATE OF APPROVAL

In partial fulfillment of the requirements for the degree of Bachelor of Science in

Business Administration, this feasibility study entitled “D’PASTA HAUS” has been

approved and submitted by Rosenie B. Andalis, Janice May R. Gabutero, Kay G. Melocoton,

Rizza M. Muleta, Mary Joy M. Nicoyco, Guen C. Vestido, Fevi A. Villadar, and Flory Mar S.

Villanueva, who are hereby recommended for oral examination.

HANCY C. CUALES, Ph.D.

Feasibility Study Adviser

Feasibility was reviewed and approved by the Committee on Oral

Examination on January 2024.

GEOFREY A. RIVERA, CPA, MBA JOSE JOEY E. TIERRA, LPT, MBA

Chairman of the Board Panel Board of Panel

MIRA FE A. ENEMA, MBA RYAN B. ENEMA, MBA

Board of Panel Moderator

Accepted and approved in partial requirements for the degree Bachelor of

Science in Business Administration.

MARISSA S. QUEZON, Ph.D.

Dean - College of Business Management and Accountancy

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 ACKNOWLEDGEMENT

The completion of this feasibility study was made possible through the help of

those people who extended their help and support to the proponents. In this context,

sincere thanks are given to them for their supervision, cooperation, participation,

support, and assistance in the conduct of this study.

First and foremost, to the Lord God Almighty for the strength, knowledge,

protection, and blessings He bestowed upon the proponents throughout their journey;

Second, to the ever supportive parents of the proponents who provided mental,

emotional, and financial helps.

To the feasibility instructor, Mr. Ryan B. Enema, MBA, for allowing

proponents to learn and explore their learning by letting them see the bigger picture of

business.

To the feasibility adviser, Hancy C. Cuales, Ph.D., for the knowledge,

expertise, insights, advice, time, and effort she provided. Her hard work and

contributions are greatly appreciated.

To the members of the panel: Mrs. Mira Fe A. Enema, MBA, Mr. Jose Joey E.

Tierra, LPT, MBA, and Mr. Geofrey A. Rivera, CPA, MBA - big thanks to their

knowledge, expertise, insights, and honest feedback which prompted the proponents

to improve their study.

To the City of Himamaylan, thank you for approving the request of the

proponents to conduct the study in the City of Himamaylan.

To the owners of the restaurant in Himamaylan City, thank you for

accommodating and allowing the proponents to gather data from their restaurant.

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 To the generosity of the respondents who shared their time by providing

answers to the survey questionnaires. Thank You So Much.

And lastly to the proponents of D’Pasta Haus - the ones who conducted this

feasibility study - for investing their time and effort, for cooperating, and for sharing

knowledge and insights, making this business study feasible and possible.

Again to each and everyone who lent a hand in the process of realizing this

research endeavor, the proponents acknowledge sincerely your help and support to the

proponents who are feeling overwhelmed by this marvelous roller coaster journey that

ended in a massive success.

- THE PROPONENTS

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 TABLE OF CONTENTS

Title Page No.

Cover Page i

Approval Sheet ii

Acknowledgement iii

Table of Contents v

List of Tables xi

List of Figures xiii

EXECUTIVE SUMMARY

Project Proponents xv

Proposed Name of the Business xv

Type of Business Organization xv

Location of the Business xvi

Market Feasibility xvi

Technical Feasibility xviii

Management Feasibility xviii

Financial Feasibility xix

Socio-Economic Feasibility xix

CHAPTER I- INTRODUCTION

Background of the Study/Rationale of the Study 1

Statement of the Problem 2

v
 Scope and Limitations 2

Significance of the Study 2

Definition of Terms 3

CHAPTER II- MARKET ASPECT

Brief Chapter Description 6

Demand Analysis 6

Supply Analysis 25

Demand and Supply Analysis28

Industry Update 28

Competition or Competitors Profile 31

Market Analysis 32

Marketing Strategy 33

Product Strategy 33

Place/Placement Strategy 35

Price Strategy 35

Promotion Strategy 38

People 38

Process 38

Physical Evidence 40

Timetable of Action Plans/Marketing Activities 40

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CHAPTER III- TECHNICAL ASPECT

Brief Chapter Description 41

Product/Service Description 41

Production Process/Service 49

Operation Flow 51

Production Schedule 54

Work Schedule 59

Project Site (with vicinity map) 60

Project Layout61

Site Development Plan

Building and Facilities 61

Floor Plan 62

Electrical Plan 63

Plumbing Plan 64

Manpower Requirements 65

Machineries and Equipments 66

Kitchen Equipment 66

Kitchen Supplies 68

Packaging Supplies 70

Office Equipment 71

Office Supplies 71

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 Furniture & Fixtures 72

Cleaning Supplies 74

Comfort Room Supplies 76

Safety Equipment 77

Raw Materials 78

Utilities 85

Waste and Waste Disposal Methods 87

Legal Requirements 88

CHAPTER IV- MANAGEMENT ASPECT

Brief Chapter Description 91

Company Vision and Mission91

Company Goals and Objectives 92

Form of Business Organization 92

Organizational Structure 93

Job Description and Specification 93

Management Policies, Rules and Regulations 97

Management Control System 99

CHAPTER V- FINANCIAL ASPECT

Brief Chapter Description 102

Total Project Cost 102

Source of Financing 103

Financial Assumptions 103

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 Projected Financial Statements 105

Pre-Operating Financial Position 105

Pre-Operating Cash Flow 106

Projected Statement of Comprehensive Income 107

Projected Statement of Financial Position 108

Projected Cash Flow Statement 109

Supporting Notes 110

Financial Ratios and Analysis (Qualitative and Quantitative) 120

A. Ratios Analysis 120

Solvency Ratios and Analysis121

Profitability Ratios and Analysis 122

Liquidity Ratios and Analysis122

B. Investment Analysis 123

Net Present Value 123

Internal Rate of Return 123

Payback Period 123

C. Break-Even Point Analysis 124

CHAPTER VI- SOCIO-ECONOMIC ASPECT

Brief Chapter Description 125

Social Desirability 125

Economic Contribution/Implication 126

CHAPTER VII- PROJECT PLAN IMPLEMENTATION

Functions//Duties and Responsibilities of the Proponents 127

Gantt Chart/PERT-CPM 128

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CHAPTER VIII- CONCLUSION AND RECOMMENDATION

Conclusion (by Aspect) 129

Marketing Aspect 129

Technical Aspect 129

Management Aspect 130

Financial Aspect 130

Socio-Economic Aspect 131

Recommendation 131

Marketing Aspect 133

Technical Aspect 133

Management Aspect 133

Financial Aspect 133

Socio-Economic Aspect 134

APPENDICES

Article of Partnership

Editor Certification

Permits to Conduct Survey

Permits and Forms

Survey Questionnaire and Results

Curriculum Vitae

Documentation

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 LIST OF TABLES

Tables Titles Page No.

Table 2.1: Total Demand for the Year 2019 17

Table 2.2: Total Demand for the Year 2020 18

Table 2.3: Total Demand for the Year 2021 20

Table 2.4: Total Demand for the Year 2022 21

Table 2.5: Total Demand for the Year 2023 23

Table 2.6: Customer Demand for the Past Five Years 24

Table 2.7: Projected Demand 25

Table 2.8: Competitors Declared Gross Sales 26

Table 2.9: Supply for the Past Five Years 26

Table 2.10: Projected Supply for the Next Five Years 27

Table 2.11: Demand and Supply Gap 28

Table 2.12: Pricing 35

Table 3.1: Production Schedule of Pasta 54

Table:3.2: Production Schedule of Red Sauce 55

Table 3.3: Production Schedule of White Sauce 57

Table 3.4: Work Schedule 59

Table 3.5: Cost of Building 65

Table 3.6: Manpower Requirement 65

Table 3.7: Kitchen Equipment 66

Table 3.8: Kitchen Supplies 68

Table 3.9: Packaging Supplies 70

Table 3.10: Office Equipment 71

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Table 3.11: Office Supplies 71

Table 3.12: Furniture & Fixtures 72

Table 3.13: Cleaning Supplies 74

Table 3.14: Comfort Room Supplies 76

Table 3.15: Safety Equipment 77

Table 3.16: Raw Materials 78

Table 3.17: Utilities 85

Table 3.18: Legal Requirements 88

Table 5.1: Total Projected Cost 102

Table 5.2: Pre-Operating Statement of Financial Position 105

Table 5.3: Pre-Operating Statement of Cash flow 106

Table 5.4: Projected Statement of Comprehensive Income 107

Table 5.5: Projected Statement of Changes in Partner’s Equity 108

Table 5.6: Projected Statement of Financial Position 109

Table 5.7: Projected Statement of Cash Flow 110

Table 5.8: Supporting Notes 111

Table 5.9: Ratio Analysis120

Table 5.10: Investment Analysis 123

Table 5.11: Break-Even Point Analysis 124

Table 6.1: Monetary Benefit for Employees 126

Table 6.2: Monetary Benefit for Government 126

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 LIST OF FIGURES

Figures Titles Page No.

Figure 2.1: Percentage of Respondent’s Age 7

Figure 2.2: Percentage of Respondent’s usually dine outside 7

Figure 2.3: Percentage of Respondent’s where mainly go to dine 8

Figure 2.4: Percentage of Respondent’s often visit in food establishment 8

Figure 2.5: Percentage of Respondent’s how much spend when dining 9

Figure 2.6: Percentage of Respondent’s usually celebrate occasions in food

establishments 9

Figure 2.7: Percentage of Respondent’s what kind of occasion 10

Figure 2.8: Percentage of Respondent’s eat pasta 10

Figure 2.9: Percentage of Respondent’s what kind of pasta usually eat 11

Figure 2.10: Percentage of Respondent’s prefer to go in an establishment that

offers pasta products 11

Figure 2.11: Percentage of Respondent’s how much would spend in a pasta

establishment 12

Figure 2.12: Percentage of Respondent’s often go to pasta establishment 12

Figure 2.13: Percentage of Respondent’s willing to buy the products that the
D’Pasta Haus offers 13

Figure 2.14: Percentage of Respondent’s preferred to buy unlimited pasta 13

Figure 2.15: Percentage of Respondent’s how much preferred price of unlimited

pasta 14

Figure 2.16: Percentage of Respondent’s what kind of pasta sauce preferred in

unlimited pasta 14

Figure 2.17: Percentage of Respondent’s what unlimited pasta preferred 15

Figure 2.18: Percentage of Respondent’s what would they prefer in terms of

ordering pasta 15

Figure 2.19: Percentage of Respondent’s what ambiance or design preferred in a

xiii
restaurant 16

Figure 2.20: Percentage of Respondent’s where want to get information about

pasta establishment 16

Figure 2.21: Logo 34

Figure 2.22: Timetable of Action Plan/ Marketing Activities 40

Figure 3.1: Product/Service Description 41

Figure 3.2: Operation Flow 51

Figure 3.3: Production Process of Pasta 52

Figure 3.4: Production Process of Pasta Sauce 543

Figure 3.5: Project Site (with Vicinity Map) 60

Figure 3.6: Building and Facilities 61

Figure 3.7: Floor Plan Layout 62

Figure 3.8: Lighting and Power Layout 63

Figure 3.9: Plumbing Layout 64

Figure 4.1: Organizational Structure 93

Figure 7.1: Gantt Chart 128

EXECUTIVE SUMMARY

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Projects Proponents

D'Pasta Haus is a place where one can taste different kinds of pasta with

different kinds of sauces - either unlimited or regular pasta. This restaurant is newly

launched and located at Barangay 2 Poblacion, Himamaylan City, Negros Occidental.

The D'Pasta Haus serves healthy, quality, and clean foods to satisfy every stomach. In

this place, foods are affordable and the ambience is very comfortable and relaxing for

dining.

The following are the proponents of D' Pasta Haus:

Andalis, Rosenie B. Nicoyco, Mary Joy M.

Gabutero, Janice May R. Vestido, Guen C.

Melocoton, Kay G. Villadar, Fevi A.

Muleta, Rizza M. Villanueva, Flory Mar S.

Proposed Name of the Business

The D’Pasta Haus is named after the owner's idea. "D" is an acronym for

'Delicious' and "Pasta Haus" is a label indicating a place where 'Pasta is served. This

business is built to satisfy the cravings of every individual in town, tourists included.

Type of Business Organization

D'Pasta Haus is a partnership type of business organization to be managed by

(8) general partners: Rosenie B. Andalis, Janice May R. Gabutero, Kay G. Melocoton,

Rizza M. Muleta, Mary Joy M. Nicoyco, Guen C. Vestido, Fevi A. Villadar, and

Flory Mar S. Villanueva. Each member provides equal share in the business and each

contributes skills and resources. In this partnership, profits and losses are also shared

xv
among the members, according to the partnership agreement. In short, the partners in

this business are personally responsible of their business debts, risking their assets. A

partnership is an ideal legal structure for business due to its flexibility in capital,

management, and decision-making.

Location of the Business

D’Pasta Haus is located at Barangay 2 Poblacion, Himamaylan City, Negros

Occidental. The location is particularly chosen by the proponents because of its

accessibility to customers. It is near the Himamaylan City Public Market, specifically

the Prince Hyper Mart hence, the place could be easily located to enjoy its delightful

and delicious food.

Market Acceptability

D'Pasta Haus reveals promising potential in terms of demand availability and

surplus of market demand over market supply. A promising potential because, pasta is

widely popular and is commonly considered a versatile food enjoyed by people of all

ages with different cultures and nationalities which indicate a substantial availability

of demand. And the versatile nature of pasta also allows endless variations and

offerings to cater to various dietary preferences and tastes.

Such context could be validated by the data collected. The survey results

clearly indicate a high demand for the proposed business in the market. On one hand,

the 300 respondents - the age group of 20-29 - showed the most significant interest,

suggesting a strong potential customer base within this demographic. On the other

hand, those ages 50 and above had the fewest responses, implying a need for targeted

marketing strategies to attract this age group. Furthermore, the survey revealed that

xvi
64% of the respondents were willing to spend between 100-300 pesos, indicating a

considerable purchasing power and willingness to invest in a quality pasta experience.

Finally, 50% of the respondents stated that they visit a pasta establishment twice a

week, emphasizing the regular and consistent demand for such dining options.

Moreover, an overwhelming majority of 98.67% of respondents expressed

their willingness to buy the products offered by D’Pasta Haus. This reality showcases

a strong market appeal and a potential loyal customer in business. The results of the

survey supported that most respondents would depend on either the price and quality

or convenience. Existing pasta options indicate an opportunity for D’Pasta Haus to

address these gaps and meet the unfulfilled demands. Long wait times and the

unavailability of specific pasta dishes at certain locations are clear indications of an

untapped market that D’Pasta Haus can capitalize on.

The survey results, along with the supporting ideas mentioned convincingly

demonstrate that D’Pasta Haus has the potential to thrive in the current pasta market.

The high demand observed among the target demographic, willingness to spend a

significant amount, regularity of pasta establishment visits, expressed readiness to

purchase from D’Pasta Haus, and the indication of unmet demand collectively

indicate a surplus of market demand over market supply. In such context, D’Pasta

Haus can leverage from these factors to establish itself as a successful pasta business.

D'Pasta Haus stands out from the competitors with the three-pronged

marketing edge of product, place, and price strategies. The unique pasta dishes,

specifically crafted to evoke a sense of nostalgia and youthfulness, of D’Pasta Haus

set D’Pasta Haus apart in terms of product strategy. The restaurant strategically

locates its branches in highly populated areas near markets and large corporations,

ensuring a consistent stream of customers and making it easily accessible for

xvii
gatherings and celebrations. Lastly, the value-based pricing model, derived from

thorough market research, allows to offer fair prices that are aligned with customers’

expectations and perceived value. This mixture of unique products, strategic

placement, and fair pricing structure makes D'Pasta Haus the go-to choice for pasta

enthusiasts.

Technical Viability

The proposed pasta venture heavily relies on essential technical systems and

equipment to ensure smooth daily operations. These technical systems and equipment

include a range of machinery and equipment crucial for efficient, hygienic, and safe

pasta production. These assets encompass specialized pasta-making machines,

refrigeration units for ingredient storage, safety measures like fire extinguishers and

alarms, furniture and fixtures, cleaning supplies, and washroom supplies for the

facility.

The business also necessitates a skilled and experienced workforce, including

a manager and production crew. This necessity means ensuring equipment readiness

which is crucial, requiring a thorough maintenance and repair plan. This readiness

involves regular inspections, upkeep, and contingency measures to promptly address

any equipment failures, in order to minimize disruptions to operations.

Management Availability

D'Pasta Haus operates as a partnership, specializing in the sale of good quality

products while aiming to create a convenient and welcoming atmosphere for

customers. Corporate management places significant importance on defining the

company's vision, mission, goals, and objectives - all of which articulate the

xviii
fundamental aims and initiatives of the organization. This mindset encompasses

aspects such as the business type, organizational structure, company policies, and

management control system.

The objective of such mindset is to ensure the effectiveness of the

organizational structure and the appropriateness of its members, ultimately

influencing the success of the enterprise. Hence, the proprietors of D'Pasta Haus are

committed to recruiting skilled individuals and ensuring that employees receive the

entitled benefits.

Financial Profitability

The financial aspect of the study is about the stability and liquidity of the

business. In this context, the eight proponents plan to contribute PHP 375,000 each,

and the total amount of investment will be PHP 3,000,000. The investment will be

used for project costs to set up the business. The investment will be fully recovered in

approximately 4.27 years.

According to the results and analysis, D'Pasta Haus's business is financially

feasible despite increasing debt financing reliance. Its ability to cover liabilities with

cash flow and improve profitability and liquidity suggests it can sustain operations

and generate returns on investment.

The positive net presents value and internal rate of return which could

support its long-term potential. It is believed that prudent financial management and

monitoring of debt levels are crucial for sustainable growth and mitigating risks.

Hence, D'Pasta Haus must be both financially feasible and viable as a business

endeavor.

xix
Socio-Economic Desirability

D'Pasta Haus is committed to delivering exceptional service and good-quality

products to its customers, emphasizing quality alternatives like freshly made pasta

dough and invigorating fruit shakes that promote overall well-being. The objectives of

D'Pasta Haus go beyond mere financial success. The company is dedicated to

creating job opportunities within the community. This initiative is aimed at offering

the local neighborhood not only access to high-quality food choices but also

employment prospects. Additionally, D' Pasta Haus is steadfast in meeting its

obligations to the government, ensuring the diligent payment of taxes, fees, and

permission charges. These financial contributions will play a pivotal role in

supporting government initiatives that benefit citizens.

xx
 CHAPTER I

INTRODUCTION

Background of the Study/Rationale of the Study

“Pasta,” Italian for “dough,” is typically thought of as an Italian staple, and for

good reason (Densie Webb, 2020). Originally, pasta was made by grinding several

cereals and grains together and mixing them with water before cooking.

The D' Pasta Haus is a place where people can see different shapes of pasta

with different kinds of sauces. The place offers a great taste - a unique taste when it

comes to pasta and pasta sauce and of course, ambiance. People may come and get

their plate and freely choose their kind of pasta and sauce and eat comfortably in one

place.

The types of pasta are spaghetti, macaroni, fusilli, penne, and manicotti, while

the types of Sauces are Alfredo, Bolognese, Marinara, Pesto, and Carbonara. To

complete these types of pasta, Finger Foods like garlic bread sticks, chicken nuggets,

Lumpiang Shanghai, fries, pizza, and squash chips are also available. To conclude the

meal, featured desserts like gelato ice cream and a selection of refreshing beverages,

including soda, iced coffee, juice, milkshakes, and more. Such offerings promote a

Filipino culture of enjoying and celebrating any occasions with pasta on the table,

especially for the kids who grew up knowing the spaghetti delight.

The D’Pasta Haus intends to offer satisfaction to the clients. The place caters

to anyone willing to taste the delicious pasta.

1
Statement of the Problem

The purpose of this study is to determine the feasibility of establishing D’ Pasta

Haus that specializes in pasta delicacies at Barangay 2 - Poblacion, Himamaylan City,

Negros Occidental.

It aims to answer the following questions:

1. What is the viability of the business in terms of Marketing Aspect?

2. What is the viability of the business in terms of Technical Aspect?

3. What is the viability of the business in terms of Management Aspect?

4. What is the viability of the business in terms of Financial Aspect?

5. What is the viability of the business in terms of Socio-Economic Aspect?

Scope and Limitation of the Study

The study focused on the food offered at the D’ Pasta Haus - a food typically

made from unleavened dough of wheat flour mixed with water or eggs formed into

sheets or other shapes. This product provides different kinds of sauces, appetizers, and

beverages. These products will be launched at San Isidro Street, Barangay 2

Poblacion, Himamaylan City, Negros Occidental - strategically chosen for its easy

accessibility to valued customers in all ages, enhancing their dining experience and

the perfect choice for people looking for delicious pasta in a convenient location.

Significance of the Study

In this section, the researchers provide a brief description of the benefits the

study could give. The following people are considered to benefit from the results of

this feasibility study:

2
Business People. This study will enlighten them in terms of starting a business

focused on managing and operating a food business. This study could also

provide them with information beneficial to the business based on the

findings and recommendations of this study. And they could be oriented to

the business requirements in terms of management, marketing, technical, and

financial aspects.

Future Researcher. This study will be used as a guide and reference for future

researchers who wish to conduct research related to this study.

Consumers. This product could provide consumers information about affordable

products that are pleasing to the taste, while conforming to the mounting

numbers of health-conscious people.

Community. D’Pasta Haus could provide job opportunities to locals, which could

contribute increase the level of taxation for the local community.

Government. The government can generate revenues in the form of taxes collected

for business requirements and thus, help finance its development projects and

programs.

Business Owners. The study can benefit the owner by allowing them to gain

experience and expertise in the field of business by way of earning and

enjoying the gains, aside from providing services to people by selling the

products.

Employees. The proposed business could provide employment to people by getting

paid for their services rendered.

Definition of Terms

3
 To ensure better understanding of the study, some terms are identified and

given their corresponding definitions.

Advertising

Conceptually, advertising is becoming an important key term for the current

marketplace as Internet usage continues to climb at astounding rates on a worldwide

basis (M. Roberts, 2020)

Operationally, it is defined as a marketing strategy like social media, word of

mouth, and posters used in attracting the customer’s attention and promoting the

business.

Beverages

Conceptually, beverages are generally defined as liquid drinks and the two

common classifications are alcoholic and non-alcoholic. None-alcoholic beverages

include water such as fruit juices, tea, salabat or ginger tea, coffee, cocoa, milk drinks,

vegetable juices, and processed fruit juices like instant powder and concentrates,

purees, which can be reconstituted into beverages (Gaulbaugh,2004).

Operationally, it serves as the drinks offered in the business to ease the thirst

of the customers and provide healthy nutrients to their bodies.

Gross profit Margin

Conceptually, it is the ratio that calculates the company’s profitability after

deducting the direct cost of goods sold from the revenue and is expressed as a

percentage of sales (M. Sayantan, 2020)

Operationally, it shows how much money a company keeps from its sales after

paying for the costs to make the products.

Location

4
 Conceptually, it is an important factor of entrepreneur's decisions when

choosing the right place for their business (A. Szymańska, 2019)

Operationally, it refers to a permanent place of conducting a study.

Net profit Margin

Conceptually, it is a profitability ratio that calculates how much percentage of

the company’s earnings is left after deducting all the operating and non-operating

expenses (also called net profit) in a given quarter/year (Sayantan Mukhopadhyay,

2020).

Operationally, it shows what portion of the revenue is left as profit after all

costs and expenses are subtracted.

Pasta

Conceptually, is a generic term used in reference to the whole range of

products commonly known as spaghetti, macaroni, and noodles (B. J, Donnelly, 2021)

Operationally, pasta is a first course, or primo, served as an appetizer, not as

the main event.

Pasta Machine

Conceptually, these machines are capable of automating tasks such as dough

mixing, extrusion, and shaping, resulting to faster and more streamlined production

(Prakash & Ravindra, 2021)

Operationally, it is used in creating a thin to thick strip of dough to be formed

into the pasta desired

5
 CHAPTER II

MARKET ASPECT

Brief Chapter Description

This chapter gives an overview of the market for the proposed business. This

marketing aspect focuses on a market survey that includes a detailed demand analysis,

supply analysis, and demand and supply gap analysis to identify business

opportunities. An industry update that provides insights into current market trends and

facts and the description of competition and competitor’s profiles. The chapter

proposes a marketing mix regarding the 7 Ps (product, price, place, promotion

strategy, people, process, and physical evidence) and a timetable of action plan

marketing activities. This chapter serves as a comprehensive guide, outlining a

strategic roadmap for success by understanding the market, identifying opportunities,

and positioning the business effectively within the competitive area.

Demand Analysis

This section aims to determine the product's demand. The proponents of the

proposed business, D'Pasta Haus, conducted a survey to determine the product's

acceptability and consumer preferences.

Survey Results

The study was focused on the individuals who enjoy pasta, particularly those

who consider pasta to be a comfort food, resulting to the establishment of the D’Pasta

Haus which is a type of pasta house that is open to anyone seeking a diverse pasta

experience. The proposed business is in high demand, as evidenced by the survey.

6
Data shows that among 300 respondents, those aged 20-29 received the most

responses, while those aged 50 and above received the fewest.

The survey also determined that out of 300 respondents, 196 (64%) of the

respondents were willing to spend between 100 - 300 pesos, and determined that 150

(50%) of the respondents paid a twice a week visits to pasta establishments. In

addition, the proponents discovered that out of 300 respondents, 296 (98.67%) of the

respondents said they were willing to buy the products that the D’Pasta Haus offers.

Age

5.67% 4.00%
23.33% 15-19
19.67%
20-29

30- 39

40-49

50 above
47.33%

Figure 2.1

Figure 1 shows that out of 300 respondents, 70 (23.33%) respondents were 15-

19 of age, 142 (47.33%) respondents were 20-29 of age, 59 (19.67%) were 30-39 of

age, 17 (5.67%) were 40-49 of age, 12 (4%) were 50 above of age.

Do you usually dine outside?

0.67%

Yes No

99.33%

Figure 2.2

7
 Figure 2.2 shows that out of 300 respondents, 298 (99.33%) of the respondents

usually dine outside and 2 (0.67%) of the respondents do not.

Where do you mainly go to dine ?

21.33% 25.67%

Golden Plate
Localoco Bistro
PrimiTeabo
Cedie's Cafe

22.33%

30.00%

Figure 2.3

Figure 2.3 shows that out of 300 respondents, 77 (25.67%) of the respondents

mainly go to Golden Plate, 90 (30%) of the respondents go to Locoloca Bistro, 67

(22.33%) of the respondents go to PrimiTeabo, and 64 (21.33%) of the respondents

mainly go to Cedie’s Café.

How often do you visit food establishment?

4.00%
19.00%

33.33%
Once a week
Twice a week
Once a month
14.67% Twice a month
Every Occasion

28.00%

Figure 2.4

Figure 2.4 shows that out of 300 respondents, 12 (4%) of the respondents paid

a once a week visit to food establishments, 100 (33.33%) of the respondents paid a

twice a week visit to food establishments, 84 (28%) of the respondents paid a month

8
visit to food establishments, 44 (14.67%) paid a twice a month visit to food

establishments, and 57 (19%) of the respondents paid a visit on every occasion to

food establishments.

How much do you spend when dinning?

4.67% 1.00%
Php100-Php300
Php301-Php500
Php501-Php700
37.00% Php701-Php900 above

56.33%

Figure 2.5

Figure 2.5 shows that out of 300 respondents, 169 (56.33%) of the respondents spent

Php 100-Php300, 111 (37%) of the respondents spent Php 301-Php500, 14 (4.67%) of

the respondents spent Php 501-Php700, and 3 (1%) of the respondents spent Php701-

Php900 and above when dinning.

Do you usually celebrate occasion in food establishment?

8.00%

Yes

No

92.00%

Figure 2.6

Figure 2.6 shows that out of 300 respondents, 276 (92%) of the respondents

usually celebrate occasions in food establishments and 24 (8%) of the respondents do

not usually celebrate occasions in food establishments.

9
 If yes, what kind of occasion?

3.33%4.33%
9.33% Birthday
Christening
Anniversary
10.00% Wedding
Graduation

66.00%

Figure 2.7

Figure 2.7 shows that out of 300 respondents, 198 (66%) of the respondents

celebrate birthday occasions, 30 (10%) of the respondents celebrate christening

occasions, 28 (9.33%) of the respondents celebrate anniversary occasions, 10 (3.33%)

of the respondents celebrate wedding occasions, and 13 (4.33%) of the respondents

celebrate graduation occasions.

Do you eat Pasta?

1.67%

Yes

No

98.33%

Figure 2.8

Figure 2.8 shows that out of 300 respondents, 295 (98.33%) of the respondents

eat pasta and 5 (1.67%) of respondents do not eat pasta.

10
 What kind of pasta you usually eat?

12.00%
Carbonara
Pasta Salad
47.67% Spaghetti
26.33%
Lasagna

12.33%

Figure 2.9

Figure 2.9 shows that out of 300 respondents, 143 (47.67%) of the respondents

usually eat carbonara, 37 (12.33%) of the respondents usually eat pasta salad, 79

(26.33%) of the respondents usually eat spaghetti, and 36 (12%) of the respondents

usually eat lasagna.

Would you prefer to go in an establishment that offers pasta products?

1.33%

Yes

No

98.67%

Figure 2.10

Figure 2.10 shows that out of 300 respondents, 296 (98.67%) of the

respondents prefer to go to an establishment that offers pasta products and 4 (1.33%)

of the respondents do not prefer to go to an establishment that offers pasta products.

11
 How much would you spend in a pasta establishment?

5.41% 1.01% 100-300

301-500
501-700
28.72%
701-900 above

64.00%

Figure 2.11

Figure 2.11 shows that out of 300 respondents, 192 (64%) of the respondents

spend 100-300, 85 (28.72%) of the respondents spend 301-500, 16 (5.41%) of the

respondents spend 501-700, 3 (1.01%) of the respondents spend 701- 900 and above

in a pasta establishment.

How often do you go to pasta establishment?

4.00%
10.33%
Once a week
34.33% Twice a week
Once a month
Every Occasion

50.00%

Figure 2.12

Figure 2.12 shows that out of 300 respondents, 103 (34.33%) of the

respondents go to a pasta establishment once a week, 150 (50%) of the respondents go

to a pasta establishment twice a week, 31 (10.33%) of the respondents go to a pasta

establishment once a month, and 12 (4%) of the respondents occasionally go to a

pasta establishment.

12
 .

Are you willing to buy the products that the D’Pasta Haus offers?

1.33%

Yes

No

98.67%

Figure 2.13

Figure 2.13 shows that out of 300 respondents, 296 (98.67%) of the

respondents are willing to buy the products that the D’Pasta Haus offers and 4

(1.33%) of the respondents are not willing to buy.

Would you prefer to buy unlimited pasta?

1.00%

Yes

No

99.00%

Figure 2.14

13
 Figure 2.14 shows that out of 300 respondents, 297 (99%) of respondents

prefer to buy unlimited pasta and 3 (1%) of the respondents do not prefer to buy

unlimited pasta.

If yes, how much would you prefer the price of unlimited pasta?

4.00% 0.33%

25.00% 200-299

300-399

400-499

69.67% 500-599

Figure 2.15

Figure 2.15 shows that out of 300 respondents, 209 (69.67%) of the

respondents prefer the 200-299 price, 75 (25%) of the respondents prefer the 300-399

price, 12 (4%) of the respondents prefer the 400-499 price, and 1 (0.33%) of the

respondents prefer 500-599 price of unlimited pasta.

What kind of pasta sauce do you prefer in unlimited pasta?

6.06%
5.72% 6.73%

Spaghetti sauce
Carbonara sauce
Marinara sauce
Pesto sauce
55.00%
Creamy garlic sauce

25.93%

Figure 2.16

Figure 2.16 shows that out of 300 respondents, 165 (55%) of the respondents

prefer unlimited spaghetti sauce, 77 (25.93%) of the respondents prefer unlimited

14
carbonara sauce, 17 (5.72%) of the respondents prefer unlimited marinara sauce, 20

(6.73%) of the respondents prefer unlimited pesto sauce, and 18 (6.06%) of the

respondents prefer unlimited creamy garlic sauce.

What unlimited pasta do you prefer?

Unli pasta with burger/drinks

18.00% 25.00%
Unli pasta with nachofries/drinks

10.33%
Unli pasta with pizza/drinks

Unli pasta with lumpiang

shanghai/squash chips/drinks
16.33%
17.00% 12.33% Unli pasta with chicken nuggets/drinks

Unli pasta with garlic bread/

kropek/drinks

Figure 2.17

Figure 2.17 shows that out of 300 respondents, 75 (25%) of the respondents

prefer unli pasta with burger/drinks, 49 (16.33%) of the respondents prefer unli pasta

with nachofries/drinks, 37 (12.33%) of the respondents prefer unli pasta with

pizza/drinks, 51 (17%) of the respondents prefer unli pasta with lumpiang

shanghai/squash chips/drinks, 31 (10.33%) of the respondents prefer unli pasta with

chicken nuggets/drinks, and 54 (18%) of the respondents prefer unli pasta with garlic

bread/kopek/drinks.

What would you prefer in terms of ordering pasta?

13.67%

11.11%

Food delivery
Take out
Dine in

75.08%

Figure 2.18

15
 Figure 2.18 shows that out of 300 respondents, 41 (13.67%) of the respondents

prefer food delivery, 33 (11.11%) of the respondents prefer to take out and 223

(75.08%) of the respondents prefer to dine-in.

.
What ambiance or design do you prefer in a restaurant?

14.00%

Wooden style
23.91%
Vintage style
61.95%
Modern style

Figure 2.19

Figure 2.19 shows that out of 300 respondents, 42 (14%) of the respondents

prefer a wooden style restaurant, 71 (23.91%) of the respondents prefer the vintage

style restaurant, and 184 (61.95%) of the respondents prefer the modern style

restaurant.

Where do you want to get information about pasta establishment?

Social media
27.67% Flyers
Blogging
Word of Mouth

1.67%
67.33%
3.33%

Figure 2.20

16
 Figure 2.20 shows that out of 300 respondents, 202 (67.33%) of the

respondents prefer social media to get information about pasta establishments, 10

(3.33%) of the respondents prefer flyer, 5 (1.67%) of them prefer blogging, and 83

(27.67%) prefer word of mouth to get information about pasta establishment.

Table 2.1: Total Demand for the Year 2019

Percen
Total Percen Spendi
tage
Age Populati t of Freque Proba ng Total
based
Group on Accept ncy bility Capaci Demand
on age
(23,867) ability ty
group

15-19 11.46% 2,735 23.33% 71.25 30% 200 2,727,780

20-29 15.40% 3,675 46.33% 71.25 30% 200 7,278,352

30-39 12.11% 2,891 19.67% 71.25 30% 200 2,430,924

40-49 10.10% 2,410 5.67% 71.25 30% 200 583,831

50 200 512,837
13.71% 3,272 3.67% 71.25 30%
above

Total 13,020,888

Table 2.1 shows the demand for 2019. To determine the demand for 2019, the

proponents decided to get the total population of the nearby barangays: Brgy. 1

(Pob.), Brgy. 2 (Pob.), Brgy. 3 (Pob.), Brgy. 4 (Pob.), and Talaban, where the

proposed business is located and the age group total population from PSA data of

17
Himamaylan City. To get the percentage based on age group, the total population of

each age group was divided by the total population of Himamaylan City. Then, to

obtain the total population for each age group from the five barangays, the total

population of the barangays was multiplied by the percentage based on the age group.

To determine the demand for 2019, the total population of 2019 was

multiplied by the percentage of each age group in order to get the total population of

each age group, then multiplied by the percentage of acceptability of 23.33% from

ages 15–19, 46.33% from ages 20–29, 19.67% from ages 30-39, 5.67% from ages 40–

49, and 3.67% from ages 50 and above, as determined from the surveys indicating a

98.67% willingness to buy the products offered by D’Pasta Haus. The result was then

multiplied by the frequency of 71.25, obtained from multiplying 52 weeks, 104

weeks, 12 months, and 4 occasions in a year by the percentage of respondents based

on the survey indicating how often they go to pasta establishments. Finally, the result

was then multiplied by the probability of 30% and the spending capacity of 200,

which is derived from the mean of 100 and 300 (200). After multiplying each age

group, the total demand for each age group was summed up to derived at the total

demand for 2019.

Table 2.2: Total Demand for the Year 2020

Percent
Total Percent Spend
age
Age Populati of Freque Proba ing Total
based
Group on Accepta ncy bility Capac Demand
on age
(24,263) bility ity
group

15-19 11.46% 2,780 23.33% 71.25 30% 200 2,773,169

18
 20-29 15.40% 3,736 46.33% 71.25 30% 200 7,399,460

30-39 12.11% 2,939 19.67% 71.25 30% 200 2,471,374

40-49 10.10% 2,450 5.67% 71.25 30% 200 593,546

50 200 521,370
13.71% 3,326 3.67% 71.25 30%
above

Total 13,758,920

Table 2.2 shows the demand for 2020. To determine the demand for 2020, the

proponents decided to get the total population of the nearby barangays: Brgy. 1

(Pob.), Brgy. 2 (Pob.), Brgy. 3 (Pob.), Brgy. 4 (Pob.), and Talaban, where the

proposed business was located and the age group total population from PSA data of

Himamaylan City. To get the percentage based on age group, the total population of

each age group was divided by the total population of Himamaylan City Then, to

obtain the total population for each age group from the five barangays, the total

population of the barangays was multiplied by the percentage based on the age group.

To determine the demand for 2020, the total population of 2020 was

multiplied by the percentage of each age group to get the total population of each age

group, then multiplied by the percentage of acceptability of 23.33% from ages 15–19,

46.33% from ages 20–29, 19.67% from ages 30-39, 5.67% from ages 40–49, and

3.67% from ages 50 and above, as determined from the surveys indicating a 98.67%

willingness to buy the products offered by D’Pasta Haus. Then multiplied by the

frequency of 71.25, obtained from multiplying 52 weeks, 104 weeks, 12 months, and

4 occasions in a year by the percentage of respondents based on the survey indicating

19
how often they go to pasta establishments. Then it is multiplied by the probability of

30% and the spending capacity of 200, which is derived from the mean of 100 and

300 (200). After multiplying each age group, the total demand for each age group was

summed up to get the total demand for 2020.

Table 2.3: Total Demand for the Year 2021

Percen
Total Percent Spendi
tage
Age Populati of Freque Proba ng Total
based
Group on Accept ncy bility Capaci Demand
on age
(24,666) ability ty
group

15-19 11.46% 2,826 23.33% 71.25 30% 200 2,819,231

20-29 15.40% 3,798 46.33% 71.25 30% 200 7,522,363

30-39 12.11% 2,988 19.67% 71.25 30% 200 2,512,422

40-49 10.10% 2,491 5.67% 71.25 30% 200 603,405

50 200 530,030
13.71% 3,381 3.67% 71.25 30%
above

Total 13,987,451

Table 2.3 shows the demand for 2021. To determine the demand for 2021, the

proponents decided to get the total population of the nearby barangays: Brgy. 1

(Pob.), Brgy. 2 (Pob.), Brgy. 3 (Pob.), Brgy. 4 (Pob.), and Talaban, where the

proposed business is located and the age group total population from PSA data of

Himamaylan City. The total population of each age group was divided by the total

population of Himamaylan City in order to get the percentage based on age group. To

20
obtain the total population for each age group from the five barangays, the total

population of the barangays was multiplied by the percentage based on the age group.

To determine the demand for 2021, the total population of 2021 is multiplied

by the percentage of each age group in order to get the total population of each age

group; then multiplied by the percentage of acceptability of 23.33% from ages 15–

19, 46.33% from ages 20–29, 19.67% from ages 30-39, 5.67% from ages 40–49, and

3.67% from ages 50 and above, as determined from the surveys indicating a 98.67%

willingness to buy the products offered by D’Pasta Haus; then multiplied by the

frequency of 71.25, obtained from multiplying 52 weeks, 104 weeks, 12 months, and

4 occasions in a year by the percentage of respondents based on the survey indicating

how often they go to pasta establishments. Finally, the result was multiplied by the

probability of 30% and the spending capacity of 200, which was derived from the

mean of 100 and 300 (200). After multiplying each age group, the total demand for

each age group was summed up to get the total demand for 2021.

Table 2.4: Total Demand for the Year 2022

Percen
Total Percen Spendin
tage
Age Populati t of Frequ Proba g Total
based
Group on Accept ency bility Capacit Demand
on age
(25,076) ability y
group

15-19 11.46% 2,873 23.33% 71.25 30% 200 2,866,092

20-29 15.40% 3,861 46.33% 71.25 30% 200 7,647,400

30-39 12.11% 3,038 19.67% 71.25 30% 200 2,554,184

40-49 10.10% 2,532 5.67% 71.25 30% 200 613,434

21
 50 200 538,840
13.71% 3,437 3.67% 71.25 30%
above

Total 14,219,951

Table 2.4 shows the demand for 2022. To determine the demand for 2022, the

proponents decided to and the age group total population from PSA data of

Himamaylan City. The total population of each age group was divided by the total

population of Himamaylan City in order to get the percentage based on age group. To

obtain the total population for each age group in the five barangays, the total

population of the barangays was multiplied by the percentage based on the age group.

To determine the demand for 2022, the total population of 2022 was

multiplied by the percentage of each age group in order to get the total population of

each age group; then multiplied by the percentage of acceptability of 23.33% from

ages 15–19, 46.33%, from ages 20–29, 19.67%, from ages 30-39, 5.67% from ages

40–49, and 3.67%, from ages 50 and above based on surveys indicating a 98.67%

willingness to buy the products offered by D’Pasta Haus. Then multiply the result by

the frequency of 71.25, obtained from multiplying 52 weeks, 104 weeks, 12 months,

and 4 occasions in a year by the percentage of respondents based on the survey

indicating how often they go to pasta establishments. Finally, the result was

multiplied by the probability of 30% and the spending capacity of 200, which was

derived from the mean of 100 and 300 (200). After multiplying each age group, the

total demand for each age group was summed up to get the total demand for 2022.

22
 Table 2.5: Total Demand for the Year 2023

Percen
Total Percen Spen
tage
Age Populati t of Freque Probab ding Total
based
Group on Accept ncy ility Capa Demand
on age
(25,491) ability city
group

15-19 11.46% 2,921 23.33% 71.25 30% 200 2,913,525

20-29 15.40% 3,925 46.33% 71.25 30% 200 7,773,962

30-39 12.11% 3,088 19.67% 71.25 30% 200 2,596,455

40-49 10.10% 2,574 5.67% 71.25 30% 200 623,587

50 200 547,758
13.71% 3,494 3.67% 71.25 30%
above

Total 14,455,287

Table 2.5 shows the demand for 2023. To determine the demand for 2023, the

proponents decided to get the total population of the nearby barangays: Brgy. 1

(Pob.), Brgy. 2 (Pob.), Brgy. 3 (Pob.), Brgy. 4 (Pob.), and Talaban, where the

proposed business is located and the age group total population from PSA data of

Himamaylan City. To get the percentage based on age group, the total population of

each age group was divided by the total population of Himamaylan City. And to

23
obtain the total population for each age group in the five barangays, the total

population of the barangays was multiplied by the percentage based on the age group.

To determine the demand for 2023, the total population of 2023 was

multiplied by the percentage of each age group in order to get the total population of

each age group, then multiplied by the percentage of acceptability of 23.33% from

ages 15–19, 46.33% from ages 20–29, 19.67% from ages 30-39, 5.67% from ages 40–

49, and 3.67% from ages 50 and above, based on surveys indicating a 98.67%

willingness to buy the products offered by D’Pasta Haus. And then the result was

multiplied by the frequency of 71.25, obtained from multiplying 52 weeks, 104

weeks, 12 months, and 4 occasions in a year by the percentage of respondents based

on the survey indicating how often they go to pasta establishments, then multiplied by

the probability of 30% and the spending capacity of 200, which was derived from the

mean of 100 and 300 (200). After multiplying each age group, the total demand for

each age group was summed up to get the total demand for 2023.

Table 2.6: Customer Demand for the Past Five Years

Year Total Demand % Average Increase

2019 13,020,888

2020 13,758,920 5.67%

2021 13,987,451 1.66%

2022 14,219,951 1.66%

2023 14,455,287 1.65%

Total 0.0266 +1= 1.0266 or 102.66%

24
 Table 2.6 shows the demand from 2019 to 2023. The data shows a constant

increase every year, with a total percentage of 0.0266 plus 1 equivalent to 1.0266, or

102.66%.

To determine the percentage increase for each year, the 2020 total demand

was multiplied by the 2019 total demand, then the difference was divided by the 2019

total demand, then the quotient was multiplied by 100 to come up with the percentage

increase for each year.

To obtain the average of the total average increase for each year, all the 2020–

2023 total increases were added, then divided by 4 in order to get the average

increase, and added 1 or times 100 to get the percentage average increase per year.

Table 2.7: Projected Demand

Year Projected Demand

2024 14,840,021

2025 15,234,996

2026 15,640,483

2027 16,056,762

2028 16,484,121

Table 2.7 shows the projected demand for the year 2024 to 2028. To

determine the projected demand for the year 2024, the 2023 demand was multiplied

by 1.0266 or 102.66%. The same process was used to determine the projected demand

from the years 2025 to 2028.

Supply Analysis

25
 The proponents of D’Pasta Haus gathered information from the four

competitors namely, the Golden Plate, Localoco Bistro, PrimiTeabo, and Cedie’s Café

through a face-to-face interview. These four competitors are competitors who offer

the same products in the market.

Table 2.8: Competitors Declared Gross Sales

Declared Gross Market

Business Name Business Location
Sales Share

Public Plaza,
Golden Plate Php 720,000.00 12.90%
Himamaylan City

Public Plaza,
Localoco Bistro 2,160,000.00 38.71%
Himamaylan City

Brgy. 2 (Pob.),
PrimiTeabo 1,620,000.00 29.03%
Himamaylan City

Brgy. 3 (Pob.),
Cedie’s Cafe 1,080,000.00 19.35%
Himamaylan City

Total Php 5,580,000.00 100.00%

Table 2.8 shows the Competitors declared gross sales with a total of Php

5,580,000.00 and the market shares for the year 2023.

Table 2.9: Supply for the Past Five Years

Year Gross sale Percentage Increase per year

2019 5,023,460

2020 5,157,162 2.66%

26
 2021 5,294,422 2.66%

2022 5,435,336 2.66%

2023 5,580,000 2.66%

TOTAL 0.0266+1= 1.0266 or 102.66%

Table 2.9 shows the supply for the past five years from 2019 to 2023. To

determine the gross sales, the 2023 total sales was divided by 1.0266 or 102.66%. The

data shows a constant increase every year with a total percentage of 2.66%.

To get the percentage increase of each year, the 2019 gross sale was subtracted

from the 2020 gross sale, then the 2019 gross sale was divided by the difference, and

then the quotient was multiplied by 100 to get the percentage increase of each year.

To obtain the average of total percentage increase for each year, all the 2020

to 2023 percentage increases were added and divided by 4 to get the average increase

and add 1 or 100% to get the average percentage increase per year.

Table 2.10: Projected Supply for the Next Five Years

Year Projected Supply

2024 5,728,514

2025 5,880,982

2026 6,037,507

2027 6,198,198

2028 6,363,166

Table 2.10 shows the projected supply for the year 2024 to 2028. The supply

for the past year 2023 was multiplied by 1.0266 or 102.66% to determine the projected

27
supply for 2024. The same process was used to get the projected demand from the year

2025 to 2028.

Demand and Supply Analysis

Table 2.11: Demand and Supply Gap

Year Projected Projected Demand and % Unsatisfied

Demand Supply Supply Gap (D-S÷D)

2024 14,840,021 5,728,514 9,111,507 61.40%

2025 15,234,996 5,880,982 9,354,014 61.40%

2026 15,640,483 6,037,507 9,602,976 61.40%

2027 16,056,762 6,198,198 9,858,564 61.40%

2028 16,484,121 6,363,166 10,120,955 61.40%

Table 2.11 shows the demand/supply gap for the year 2024 to 2028. To get the

gap, supply was subtracted from demand, and then to get the percentage unsatisfied,

the demand and supply gap was divided by the demand and multiplied by 100. Based

on the data, there is 61.40% of unsatisfied with supply and demand. Therefore, there

is a great opportunity for D’Pasta Haus to be established.

Industry Update

Pasta Market Size was valued at USD 55.9 billion in 2022. The pasta industry

is projected to grow from USD 59.12 Billion in 2023 to USD 82.78 billion by 2030,

28
exhibiting a compound annual growth rate (CAGR) of 5.77% during the forecast

period (2023 - 2030). Increasing demand for international cuisines, rising

consumption of Italian pasta in the United States and Asian countries, increased

purchasing of packaged and shelf-stable products, growing preference for convenient

food, and transformation in the food service sector are the key market drivers boosting

the Pasta Market share. The growing customer demand for ready-to-eat foods is the

primary driver of the pasta market's anticipated rapid expansion. Along with the rise

in employment, more individuals are leading hectic lifestyles. Thus, the market for

foods that were ready to eat increased. The Pasta Market is growing because of large

part to the product's adaptability and capacity to be incorporated into a wide range of

dietary preferences and cuisines. Pasta is a popular alternative for customers searching

for quick yet satisfying meal options because of its versatility. Market growth is also

being driven by the increasing availability of advanced pasta products, such as whole

grain, free of gluten, and fortified variants. These factors are expected to drive the

market growth, exhibiting a CAGR of 5.77%. The number of people living busy lives

has increased along with employment. This, in turn, increased demand for ready-to-

cook foods. As a result, manufacturers are developing new product varieties made of

organic wheat to meet the needs of consumers, thereby positively impacting the

growth of the pasta market CAGR. (Gorade, 2021)

The market is segmented by raw material, distribution channel, and product

type with dried pasta, chilled/fresh pasta, and canned/preserved pasta being the major

product types. The market is highly competitive, with companies competing based on

various factors such as product offerings, quality, price, taste, flavor, functionality,

packaging, size, and marketing initiatives. Key players in the industry are making

substantial investments in the development of new products and expansion, which are

29
anticipated to drive innovation and fuel market expansion. As a result, the outlook for

the pasta market is optimistic, with sustained growth expected in the coming years.

(IMARC Group, 2023)

The Filipino pasta and noodles market was valued at $1.1 billion in 2020.

The market was projected to grow at a CAGR of more than 6% during 2021-2025. In

2020, Manila emerged as the largest pasta and noodles market in the Philippines,

followed by Cebu and Davao.

The pasta & and noodles market in Davao recorded the fastest growth during

2015-2020 while Baguio recorded the slowest growth during the same period. The

Filipino pasta and noodles market accounted for a value share of 1.6% and 2.9%,

respectively, in the global and Asia-Pacific markets in 2020. The value share of the

Philippines in the global market and the Asia-Pacific market is expected to increase

by 2025. In short, the volume shares of the Filipino pasta and noodles market in the

global market and the Asia-Pacific market are expected to increase by 2025 (Global

Data, 2021).

The trends in the world somehow indicates that the needs and wants of every

individual is changing. People travel across the world and discover new foods to taste

and eventually becomes their favorites.

As pasta grows worldwide, many people crave different kinds of pasta with

different styles and tastes. People often includes pasta in their diet or serve it during a

party, on a date in restaurants, or eat pasta regularly for it is part of their culture.

The country which considers pasta as a national food is Italy. And the

countries which consume more pasta aside from Italy are Venezuela, Tunisha, Greece,

the US, and the Philippines. In the Philippines, pasta is served on the table on any

every occasion. Pasta can be found everywhere and can be easily found if one is

30
craving and wanting for it. People who grew up knowing and liking the taste of every

pasta will always love pasta. And for those people who are still discovering foods

worldwide, tasting pasta will be a great experience. And a Filipinos who grew up

knowing it, tasting pasta will take one back as a kid again.

Competition/ Competitors Profile

The D’Pasta Haus competitor's profile has both strengths and weaknesses. The

competitor's profiling helped the proponents identify the strategies, products, and

services of its competitors. This competitors profile could help the proponents of D’

Haus Pasta assess and create tactics that could help sustain the business.

Golden Plate

Strengths:

 Long business hours

 High quality foods and drinks for the entire menu

 Competitive pricing

 Good customer service

Weaknesses:

 Daily competitors are arising

 High rental

 The space is limited

 Sitting capacity issues

Localoco Bistro

Strengths:

 Good customer services

31
  High quality of food

 Near at the public plaza

Weaknesses:

 The products are expensive

PrimiTeabo

Strengths:

 Good and safe place to dine

 High quality of foods

 Satisfying food taste

Weaknesses:

 High prices of Foods

 Slow service

Cedie’s Cafe

Strengths:

 More choices of Food

 Competitive pricing

 Long business hours

Weaknesses:

 Not enough sitting capacity

 The space is Limited

 Arising of daily of competitors

Market Analysis (Opportunities and Threats)

32
Opportunities:

 Business innovation in other nearby municipalities or cities

 Differentiation in the pricing of products

 Healthier lifestyle of people

 Collaboration of food delivery business

Threats:

 New local competition starts to enter

 Existence of similar products

 Competition resulting to offering similar pricing of the products

 Presence of inflation

Marketing Strategy

Product Strategy

As part of the growing population, several restaurants already exist, but the

D’Pasta Haus offers great and better products than other competitors. Based on this

context, the proponents came up with a feasibility study for the D'Pasta Haus business

with the aim of promoting a feeling of getting young again by tasting different kinds

of pastas with different kinds of sauces especially for those people growing up

knowing and loving the taste of 'spaghetti'.

D’Pasta Haus would like also to offer a free taste in a crowded area so that

people can taste the deliciousness of the product in a place with great ambiance and

free Wi-Fi inside of the restaurant that everyone would love. It will also give a

promotion or discount for the first five people who come to the restaurant, and a

discount for regular customers too.

33
 D'Pasta Haus is also a high-end restaurant with a proper table setting because

D'Pasta Haus wants the customer to feel comfortable and important while dining. The

D'Pasta Haus dishes will be served and presented hot and beautifully through proper

plating of food to customer’s satisfaction.

Branding

Brand Name

D’Pasta Haus

Figure 2.21: Logo

 Tagline

“Kung Saan Ang Lasang Nangunguna”

 Color Palette

The proponents decided to use the following colors to help the business become

attractive:

 YELLOW - represents enjoying a good meal or a good dining experience.

 BROWN - can create a feeling of warmth and comfort

 WHITE - represents freshness, high-quality ingredients, and a commitment

to cleanliness and hygiene in food preparation.

 RED - could be used to capture attention and stimulate appetite.

34
 While those are the meanings of the colors used in the logo of D’Pasta Haus.

The pasta with the sauces symbolizes the main product of the business which is

D’Pasta Haus. Further, the woman symbolizes somebody who has historically played

a central role in cooking, especially in preparing pasta dishes. And finally, the circle

symbolizes the continuity and stability of the business, despite the anticipated

problems and difficulties that will be encountered in the future.

Place/ Placement Strategy

The proponents came up with an idea to place their business in a populated

area where it can be easily noticed by large masses. The location is considered

strategic because a nearby market and a large corporation in the vicinity of the

proposed business.

Small gatherings of families and groups of friends can hold their celebrations

at D'Pasta Haus because of its location apart from this wide parking space, its

stunning ambiance, and a beautiful aesthetic kind of place. Inside the D’Pasta Haus,

customers can enjoy the offer of a free Wi-Fi connection for customers so that they

would not be bored while waiting for their order.

Pricing Strategy

D’Pasta Haus is using Value-Based Pricing by considering the willingness of

its target customers to pay for the products based on how they value the product or the

worth of to them. Based on that context, the D’Pasta Haus has a fixed price based on

the responses of the future customers to the survey questionnaires. Therefore, the

fixed price was kind of valid and appropriate.

Table 2.12: Pricing

35
 MENUB2:C39 INDIVIDUAL
PHP 299
ANY KIND OF PASTA w/ ANY KIND OF SAUCE (UNLIMITED)
UNLI PASTA W/BURGER/DRINKS PHP 299
UNLI PASTA W/NACHOFRIES/DRINKS PHP 299
UNLI PASTA W/LUMPIANG
SHANGHAI/KROPEK/DRINKS PHP 299
UNLI PASTA W/PIZZA/DRINKS PHP 299
UNLI PASTA W/GARLIC BREAD/SQUASH
CHIPS/DRINKS PHP 299
UNLI PASTA W/CHICKEN NUGGETS/DRINKS PHP 299
UNLI PASTA W/FRIED SIOMAI/FRIES/DRINKS PHP 299
UNLI PASTA W/CHICKEN JOY/DRINKS PHP 299

PIZZA PHP 179

LUMPIA SHANGHAI PHP 49 (3pcs)
GARLIC BREAD PHP 59
BUTTERNUT SQUASH FRIES PHP 49
PASTA BURGER PHP 89
HAM BURGER PHP 69
CHEESEBURGER PHP79
AMERICAN BURGER PHP89
VEGGIE BURGER PHP 89
HAM & CHEESEBURGER PHP 89
SQUASH CHIPS PHP49
PASTA SALAD PHP 149

DESERT
GELATO ICE CREAM Cone - PHP49
Cup (small size)-
PHP69

DRINKS
WINTERMELON MILKTEA Classic- PHP69
Premium- PHP79
Classic- PHP69
OKINAWA MILKTEA Premium-PHP 79
Classic- PHP69
MATCHA Premium- PHP79
Classic- PHP69
COOKIES AND CREAM MILKTEA Premium- PHP79
Classic- PHP69
CARAMEL MACCHIATO MILKTEA Premium- PHP79
Classic- PHP69
TARO MILKTEA Premium- PHP79
36
 Classic- PHP69
DARK CHOCOLATE Premium- PHP79
FRESH FRUIT SHAKE PHP 49
Mango PHP 69
Pineapple PHP 69
Banana PHP 69
Strawberry PHP 89
Avocado PHP 69
Melon PHP 69
CUCUMBER LEMONADE PHP 49
ICE TEA PHP 49
BREWED COFFEE PHP 39

BARKADA MEAL PRICE

BARKADA MEAL 1 (2-6PAX)
CARBONARA
LUMPIA SHANGHAI PHP 699
CHEESEBURGER
1 PITCHER ICED TEA

BARKADA MEAL 2 (2-6PAX)

SPAGHETTI
BUTTER SQUASH FRIES PHP 699
HAMBURGER
1 PITCHER ICED TEA

MENU (BUNDLE) PRICE

PACKAGE 1
CARBONARA
3 HAMBURGERS
QUASH CHIPS PHP 999
LUMPIA SHANGHAI

PACKAGE 2
SPAGHETTI
LUMPIA SHANGHAI 25pcs)
BUTTER QUASH FRIES PHP 999
GARLIC BREAD

PACKAGE 3
PASTA SALAD
3 VEGGIE BURGER
LUMPIANG SHANGHAI PHP 999

37
PIZZA 2 BOX

2 PIZZA BOX

Promotion Strategy

To effectively promote our products, we've come up with a plan to get the

attention of our target customers. In today's digital era, we're using popular tools like

Facebook, Instagram, Twitter, and our website or app to showcase our menu offerings

and our brand. At D' Pasta Haus, we love pasta, and we want everyone to know that

we specialize in pasta dishes, along with pizza, drinks, and desserts. We offer some

free tastings of our delicious food in public place or in public event, and have a

chance to win cool prizes in our raffle events.

People

The chef, service crew, cashier, and dishwasher are the D' Pasta Haus was

looking for. These are the employees who are involved in the day's operation,

assigned to cooking, assisting and serving the customers, and cleaning up afterward,

as without them the restaurant would fail to exist. In this case, it does not represent the

customers. D'Pasta Haus is known as much for its main food as for the service

provided by its staff. The restaurant staffs locally and also promote from within. This

allows the team managing the operations to understand consumer preferences as well

as the corporate philosophy. The people chosen are trained in both technical skills and

customer focus. This training helps standardize product and service delivery.

Process

38
 D'Pasta Haus has good etiquette that could give a customer a memorable

experience while dining. The D'Pasta Haus process starts upon the arrival of

customers. When customers enter the pasta restaurant, they are greeted by friendly

and attentive hosts or hostesses. The staff warmly welcomes them, acknowledges any

reservations, and guides them to the cashier. Once customers arrive at the cashier

desk, the cashier promptly provides menus and assists customers in choosing dishes,

offering recommendations, and describing any specials. They ensure that customers

have a clear understanding of the menu options.

While the customers wait for their food, the restaurant provides beverage

service, offering a range of drinks such as water, milk tea, fresh fruit shakes, brewed

coffee, and avocado milo. They are knowledgeable about the available options and

can suggest pairings with the pasta dishes.

As the kitchen prepares the order, the service crew ensures that the food is

delivered promptly and efficiently to the customers' tables. They maintain

communication with the chef or cook, guaranteeing that the dishes are prepared and

cooked according to the standards. The wait staff pays attention to detail, ensuring

that each dish is presented beautifully and tastes as delicious as expected. They verify

that all components of the meal, including side dishes and accompanying sauces, meet

customers' expectations and maintain consistency.

When customers are ready to conclude their dining experience, they

acknowledge any loyalty programs, discounts, or promotions that may apply and

process the payment seamlessly. As customers depart, the wait staff bids them

farewell with a warm and sincere goodbye, thanking them for choosing the D’ Pasta

Haus.

39
 To continually improve the services, the restaurant may follow up with

customers through feedback cards, emails, or online reviews. They appreciate any

suggestions or compliments and strive to incorporate them into future operations for

enhanced customer satisfaction.

Physical Evidence

 Premises are well-designed to provide a pleasing environment.

 Environment is clean.

 Products provided to customers are healthy, delicious, and of good quality

 Easy recognition is made possible through a unique logo that customers could

identify.

 A key chain or sticker is given free to customers for dining in.

 Facebook Page is made available in order to see feedback and reviews from

customers.

Timetable of Action Plan/ Marketing Activities

Figure 2.22

40
 Marketing
Feb. Mar. April May June July Aug. Sept. Oct. Nov. Dec. Jan.
Activities
Begin building online
presence through
social media
(Facebook, etc.)

Distribute Flyers or
Display Signage

Launch a "Free
Taste" at the public
event ( to collect
feedback)

41
 CHAPTER III

TECHNICAL ASPECT

Brief Chapter Description

This chapter discusses the process and the activities of the business. It states

also the machinery and equipment used in the production and other aspects like

turning the raw materials into a product ready to sell. It also gives details about the

description of the product schedule, machinery, and equipment used in the process,

location, and the project site of the proposed business. This project will establish

D'Pasta Haus with a twist of picking and choosing client’s pasta and sauce. Lastly, the

D’Pasta Haus provides an accessible and very convenient place to dine.

Figure 3.1: Product/Service Description

PRODUCT DESCRITION

DIFFERENT TYPES OF PASTA Pasta comes in lots of different shapes

and textures, making it a versatile

ingredient in many dishes. There are

long, thin kinds, short and ridged ones,

spirals, flat ribbons, and unique shapes

like shells or dumplings. Each shape

brings its own feel when you eat it.

Whatever is your choice, it is simplicity

of thin strands or the fun shapes that

makes one’s meal visually appealing.

41
ANY KIND OF PASTA SAUCE Pasta sauces are flavorful

accompaniments that elevate the taste of

pasta dishes. Each sauce offers a distinct

flavor profile, making it suitable for

different pasta shapes and personal

preferences, ensuring delightful and

tasty sauces.

PIZZA Pizza is a popular Italian dish consisting

of a thin, round crust topped with

tomato sauce, cheese, and various

toppings, baked to perfection in an

oven. It is loved worldwide for its

delicious, customized flavors.

GARLIC BREAD Sliced bread buttered, seasoned with

garlic, and baked until golden and

aromatic, often served as a flavorful

side dish or appetizer.

BUTTERNUT SQUASH FRIES A delicious and nutritious alternative to

traditional French fries, these fries are

made from butternut squash, cut into

strips, seasoned, and baked to a crispy

perfection. A wholesome and flavorful

snack or side dish.

42
 PASTA BURGER Pasta burger is a unique fusion dish that

replaces traditional burger buns with

crispy, pan-fried pasta patties. It is

typically filled with a variety of burger

ingredients like a meat or plant-based

patty, cheese, lettuce, and condiments,

offering a delightful blend of Italian and

American flavors in one handheld meal.

CHEESEBURGER A cheeseburger is a classic American

fast-food staple. It consists of a beef

patty cooked to perfection, topped with

a slice of melted cheese, usually

cheddar or American, and served inside

a soft hamburger bun.

AMERICAN BURGER An American burger is a quintessential

fast-food classic. It is made of seasoned

ground beef patty that is typically

grilled or fried until it becomes juicy

and flavorful. The patty is placed inside

a soft hamburger bun and often

garnished with lettuce, tomato, onion,

pickles, and condiments like ketchup

43
 and mustard.

VEGGIE BURGER A veggie burger is a plant-based

alternative to a traditional meat burger.

It is typically made of ingredients like

vegetables, legumes, grains, and often

includes proteins such as soy or

mushrooms to mimic the texture of

meat. Veggie burgers are a popular

choice for vegetarians and vegans or

anyone looking for a healthier,

sustainable burger option.

PASTA SALAD A pasta salad is a versatile dish that

combines cooked pasta with a variety of

fresh ingredients.

DRINKS AND BEVERAGES

WINTERMELON MILKTEA Wintermelon milk tea, originating from

Taiwan, is a refreshing beverage that

combines brewed black or green tea

with creamy milk and the subtle

sweetness of wintermelon. It offers a

harmonious balance of flavors, often

with sweeteners and optional toppings

44
 like tapioca pearls or grass jelly. This

versatile drink is cherished worldwide

for its unique taste.

Okinawa milk tea, a popular beverage

OKINAWA MILKTEA
from Japan's Okinawa Prefecture, is a

blend of strong black tea with a special

brown sugar syrup from locally grown

sugarcane. It can be served hot or cold

and can be topped with toppings like

tapioca pearls or grass jelly. This

beverage offers a sweet caramel flavor

with molasses hints, appealing to tea

lovers worldwide.

MATCHA LATTE MILK TEA Matcha latte milk tea is a blend of

matcha green tea and creamy milk tea,

resulting in a smooth, creamy drink with

a vibrant green color. It can be flavored

with sweeteners like sugar or honey and

topped with tapioca pearls or grass jelly

for extra texture. Served in clear cups

with wide straws, it's a favorite among

those who enjoy the refreshing taste of

matcha and the comforting creaminess

of milk tea.

45
COOKIES AND CREAM MILKTEA Cookies and cream milk tea is a blend

of cookies and cream with creamy milk

tea. It starts with brewed tea and is

topped with crushed or blended cookies.

The richness of the milk can be adjusted

with sugar or syrup. Available hot or

cold, with or without toppings like

tapioca pearls or whipped cream, this

comforting and indulgent treat offers a

delightful mix of familiar flavors.

CARAMELMACCHIATO MILKTEA Caramel macchiato milk tea is a blend

of smooth milk tea and caramel,

originating from brewed black or green

tea. It is elevated with creamy milk,

providing a comforting texture. The

caramel flavor is infused throughout,

offering a sweet and indulgent taste.

Whether served hot or cold, it is a

satisfying and enjoyable beverage.

46
 TARO MILKTEA Taro milk tea is a unique blend of earthy

taro root flavoring and creamy milk tea.

It starts with brewed black or green tea,

infused with taro root flavoring. The

creamy milk creates a smooth texture,

and sweeteners like sugar or syrup can

be added for sweetness. Taro milk tea

can be enjoyed hot or cold and can be

topped with tapioca pearls or coconut

jelly for extra flavor.

DARK CHOCOLATE MILKTEA Dark chocolate milk tea is a decadent

blend of dark chocolate and creamy

milk tea, combining brewed black or

green tea with dark chocolate syrup or

cocoa powder for a deep, indulgent

flavor. Creamy milk adds richness and

balances to the bitterness of dark

chocolate, with optional sweeteners.

Served hot or cold, dark chocolate milk

tea offers a luxurious treat for chocolate

lovers.

FRESH FRUIT SHAKE A fruit shake is a nutritious beverage

made by blending fresh fruits with ice,

milk, and sugar. It's a versatile and

47
 customizable option, allowing users to

experiment with different fruit

combinations and sweeteners. Fruit

shakes are a delicious and convenient

way to enjoy the natural goodness of

fruits while staying hydrated and

energized. For a dairy-free option, fruit

juice can be used.

ICED LEMON TEA Iced lemon tea is a refreshing beverage

made from freshly brewed tea, typically

black or green, chilled over ice. It is

infused with lemon juice, adding a

tangy twist. Sweeteners like sugar or

honey can balance the tartness. Served

with ice cubes, it is a refreshing option

for a hot day.

BREWED COFFEE Brewed coffee is a flavorful and

aromatic beverage made by pouring hot

water over ground coffee beans,

allowing flavors to infuse. The coffee

grounds are held in a filter, capturing

the brewed coffee in a pot or carafe.

Soluble compounds are extracted during

the brewing process, resulting in a

48
 satisfying pick-me-up for coffee lovers.

Production Process(Narrative)

This part of the study contains the process on how to produce unique, fresh and high

quality pasta of D' Pasta Haus.

PASTA

The following are the Ingredients needed in making of Pasta:

 Flour

 Eggs

 Salt

 Oil

Procedure:

Place the flour on a clean work surface and make a nest. Add the eggs, olive

oil, and salt - place at the center; use a fork to gently break up the eggs and make sure

to keep the flour walls intact. Use hands to gently bring the flour inward to

incorporate. Continue working the dough with your hands to bring it together into a

shaggy ball. Knead the dough for a few minutes or an hour until. The dough should

feel pretty dry, but sticky. After a few minutes or an hour of kneading, the pasta

should become cohesive and smooth.

Shape the dough into a ball, wrap it in plastic wrap, and let it rest at room

temperature for 30 minutes. After 30 minutes, dust two large baking sheets with flour

49
and set them aside. Slice the dough into four pieces. Gently flatten one into an oval

disk. Run the dough through the pasta roller or a pasta machine (where the dough

could be flattened). Set the dough piece on a countertop or work surface. Fold both

short ends in to meet at the center, then fold the dough in half to form a rectangle.

Run the dough through the pasta roller three times on level 2, three times on

level 3, and one time each on levels 4, 5, and 6. Lay half of the pasta sheet on the

floured baking sheet and sprinkle with flour before folding the other half on top.

Sprinkle more flour on top of the second half. Every side should be floured so that the

final pasta noodles will not stick together. Repeat with the remaining dough. Run the

pasta sheets through the pasta cutter or pasta mold; repeat with the remaining dough.

Those are the ways to produce a fresh pasta. Fresh pasta can be stored in the fridge,

wrapped in plastic wrap, for up to 2 days.

WHITE SAUCE

In cooking white sauce, 1. Prepare the main ingredients; pork, mushroom,

garlic, onion, and carbonara sauce. In a pan, heat the oil, put the garlic and onion,

sauté it until it turns brown, add the pork, and sauté it until it turns brown again. Then,

put a half cup of water to boil the pork to tender. If the pork is already tender, put the

mushrooms and carbonara sauce, and add some seasonings like salt and pepper to

taste. Boil it again for about 2 minutes and then, transfer the boiled sauce to a bowl.

To serve, get pasta and put some carbonara sauce, and serve.

RED SAUCE

In cooking red sauce, prepare the main ingredients: pork, meat, garlic, onion,

tomatoes. Heat the oil in a pan, put garlic and onion, saute, until they turn brown.

50
Then add the pork, saute until it turns brown. Then put a half cup of water to boil to

make the pork tender. If the pork is already tender, add the tomato sauce and add

some seasonings like salt and pepper to taste. Boil the ingredients again for about 2

minutes. When done, transfer it to a bowl.

Figure 3.2: Operation Flow

CUSTOMER SERVICE CASHIER CHEF

CREW

START

Choose to the
menu

Ready
To
order

Customer pays
the orders

Customer
enjoyed their
foods

51
 EXIT

Figure 3.3: Production Process of Pasta

MANAGER SUPPLIER/SUPPLIERS CHEF SERVICE

CREW

52
 Transact the Delivers the raw Receives the
Supplier for materials of pasta to delivery and
raw materials the business Checking the
of pasta Quality and
location
Quantity

Daily
Arrange and
inventory of
store the raw
the products
materials of
and
pasta
ingredients

Preparing
all the
ingredients
Transfer pasta
for pasta
dough and
dough
knead to pasta
machine

Drying and
cooling

Cook in
boiling water

Drain and
Serve the
prepare to serve
product
with sauce

Figure 3.4: Production Process of Pasta Sauce

MANAGER SUPPLIER/SUPPLIERS CHEF SERVICE

CREW

53
 Transact the Delivers the raw Receives the
Supplier for materials of pasta delivery and
raw sauce to the business Checking the
materials of location Quality and
pasta sauce Quantity

Daily Store and

inventory of preparing all the
the products ingredients for
and pasta sauce
ingredients

Mixing and
cooking all the
ingredients

Transfer into
empty sauce
container

Prepare and
Serve the
ready to serve
product
with pasta

Production Schedule

Table 3.1: Production Schedule of Pasta

54
 Time Activity Quantity

8: 00 AM START PREPARING THE 10 KGS of FLOUR

INGREDIENTS NEEDED IN 25 KGS of PASTA)

MAKING PASTA 2 TRAYS of EGGS

6 LITERS of WATER

10 GS of ROCK

SALT

500 ML OF OIL

8: 15 AM START ASSEMBLING THE

INGREDIENTS IN A

DESIGNATED AREA

8:30 AM START MASSAGING ( TO

MAKE A DOUGH)

8:40 AM PUT THE DOUGH IN A

MACHINE TO START

ASSEMBLING FOR BEST

RESULTS.

8:55 AM GET THE DOUGH AND

PUT IT ON A PASTA

MOLDER/ PASTA MAKER

9:00 AM PUT THE PASTA IN A

BOILING WATER AND

MAKE IT TENDER

Table 3.2: Production Schedule of Red Sauce

55
 Time Activity Quantity

8: 00 AM EMPLOYEES TIME IN

8: 10 AM START PREPARING THE 20 KGS of FRESH

INGREDIENTS NEEDED TOMATO

IN MAKING A RED 250 ML OIL

SAUCE 75 GS of SALT

1 KG SUGAR

5 PCS ONION

5 PCS GARLIC

12 GRMS of SODIUM

ZANBOTAE

3 KGS of MEAT

3 PACKS of SAUSAGES

8: 15 AM START CUTTING THE

END OF TOMATOES

WITH AN X AND PLACE

THE TOMATOES IN

BOILING WATER AND

COOK FOR 1-2 MINUTES,

UNTIL THE SKIN STARTS

TO PEEL BACK.

8:30 AM PLUNGE THE TOMATOES

INTO AN ICE-COLD

WATER. TRANSFER THE

TOMATOES TO A

56
 CUTTING BOARD AND

PEEL THE SKIN OFF.

8:40 AM START MASHING THE

TOMATOES AND PLACE

INTO A POT ALONG

WITH THE BUTTER, OIL,

ONION, GARLIC, SALT

AND SUGAR. START

BOILING, ADD SODIUM

ZANBOTAE, THEN ADD

MEAT AND SAUSAGE.

8:55 AM WAIT UNTIL IT BECOME

STICKY AND READY TO

USE

9:00 AM PUT THE SAUCE IN A

CONTAINER AND KEEP

IT AND TAKE OUT WHEN

NEEDED.

Table 3.3: Production Schedule of White Sauce

57
 Time Activity Quantity

8: 00 AM EMPLOYEES TIME IN

8: 10 AM START PREPARING 15 PACKS of CREAM.

THE INGREDIENTS TO 2 GALLON of MILK

NEEDED IN MAKING 1 PACK of BUTTER

A WHITE SAUCE 5 PCS ONION

5 PCS GARLIC

2 PACK CHEESE

12GS of SODIUM

ZANBOTAE

3 KGS of BACON

3 KGS of MEAT

6 CANS of MUSH

ROOM

8: 15 AM START UNBOXING

THE CREAM AND

MILK

8:30 AM

8:40 AM COOK THE ONION,

GARLIC, MUSHROOM,

BACON, AND MEAT.

PLACE THE CREAM

AND MILK, ALONG

WITH BUTTER INTO A

POT AND ADD

58
 CHEESE AND SODIUM

ZANBOTAE. START

BOILING

8:55 AM WAIT IF IT IS

ALREADY STICK AND

READY TO USE

9: 00 AM PUT THE SAUCE IN A

CONTAINER AND

KEEP IT WHEN

NEEDED.

WORK SCHEDULE

D’Pasta Haus employees are at the restaurant at 8 AM to 9 PM

59
 Table 3.4: Work Schedule

TIME IN AND TIME

Duties/Activity Person Responsible
OUT
All employees time All Duty Employees
8:00 AM
in
Clean the Restaurant Service Crew
8:01 AM – 8:15 AM
Prepare ingredients
Start cooking all the Chef
8:20 AM main dish of the D’
Pasta Haus
Open the D’ Pasta Employees
9:00 AM Haus
Take and serve Employees
9:01 AM customer’s order.
Time out for lunch
break of 1 employee
and the other
employee continue to
supervise and cater to Service Crew
customer at Pasta
Station (where unli
12 noon pasta and unli sauce
are placed).
If restaurant is not
that crowded to cater
to customer, the
cashier can have a
lunch break as well.
Return of 1 Service Crew
employee after lunch
12:30 PM break and shift to the
other employee for
his/her lunch break.
Continuation of
1:00 PM – 8:30 PM operation of D’ Pasta All Duty Employees
Haus.
Cleaning of the
8:30 PM – 8:50 PM whole Restaurant All Duty Employees
Time out of the
9:00 PM Employees. All Duty Employees

Project Site (with Vicinity Map)

60
 D’Pasta Haus business is Located in Barangay 2 Poblacion, Himamaylan

City, Negros Occidental with a size area of 200 square meters representing the

physical location where this specific pasta-related venture operates. It includes a pasta

restaurant and a parking area. The project site is equipped with kitchen facilities,

dining areas, and possibly retail sections. It serves as the hub for creating, selling, and

enjoying various pasta dishes, contributing to the local food scene, and offering a

culinary experience for the community of Himamaylan City and beyond.

Figure 3.5: Project Site (with Vicinity Map)

Project Lay out

Figure 3.6: Building and Facilities

61
 FRONT

SIDE

BACK

FLOOR PLAN LAYOUT

62
Figure 3.7

63
LIGHTING AND POWER LAYOUT

Figure 3.8

64
PLUMBING LAYOUT

Figure 3.9

65
 Table 3.5: Cost of Building

Estimated Bill of Materials

Total Cost
Concreting 195,842.23
Masonry 151,805.73
Rebar 96,605.73
Scaffold 54,105.73
Roofing 117,314.23
Hardware 60,835.73
Lumber 72,214.23
Wind/Glazing 56,170.73
Plumbing 53,864.31
Electrical 357,432.07
Tinsmithry 41,845.73
Prefab 55,875.73
Painting 54,181.81
Total 1,368,094.00

The cost of the land is Php1,000,000, with a total area of 200 square meters

with a price of Php5,000 per square meter.

Manpower Requirement (Technical only)

The manpower requirement contains how many employees are needed in the

business. It also has the computation of the hours spent, daily wage, average working

days, and monthly wage. The D’Pasta Haus food establishment requires training for

its employees to equip them with the knowledge and skills needed to do the assigned

tasks.

Table 3.6: Manpower Requirement

Average
Daily working Monthly Salary
Staff Employees Hours
Salary Days
Manager 1 12 ₱ 1,200.00 25 ₱ 30,000.00
Chef 1 12 ₱ 800.00 25 ₱ 20,000.00
Cashier 1 12 ₱ 600.00 25 ₱ 15,000.00
Service
2 12 ₱ 480.00 25 ₱ 24,000.00
Crew

66
 Dishwasher 1 12 ₱ 400.00 25 ₱ 10,000.00

Machinery and Equipment

The following machines and equipment with corresponding costs needed in the

restaurant operation are shown below.

Table 3.7: Kitchen Equipment

Name Picture Description Qty. Unit Cost Total Cost

Will be used to
Pasta
create pasta at 1 pc 3,600.00 3,600.00
Machine
different sizes

Used to cook
Stove 2pcs 14,600.00 29,200.00
the dishes

Use to cook
food so they
Deep Fryer 1 pc 3,900.00 3,900.00
become brown
and crispy.
Use to mix the
ice, water and
fruits/ flavored
Blender 2 pcs 1,190.00 2,380.00
powder to turn
into drinking
products.

Use for baking

Oven the Lasagna 2pcs 4,500.00 9,000.00
and pizza.

Will be used to
Burger
cook the 1 pc 8,299.00 8,299.00
Grill
patties.

67
 Needed
Refrigerato
ingredients 2 pcs 20,000.00 40,000.00
r
will storage.

Used for
Freezer storage to 1pcs 29,000.00 29,000.00
keeping the
meat fresh.

Used for
Ice Cream
making ice 1pc 18,250.00 18,250.00
Maker
cream.

Coffee Use to brew

1pc 10,500.00 10,500.00
Maker coffee.

A dough mixer
is used for
Dough
kneading and 1pc 15,000.00 15,000.00
Mixer
mixing pasta
dough.
Gas tank is
used to store
large quantities
of propane or
butane, which
Gas tank 3 pcs 1,750.00 5,250.00
are commonly
used as a
source of fuel
for heating and
cooking.
A meat grinder
is used for
mincing or
Meat grinding meat
1 pc 6,299.00 6,299.00
Grinder into smaller
pieces or even
a fine
consistency.

₱
Total
180,678.00

68
 Table 3.8: Kitchen Supplies

Unit
Name Picture Description Qty. Total Cost
Cost

Will be used
Pasta Pot to boil the 2 pcs 1,900.00 3,800.00
pasta.

Used to
Plates serve/plating 10 set 690.00 6,900.00
the pasta

Used
primarily for
Spoon transferring 10 set 250.00 2,500.00
food to the
mouth.
Used
primarily for
Fork transferring 10 set 250.00 2,500.00
food to the
mouth.

Wooden Used to stir

1 set 190.00 190.00
Spoon the pasta.

Use to
measure the
Measuring
volume of 2 set 80.00 160.00
Cup
liquids or
powder.

Used for
Pizza 10
cutting and 120.00 1,200.00
Board pcs
serving pizza.

Use for the

Cutting preparation of
2 pcs 65.00 130.00
Board the
ingredients

69
 Used for
Pizza
slicing the 3 pcs 45.00 135.00
Cutter
pizza

Used for
grating the
Grater 2 pcs 35.00 70.00
hard and soft
cheese.

Use for
Fries Cutter shaping it to 1 pc 350.00 350.00
form as fries.

Will use to
Peeler peel the 3 pcs 20.00 60.00
vegetables.

Used to
Strainer drying the 5pcs 85.00 425.00
pasta.

Use to grab
Tongs the foods 5 pcs 55.00 275.00
from heat

Use for taking

Spatula out the meat 5 pcs 45.00 225.00
from the grill
Used for
slicing and
chopping
Knife 1 set 299.00 299.00
vegetables
and slicing
meat.
Straight
Used for
Round
serving the
High Ball 10 set 180.00 1,800.00
milk tea and
Drinking
shake.
Glass
Small glass
Used for
Cup
serving tea 10 set 210.00 2,100.00
Transparen
and coffee.
t

70
 Use to dry the
glasses and
Glass Rack 5 pcs 280.00 1,400.00
organize after
washing them.
Use to dry
and organize
Dish Rack the plates 2 pcs 2,000.00 4,000.00
after washing
them

Used to
weighing
measure 1 pc 150.00 150.00
scale
weight.

Total ₱ 28,669.00

Table 3.9: Packaging Supplies

Name Picture Description Qty. Unit Total Cost

Cost

Food 10

Containe Used for take- set(10pcs 130.00 1,300.00

out foods.
r per set)

Plastic 4 set(25pcs
Used for 175.00 700.00
Cup takeout drinks. per set)

Plastic 1 set(100
Used for
170.00 170.00
Straw sipping/drinking
pcs)
.
Burger
Used
2 pack 35.00 70.00
wrapper for wrapping
burger

Pizza
Used for pizza 100 pcs 11.00 1,100.00
Box take out

71
 Total
₱ 3,340.00

Table 3.10: Office Equipment

Name Picture Description Qty. Unit Cost Total Cost

Use in order
to record the
money
POS
coming in or 1 25,480.00 ₱ 25,480.00
Computer set
out and track
the inventory
and sales.

Total ₱ 25,480.00

Table 3.11: Office Supplies

Unit
Name Picture Description Qty. Cost Total Cost

Used to
10
Thermal paper print 245.00 245.00
rolls
receipt.

Used for
Pencil 1 box 120.00 120.00
writing

Used for
Ballpen 1 box 145.00 145.00
Writing

Used to
Record Book record 5 pcs 65.00 325.00
transactions.

72
 Use for
Scissor 2 pcs 25.00 50.00
cutting

Used for
Calculator 1 130.00 130.00
Calculating.

Used to clip
Paper Clips the paper. 1 box 25.00 25.00

Used to

bond or
Tape 3 10.00 30.00
paste.

Used to

staple the
Stapler 1 115.00 115.00
paper.

Total 1,185.00

Table 3.12: Furniture & Fixtures

Unit
Name Picture Description Qty. Total Cost
Costs

Four - Set of table and

Seaters chair usually

12
Table and group of 4 2,500.00 30,000.00
pcs
Chairs occupied by

during dining

73
 Used to seat
Stool Chair 7pcs 450.00 3,150.00

Air Used to cool

5 pcs 34,990.00 174,950.00
conditioner down the place

Use for

Bathroom washing hands

4pcs 1,880.00 7,520.00
sink and other

purposes.

Use primarily

Toilet for the disposal

2 pcs 4,380.00 8,760.00
Bowl of human and

other purposes

Will be used
Tissue
napkin in the 3 pcs 145.00 435.00
holder
washroom

Used to dry the

Hand
hand after 1 pc 2,999.00 2,999.00
Dryer
washed

74
 A stainless sink

and faucet

Kitchen washing hands,

2pcs 580.00 1,160.00
Sink dishwashing,

and other

purposes.

Used for

Clock measures and 2 pcs 365.00 730.00

display time

Total 229,704.00

Table 3.13: Cleaning Supplies

Name Pictures Description Qty. Unit Total Cost

Cost

Broom Will be used to

2 90.00 180.00
sweep the floor

Dustpan Will be used to

collect all the 2 120.00 240.00

dust and grime

Trash Bin Will be used

3 160.00 480.00
to store waste

75
Floor map Will be used

bucket removed
1 230.00 230.00
blockages, and

other debris.

Glass Will be used

window remove dirt

cleaner and grime

giving bright 1 220.00 220.00

surfaces an

additional

glitter

Will be used to
1 set 135.00 135.00
clean utensils
Sponge

Use to remove
dirt efficiently
2 set 95.00 190.00
and effectively
Towel

Will be used

wash napkins 5 45.00 225.00

Fabric
and towels
cleaner

Will be used to
Kitchen
clean the 2 170.00 340.00
Cleaner
kitchen

76
 Will used to
Bathroom
clean the 2 120.00 240.00
Cleaner
comfort room

Dishwashi Will used to

ng Liquid clean the plates 1 gl. 135.00 135.00

and utensils

Toilet
Will used to
Brush 2 75.00 150.00
clean the toilet

Squeeze Will used to

2 85.00 170.00
clean the place

Total ₱2,935.00

Table 3.14: Comfort Room Supplies

Name Picture Description Qty. Unit Total Cost

Cost

Bathroom Will used for personal 5

160/pack 800.00
Tissue hygiene pack

Hand Will used to clean

5pcs 90/pc 450.00
soap hands

Bathroom
deodorize Use to deodorize the 6 pcs 60/pc 360.00
r comfort room

Used in the comfort

Bucket 2pcs 85/pc 170.00
room

77
 ₱
Total 1,780.00

Table 3.15: Safety Equipment

Name Picture Description Qty. Unit Total

Fire
Use to put
Extinguisher 1 1,100.00 1,100.00
out fire

Use to treat

minor
1
injuries such 399.00 399.00
First Aid kit
as injuries

and sprain

Use to carry

water or
1 1,800.00 1,800.00
Fire Hoses other fire

extinguisher

Use to

alarm and
Wet Floor
remind
signs 2 220.00 440.00
individuals

that there is

something

slippery in

78
 the walking

surface

Use in

deflecting

Fire Alarm fire to

1 590.00 590.00
inform

customer

employees.

Total ₱4,329.00

Table 3.16: Raw Materials

Pasta
Raw Materials Quantity Unit Cost Total Cost
Flour 10 kg 66.00 660.00
Egg 2 tray 192.00 384.00
Oil 500ml 0.075 37.50
Salt 10g 0.014 0.14
Total 1,081.64

Red Sauce
Raw Materials Quantity Unit Cost Total Cost
Tomato 20kg 80.00 1,600.00
Oil 250ml 0.075 18.75
Salt 75g 0.014 1.05
Garlic 5pcs 5.00 25.00
Onion 5pcs 4.00 20.00
Sugar 1kg 50.00 50.00
Sodium
12g 0.17 2.04
Zanbotae
Meat 3kg 400.00 1,200.00
Sausage 3pck 350.00 1,050.00
Total 3,966.84

White Sauce

79
Raw Materials Quantity Unit Cost Total Cost
Cream 15 pck. 72.00 1,080.00
Milk 2 gal. 170.00 340.00
Butter 1pc 55.00 55.00
Garlic 5pcs 4.00 20.00
Onion 5pcs 5.00 25.00
Cheese 2 pck 85.00 170.00
Sodium
12g 0.17 2.04
Zanbotae
Bacon 3kg 380.00 1,140.00
Pork Meat 3kg 400.00 1,200.00
Mushroom 6 cans 135.00 810.00
Total 4,842.04

Pizza
Raw Materials Quantity Unit Cost Total Cost
Flour 10kg 66 660
Egg 48pcs 8 384
Yeast 100g 0.7 70
Salt 80g 0.014 1.12
Oil 100ml 0.08 8
Tomato sauce 3500ml 0.062 217
Cheese 1320g 0.145 191.4
Meat 3000g 0.4 1200
Ham 60 pcs 11.25 675
Pepperoni 500g 0.388 194
Pineapple 3000g 0.04 120
bell pepper 1000g 0.2 200
Onion 1000g 0.1 100
Total 4,020.52

Lumpia Shanghai
Raw Materials Quantity Unit Cost Total Cost
Lumpia wrapper 1kg 75 75
carrots 2 kg 100 200
Pork meat 3 kg 400 1200
egg 1 tray 192 192
onion 5 pcs 4 20
garlic 5 pcs 5 25
pepper 30g 0.18 5.4
soy sauce 200 ml 0.05 10
Oil 1L 75 75
Total 1,802.40

80
Garlic Bread
Raw Materials Quantity Unit Cost Total Cost
Loaf Bread 5 pck 100 500
Garlic 250g 0.167 41.75
Salt 250g 0.014 3.5
butter 3pck 55 165
Parsley 250g 0.58 145

Total 710.25

Butter Squash Fries

Raw Materials Quantity Unit Cost Total Cost
Squash 5kg 30.00 150.00
oil 2L 75.00 150.00
butter 3pck 55.00 165.00
Sour&cream 250g 0.64 160.00
cheese powder 250g 0.59 147.50
barbeque
250g 0.64 160.00
powder

Total 932.50

Burger Patty
Raw Materials Quantity Unit Cost Total Cost
Ground meat 5 kg 400 2000
Bread crumbs 2 kg 110 220
Egg 36 pcs 8 288
Salt 100g 0.014 1.4
Pepper 50g 0.36 18

Total 2,527.40

Pasta Burger
Raw Materials Quantity Unit Cost Total Cost
Pasta 1000g 0.04327 43.27
Buns 25 pcs 5.00 125.00
Meat 1000g 0.40 400.00
salt 20g 0.01 0.28
pepper 10g 0.18 1.80
cheese 440g 0.33 145.16
tomato sauce 500g 0.07 36.00
oil 100ml 0.08 7.50

81
 cream 750ml 0.288 216.00
onion 5pcs 4.00 20.00
garlic 2pcs 5.00 10.00
Total 1,005.01

Ham Burger
Raw Materials Quantity Unit Cost Total Cost
Buns 25 pcs 5 125
Patty 25 pcs 8.8 220
Lettuce 250g 0.16 40
Mayonnaise 200g 0.176 35.2
Ketchup 200g 0.083 16.6
Cucumber 250g 0.12 30

Total 466.8

Cheese Burger
Raw Materials Quantity Unit Cost Total Cost
Buns 25pcs 5.00 125.00
Patty 25pcs 8.80 220.00
Lettuce 250g 0.16 40.00
Mayonnaise 200g 0.18 35.20
Ketchup 200g 0.08 16.60
Sliced Cheese 25 pcs 7.27 181.75

Total 618.55

American Burger
Raw Materials Quantity Unit Cost Total Cost
Buns 25 pcs 5.00 125.00
Patty 25 pcs 8.80 220.00
Lettuce 250g 0.16 40.00
Tomato 500g 0.18 90.00
Onion 250g 0.10 25.00
Sliced Cheese 25 pcs 7.27 181.75
Ketchup 200g 0.083 16.60
Mayonnaise 200g 0.176 35.20

Total 733.55

Vegie Burger
Raw Materials Quantity Unit Cost Total Cost
Buns 50 pcs 5.00 250.00
Lettuce 250g 0.160 40.00

82
 Tomato 500g 0.08 40.00
Onion 500g 0.10 50.00
Potato 4000g 0.25 1,000.00
Carrots 3000g 0.10 300.00
Bread crumbs 1000g 0.11 110.00
Salt 50g 0.014 0.70
Pepper 10g 0.36 3.60
Total 1,794.30

Ham & Cheese Burger

Raw Materials Quantity Unit Cost Total Cost
Buns 25 pcs 5.00 125.00
Patty 25 pcs 8.80 220.00
Lettuce 250g 0.16 40.00
Mayonnaise 200g 0.176 35.20
Ketchup 200g 0.083 16.60
Sliced Cheese 25 pcs 7.27 181.75
Ham 25pcs 11.25 281.25

Total 899.80

Squash Chips
Raw Materials Quantity Unit Cost Total Cost
Squash 5000g 0.03 150.00
Oil 2000ml 0.08 150.00
Salt 100g 0.014 1.40
Sour&cream 250g 0.64 160.00
cheese powder 250g 0.59 147.50
barbeque
250g 0.64 160.00
powder

Total 768.90

Pasta Salad
Raw Materials Quantity Unit Cost Total Cost
Pasta 1 kg 43.27 43.27
Tomato 1 kg 80.00 80.00
Bell pepper 500g 100.00 100.00
olives 225g 0.71 159.98
Salad Seasoning 250g 0.18 45.00

Total 428.25

Milk Tea

83
 Raw Materials Quantity Unit Cost Total Cost
Tapioca pearl 5 kg 129.00 645.00
Strawberry
1 pck 280.00 280.00
powder
Cookies&Cream
1 pck 102.00 102.00
Powder
Taro Powder 1 pck 102.00 102.00
Winter melon
1 pck 102.00 102.00
Powder
Okinawa
1 pck 102.00 102.00
Powder
Matcha Powder 1 pck 295.00 295.00
Dark Chocolate
1 pck 236.00 236.00
Powder
Tea 1kg 102.00 204.00
Sugar 5 kg 50.00 250.00
Ice 1/4 cup 2.00 2.00
Cup 110 pcs 7.00 770.00
Total 3,090.00

Fruit Shake
Raw Materials Quantity Unit Cost Total Cost
Mango 1 kg 150.00 150.00
Pineapple 1 kg 40.00 40.00
Banana 1 kg 40.00 40.00
Strawberry 1 kg 400.00 400.00
Avocado 1 kg 235.000 235.000
Melon 1 kg 220.00 220.00
Milk 4 gal 170.00 680.00
Sugar 600g 0.05 30.00
Cup 60 pcs 7 420.00
Straw 60pcs 1.17 70.20

Total 2,285.20

Lemonade
Raw Materials Quantity Unit Cost Total Cost
Cucumber 10 kg 120.00 1,200.00
Sugar 500g 25.00 25.00
lemon 1.5 kg 140.00 210.00

Total 1,435.00

Ice Tea
Raw Materials Quantity Unit Cost Total Cost

84
 Tea 2000g 0.20 408.00
Lemon 3000g 0.14 420.00
Sugar 2000g 0.05 100.00

Total 928.00

Coffee
Raw Materials Quantity Unit Cost Total Cost
Native coffee
1 kg 260.00 260.00
powder
Sugar 2 kg 50.00 100.00

Total 360.00

Ice cream
Raw Materials Quantity Unit Cost Total Cost
Milk 2 gal 170.0000 340.00
Heavy Cream 5 kg 225.0000 1,125.00
Egg 48 pcs 8.00 384.00
Sugar 2 kg 50.00 100.00
Total 1,949.00

Php 36,646.00
Total Cost

Table 3.17: Utilities

85
 Description Kilowatt per Estimated hours Total

No. Machinery or hour consumed per consumption

Equipment Consumption month per month

Pasta Maker 1.8 54 501.28

Machine

Blender 2pcs 2 60 556.98

Oven 2.25 67.5 626.60

Burger Grill 1.75 52.5 487.36

Refrigerator 7.2 216 2,005.13

Freezer 5.28 158.4 1,470.43

Ice Cream 2.2 66 612.68

Maker

Coffee Maker 2.32 69.6 646.10

Dough Mixer 1.2 36 334.19

Meat Grinder 1.6 48 445.58

POS 3 90 835.47

Computer Set

Air 30 900 8,354.70

conditioner

5pcs

Hand Dryer 2.24 67.2 623.82

Pin Light 0.108 3.24 30.08

Circular Lamp 0.384 11.52 106.94

Fluorescent 0.216 6.48 60.15

86
 Lamp

Wall Lamp 0.18 5.4 50.13

17,747.61
Total

Description

(machinery
Fiber Subscription
or
No. Description MBPS per Total Description
equipment
Plan month
requiring

electricity)

Internet 1,499 100 MBPS 1,499.00

Total 1,499.00

Description Estimated
Total
(machinery or Cubic consumption
No. consumption per
equipment requiring Meter of water per
month
electricity) month

Water 15 100 1,500.00

Total 1,500.00

Waste and Waste Disposal Methods

87
 Proper waste disposal methods are essential for environmental and regulatory

compliance. Common waste disposal methods in business include:

Recycling: is a process of separating and collecting materials like paper, cardboard,

plastics, and electronics for recycling. This process reduces the amount of waste sent

to landfills and conserves resources.

Hazardous Waste Disposal: is a necessity for businesses that generate hazardous

waste and a must to follow strict regulations for proper disposal, often through

specialized waste management companies.

Waste Reduction and Source Separation: is about implementing strategies to

minimize waste generation at the source. This activity includes product redesign,

efficient processes, and employee training.

Regulatory Compliance: This exercise ensures waste disposal methods in

compliance with local, state, and federal regulations. And failure to do so can result in

fines and legal issues.

Waste Audits: is a regular conduct of waste audits to identify areas where waste can

be reduced, recycled, or reused more effectively.

In line with this method to manage proper waste disposal and maintain the

location’s cleanliness, the establishment should coordinate with the City of

Himamaylan’s waste disposal management on their garbage collection schedule. As

practiced, the City of Himamaylan collects the garbage every Wednesday and

Saturday.

88
Legal Requirements

Table 3.18: Legal Requirements

LEGAL REQUIREMENTS DESCRIPTION AMOUNT

Before a business license may be

issued to cover a business or

activity located in that barangay, P 500

Barangay Clearance a barangay clearance is secured.

It is important for it allows the

business to operate legally

within a specific barangay,

promotes community safety, and

supports local governance.

It is a document issued by the

local government. The building

permit is essential for businesses

to ensure the safety, compliance, P 15,000

Building Permit and quality of construction or

renovation projects.

It provides legal authorization,

protects against liabilities, and

enhances the value of the

property.

89
 For taxation purposes, every

commercial enterprise is

required to register with the BIR

for businesses to comply with P560

Bureau of Internal Revenue tax laws, meet legal

(BIR) Registration requirements, maintain proper

records, avoid penalties, and

access government benefits. It

establishes the business's

legitimacy and enables them to

fulfil their tax responsibilities.

It is a necessary document to

comply with local regulations,

Business/Mayor’s Permit for it establishes legitimacy, P 3,500

protect consumers and public

safety, ensure tax compliance,

and gain access to business

opportunities

It is a document that is given to

CEDULA Of Community Tax people or companies when they P 350

pay community tax. It is

important in registering for a

new business.

Safety Inspection Certificate is

an important step in ensuring the

90
 safety of the business, its

Fire Safety Inspection employees, and customers. P 200

Certificate It also helps businesses comply

with legal requirements, manage

risks, and build a trustworthy

reputation within the

community.

It is required to register a

business with the SEC in order P 6,750

Securities and Exchange to become a legally conducted

Commission Registration business, able to issue receipts,

trade financial assets, and be

granted certain rights.

It is a formal document provided

by the Department of Public

Sanitary Permit Health and Social Services P 300

allowing the facility to operate.

91
 CHAPTER IV

MANAGEMENT ASPECT

Brief Chapter Description

A clear and accurate description of roles and responsibilities, delegation of

authority, and the required level of manpower are all implied in the management

component. For maximum effectiveness, it must be configured. This process entails a

study of: the officers and important personnel, fundamental factors to be taken into

account while building the organizations, the ownership structure, the organizational

chart, and the project timetable. For a business to become productive and successful,

management must have a clear plan all actions on the use of human resources,

financial competence, and the use new technology.

Company Vision and Mission

Mission

The D'Pasta Haus aims to redefine dining by offering a unique experience

where customers can create their own customized meals. With an unlimited variety of

pasta and sauce combinations, the company empowers the customers to personalize

every dish to their satisfaction.

Vision

The D'Pasta Haus is committed to being a leading provider of quality products

and services in the pasta industry. It aims to stand out through its strong dedication to

success, innovation, and customer satisfaction.

91
Company Goals and Objectives

Company Goals

The D’Pasta Haus's goal is to become the premier pasta restaurant in the

local community by consistently delivering good-quality food and good service that

builds long-lasting relationships with the valued customers. Moreover, the company is

aimed to achieve business expansion within the next five years and enhance the

dining experience to create lasting value for the customers.

Company Objectives:

 To maintain customer satisfaction.

 To consistently maintain the food quality.

 To establish a customer loyalty program

 To achieve the business expansion within the next five years.

 To continuously improve the dining experience; and

 To actively engage with the local community.

Form of Business Organization

D’Pasta Haus is a partnership type of business organization managed by eight

general partners: Rosenie B. Andalis, Janice May R. Gabutero, Kay G. Melocoton,

Rizza M. Muleta, Mary Joy M. Nicoyco, Guen C. Vestido, Fevi A. Villadar, and

Flory Mar S. Villanueva. The business is located at Barangay 2 Poblacion, Negros

Occidental. D’Pasta Haus offers a diverse menu of pasta dishes, burgers, beverages,

desserts, and more.

Each partner contributes equally to the business like sharing both profits and

losses based on partnership agreement. Management and decision-making

92
responsibilities are collectively shared, providing flexibility in operational decisions.

Partners bear personal liability for business debts and potentially risk personal assets.

Organizational Structure

MANAGER

Cashier

Chef
Service
Dishwasher
Crew

Figure 4.1

Job Description and Job Specification

The job description and credentials of the employees should be established.

The management should clarify the line of tasks and responsibility. Such are as

follows:

Job Title: MANAGER

Job Description:

 In charge of carrying out all of the company's operations and personnel

 In charge of carrying out all management activities.

 Organizing, controlling, and directing; and

93
  Overseeing the correct application of the organization's policies, sales, and

regulations.

Job Qualification:

 Male or female;

 Bachelor's degree in Business Management or a related field;

 Pleasing personality;

 Having good communication skills;

 Possessing leadership skills, time management skills, confidence, and

knowledge of financial and budgeting;

 Business minded; and

 At least 1year work experience.

Job Title: CHEF

Job Description:

 Planning and managing foods;

 Listing and preparing ingredients for products;

 Budgeting and measuring ingredients to be used; and

 Making the company more productive.

Job Qualification:

 College graduate or NCII holder in culinary;

 Multi-tasking;

 Associates degree in culinary field (preferred); and

 Skill in Time Management.

94
Job Title: CASHIER

Job Description:

 Processing payments;

 Issuing receipts;

 Recording purchases, process returns, and scan items;

 Collecting Payments; and

 Taking orders

Job Qualification:

 Computer literate;

 Senior High School Graduate or College Undergraduate;

 Fast learner;

 Trustworthy;

 Skills in Communication

 Time management Skills

 Good in Mathematics

 Male or Female

Job Title: SERVICE CREW

Job Description:

 Assisting the customers with their orders;

 Welcoming the customers at arrival;

 Maintaining the cleanliness;

 Ensuring that customers receive the order promptly; and

95
  Helping the company achieve its goals and targets.

Job Qualification:

 High school or senior high school graduate with relevant experience;

 Ttechnical, vocational, and livelihood graduate in SHS is an advantage.;

 Skills in communication;

 Physically fit and able to work for long hours;

 Multi-tasking skills;

 Serving customers in appropriate and timely manners; and

 Respectful, friendly, and responsible.

Job Title: DISHWASHER

Job Description:

 Cleaning all kitchen items, including machines, walls, and floors;

 Emptying trash receptacles and disposing of trash, boxes, cans, and bottles in

their proper receptacles;

 Gathering items from the server and kitchen for disposal or washing;

 Scraping food from dirty dishes and placing them in racks; and

 Washing worktables, walls, and work areas.

Job Qualification:

 Willingness to work varied shifts and to do overtime;

 Dishwashing or food service experience (preferred).;

 Willingness and ability to learn the proper operation and maintenance of

dishwashing machines;

 Ability to perform routine cleaning work;

96
  Knowledge of the safe use of various chemical substances used for cleaning

purposes (preferred); and

 Able to multi-task and assist in any area, as the need arises.

Management Policies, Rules and Regulations

Company norms of conduct are established by company policies and

procedures to define roles for both employers and employees. These norms are in

place to safeguard both the business interests of employers and the rights of the

employees. The terms and circumstances of employment are governed by several

policies and procedures that provide guidelines for employee’s conduct, attendance

and absenteeism, dress code, and other matters.

General Conduct

 For environmental safety and fair dealing rules, all personnel are required to

safeguard the business legality.

 Each Employee is expected to conduct themselves with honesty and

professionalism at work.

 Each Employee must carry out his/her responsibilities with honesty and regard

for the community, customers, and other stakeholders.

 Every Employee is required to adhere to the dress code.

 Employees should establish a positive work environment so that

communication and operations are simple.

 Harassment and Discrimination are strictly forbidden.

 To prevent insubordination, all employees should show respect for their co-

workers, other employees, and management.

97
  To meet productivity targets, all employees must adhere to their schedules for

regular working hours and days.

 All Employees who disobey the management rules and policies will

automatically be exterminated.

Tardiness and Absenteeism

 Employees should provide their management proper notice of their absence at

least 48 hours in advance.

 Employees who have missed three or more days in a row due to illness or

accident must provide documentation of their medical treatment before

reporting back to work.

 If an employee misses three or more days of work without informing their

management, the individual will be deemed to have abandoned their position.

 Employees must ensure Food Safety

 Employees should observe proper hand washing, cleaning, and sanitizing

procedure *Employees should check and record the validity and availability of

every item and product.

 Employees, especially the production workers should ensure that products are

properly packed, processed and cleaned.

 Production workers should cut their nails short and clean, and have a hairnet

and apron for both men and women to ensure the product is safe and clean.

 Employees should always maintain and check the pasta and sauces of pasta

and other goods.

 Employees, especially those in production, should make sure that goods are

packaged, processed, and cleaned appropriately.

98
Dress Code Policy

Employees should wear a yellow polo shirt with an apron on the waist and

black pants under, and as for their shoes, they should wear black rubber shoes. And

they need to wear a hairnet to avoid contaminating the food and poly gloves. These

materials will all be provided by the company.

Management Control System

The administrative main goal is to maintain the proper balance. Among its

responsibilities include both management for business permits and customer safety

regarding food preparation. D'Pasta Haus computerized stock numbers are used to

control the sale of pastas and beverages. Employees also benefit from incentives and

paid time off.

Workplace Security Policy

The workplace security policy of the D'Pasta Haus employees, while similar to

general restaurant policies, pay special attention to specific aspects of the pasta-

making process. Here is a tailored policy:

1. Physical Security: Access to the building and specific areas like the kitchen

should be restricted and monitored. All key access points, especially entry and

exit points, should be monitored either manually or electronically.

2. Identification-based Access Control: Employees should have ID-based access

control to certain areas, like storage rooms for ingredients and the kitchen

area.

99
 3. Security Personnel: Security personnel may be necessary. They can help

monitor the premises and ensure the safety of both employees and customers.

4. Kitchen Safety Training: Employees should be trained in kitchen safety,

including handling kitchen equipment and understanding fire safety

procedures.

5. Workplace Policies: The restaurant policies should include the details required

by federal law. The Fair Labor Standards Act, for example, regulates how

tipped and non-tipped employees are paid.

6. Employee Handbook: The handbook should include workplace policies,

restaurant-specific policies, dress and grooming codes, social media policies,

health and safety regulations, and employee benefits.

7. Food Handling and Hygiene: Employees should be trained in proper food

handling techniques and hygiene practices to ensure the safety and quality of

the pasta served.

Attendance Policies

The procedures for requesting time off, notifying superiors of an absence, or

arriving late are outlined in the attendance policies. These policies also specify what

should happen if a schedule is not properly adhered. For instance, employers might

only tolerate a certain number of absences within a certain time frame. An employee

will face disciplinary action, if they miss more days than the firm allows based on the

attendance regulations.

Absent Procedure

100
 When an employee is unable to do the duties - they have been assigned or

scheduled to perform and their time off has not been planned or approved in advance

as per administrative notification protocol, they are then regarded to be absent.

Employees are expected to follow established procedures for recording their

actual hours worked using time clocks. Failing to time in or out would result to a

breach of this guideline. Missing time in/time out includes:

 failure to time in or out at the start and/or at the end of the allotted time

schedule using the designated time clock;

 failure to arrive or depart at the appointed time during meal break; and

 failure to disclose time worked in a timely and accurate manner while entering

or leaving the assigned shift early or late without permission.

Dress code

Wearing uniform is appropriate in the immediate area. Also, employee's

personal hygiene and appearance speak volumes about the firm. Hence, employees of

D'Pasta Haus should come neatly and cleanly dressed and should be well groomed.

Employees are expected to present themselves professionally in accordance with their

specific job duties and status.

Food quality and safety

The customer's health and safety plays number one priority. The business D'

Pasta Haus always aim to produce safe and quality foods that customer can take

pleasure in.

Employee Evaluation Form

101
 Employee Evaluation forms are utilized to formally examine and record an

employee's performance and obtain their acknowledgement that the evaluation

occurred. Employee evaluation forms are a great tool to gauge how effectively the

company's performance management system is doing.

102
 CHAPTER V

FINANCIAL ASPECT

Brief Chapter Description

This chapter discusses the financial aspect of the proposed business, with the

goal of determining its profitability within the expected timeframe. It covers various

aspects, including the total projected cost, financing sources, critical financial

assumptions, and financial statements such as projected comprehensive income,

financial position, and cash flow. Furthermore, the chapter conducts ratio and

investment analysis to evaluate the business's performance, liquidity, solvency, and

efficiency. By examining these components, it can gain a comprehensive

understanding of the business's financial viability and potential for success.

Table 5.1: Total Projected Cost

Total Project Cost

Land 1,000,000.00
Building 1,368,094.00
Office Equipment 25,480.00
Furniture and Fixtures 299,704.00
Kitchen Equipment 180,678.00
Safety Equipment 4,329.00
Organizational Cost 47,160.00
Packaging Supplies 3,340.00
Office Supplies 1,185.00
Kitchen Supplies 28,669.00
Cleaning Supplies 2,935.00
Comfort Room Supplies 1,780.00
Raw Materials 36,646.00
Total Project Cost 3,000,000.00

102
Source of Financing

The initial requisite investment needed is ₱3,000,000 to put up the business.

The source of investment comes from the contribution of the eight members of the

said partnership which is ₱375,000 each, with the total amount of ₱3,000,000.

Financial Assumptions

The project financial statement of this study will cover five years of the operation.

 Sales will increase by 5% annually.

 All Sales are cash basis.

 Cost of goods sold is expected to increase by 3.9% annually.

 Raw materials are purchase twice a month and increase by 3.9% annually

 Inventory of raw materials are increased by 3.9% annually.

 Depreciation is calculated using straight-line method with estimated useful

life.

 Utilities Expenses (water and electricity) are assumed to increase by 3.9%

annually. Internet in utilities expense will be paid in cash and will remain

constant annually.

 Compensation expense remains constant annually and paid in cash, and

benefits of employees are calculated based on the current contribution rates of

SSS, PhilHealth, and Pag-ibig.

 13th month pay shall be provided to the employees. In this case, a month’s

worth of salary per employee is used as an estimate.

 Permits and licenses will be paid in cash annually (except for the one-time

registration payment) and remains constant annually.

103
 Office supplies, packaging supplies, kitchen supplies, cleaning supplies,

comfort room supplies are treated as expenses annually and will increase by

3.9% annually.

 Marketing expenses are estimated at P20,000 for the first year and expected to

increase by 3.9% for the succeeding years.

 The business is Vat-registered with 12% Value Added Tax.

 Income Taxes are filed and paid quarterly. Thus, income tax payable is

estimated at 30% of annual income tax due.

 The partners shall equally share profits and losses, 50% of each partner share

of the partnerships net income is withdrawn by partners.

104
Projected Financial Statements

Table 5.2: Pre-Operating Statement of Financial Position

D'PASTA HAUS
Pre- Operating Statement of Financial Position
Assets
Current Assets
Cash 121,715.00
Total Current Assets 121,715.00
Non-Current Assets
Land 1,000,000.00
Building 1,368,094.00
Office Equipment 25,480.00
Furniture and Fixtures 299,704.00
Kitchen Equipment 180,678.00
Safety Equipment 4,329.00
Total Non-Current Assets 2,878,285.00

Total Assets 3,000,000.00

Partners Equity
Andalis, Capital 375,000.00
Gabutero, Capital 375,000.00
Melocoton, Capital 375,000.00
Muleta, Capital 375,000.00
Nicoyco, Capital 375,000.00
Vestido, Capital 375,000.00
Villadar, Capital 375,000.00
Villanueva, Capital 375,000.00
Total Partners Equity 3,000,000.00

105
 Table 5.3: Pre-Operating Statement of Cash flow

D'PASTA HAUS
Pre- Operating Statement of Cash Flow

Cash Flow from Operating Activities

-
Net Cash flow from Operating
-
Activities
Cash Flow from Investing Activities
Purchase of Land (1,000,000.00)
Purchase of Building (1,368,094.00)
Purchase of Office Equipment (25,480.00)
Purchase of Furniture and Fixtures (299,704.00)
Purchase of Kitchen Equipment (180,678.00)
Purchase of Safety Equipment (4,329.00)
Net Cash flow from Investing
(2,878,285.00)
Activities

Cash Flow from Financing Activities

Cash received from partners 3,000,000.00
Net Cash Flow From Financing
3,000,000.00
Activities
Increase in Cash 121,715.00
Beginning Cash Balance -
Ending Cash Balance 121,715.00

106
 Table 5.4: Projected Statement of Comprehensive Income

D'PASTA HAUS
Projected Statement of Comprehensive Income
For the Years Ended December 31
Notes 2024 2025 2026 2027 2028
Sales 1 ₱ 5,639,691.20 ₱ 5,921,675.76 ₱ 6,217,759.55 ₱ 6,528,647.53 ₱ 6,855,079.90
Less:Cost of Good Sold 2 3,282,735.56 3,410,762.25 3,543,781.97 3,681,989.47 3,825,587.06
Gross Income ₱ 2,356,955.64 ₱ 2,510,913.51 ₱ 2,673,977.57 ₱ 2,846,658.05 ₱ 3,029,492.84
Operating Expenses:
Compensation Expense 3 1,453,320.00 1,453,320.00 1,453,320.00 1,453,320.00 1,453,320.00
Utilities Expense 4 248,959.33 258,668.74 268,756.82 279,238.34 290,128.63
Depreciation- Office Equipment 5 3,185.00 3,185.00 3,185.00 3,185.00 3,185.00
Depreciation- Buliding 7 34,202.35 34,202.35 34,202.35 34,202.35 34,202.35
Depreciation- Kitchen Equipment 6 20,165.15 20,165.15 20,165.15 20,165.15 20,165.15
Depreciation- Furniture and Fixtures 8 27,306.17 27,306.17 27,306.17 27,306.17 27,306.17
Depreciation- Safety Equipment 9 727.29 727.29 727.29 727.29 727.29
Cleaning supplies Expense 10 2,935.00 3,049.47 3,168.39 3,291.96 3,420.35
Comfort room supplies Expense 11 1,780.00 1,849.42 1,921.55 1,996.49 2,074.35
Kitchen supplies Expense 12 28,669.00 29,787.09 30,948.79 32,155.79 33,409.87
Packaging supplies Expense 13 3,340.00 3,470.26 3,605.60 3,746.22 3,892.32
Office Supplies Expense 14 1,185.00 1,231.22 1,279.23 1,329.12 1,380.96
Organizational cost 15 47,160.00 26,190.00 27,000.42 27,842.45 28,717.31
Total Operating expenses 1,872,934.28 1,863,152.15 1,875,586.76 1,888,506.32 1,901,929.74
Income Before Tax ₱ 484,021.36 ₱ 647,761.37 ₱ 798,390.81 ₱ 958,151.73 ₱ 1,127,563.10
Income Tax 30% 145,206.41 194,328.41 239,517.24 287,445.52 338,268.93
Net Income After Tax ₱ 338,814.95 ₱ 453,432.96 ₱ 558,873.57 ₱ 670,706.21 ₱ 789,294.17

Table 5.5: Projected Statement of Changes in Partner’s Equity

107
 Table 5.6: Projected Statement of Financial Position

D'PASTA HAUS
Projected Statement of Changes in Partner's Equity
For The Year's 2024-2028
2024 2025 2026 2027 2028
Beginning Capital ₱ 3,000,000 $ 3,169,407.48 $ 3,396,123.95 $ 3,675,560.74 $ 4,010,913.85
Add: Net Income 338,814.95 453,432.96 558,873.57 670,706.21 789,294.17
SubTotal ₱ 3,338,814.95 ₱ 3,622,840.43 ₱ 3,954,997.52 ₱ 4,346,266.95 ₱ 4,800,208.01
Less: Partners Drawing 50% 169,407.48 226,716.48 279,436.79 335,353.11 394,647.08
Ending Capital ₱ 3,169,407.48 ₱ 3,396,123.95 ₱ 3,675,560.74 ₱ 4,010,913.85 ₱ 4,405,560.93

108
 D'PASTA HAUS
Statement of Financial Position
For the Years Ended December 31, 2024-2028
Notes 2024 2025 2026 2027 2028
Assets
Current Assets
Cash ₱ 530,233.84 ₱ 915,344.66 ₱ 1,352,677.48 ₱ 1,848,903.75 ₱ 2,408,257.43
Inventory- Raw Materials 17,590.05 18,276.06 18,988.83 19,729.39 20,498.84
Packaging Supplies 1,670.00 1,735.13 1,802.80 1,873.11 1,946.16
Office Supplies 592.50 615.61 639.62 664.56 690.48
Cleaning supplies 146.75 152.47 158.42 164.60 171.02
Comfort room supplies 89.00 92.47 96.08 99.82 103.72
Kitchen supplies 27,235.55 28,297.74 29,401.35 30,548.00 31,739.37
Total Current Assets ₱ 577,557.70 ₱ 964,514.14 ₱ 1,403,764.58 ₱ 1,901,983.24 ₱ 2,463,407.02
Non-Current Assets
Land 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00
Building (Net) 16 1,333,891.65 1,299,689.30 1,265,486.95 1,231,284.60 1,197,082.25
Office Equipment (Net) 17 22,295.00 19,110.00 15,925.00 12,740.00 9,555.00
Kitchen Equipment (Net) 18 160,512.85 140,347.70 120,182.55 100,017.40 79,852.24
Safety Equipment (Net) 19 3,601.71 2,874.429 2,147.14 1,419.86 692.57
Furniture and Fixtures (Net) 20 202,397.83 175,091.67 147,785.50 120,479.33 93,173.17
Total Non-Cuirrent Assets ₱ 2,722,699.05 ₱ 2,637,113.09 ₱ 2,551,527.14 ₱ 2,465,941.19 ₱ 2,380,355.23

Total Assets ₱ 3,300,256.74 ₱ 3,601,627.23 ₱ 3,955,291.71 ₱ 4,367,924.43 ₱ 4,843,762.25

Liabilities & Partners Equity

Liabilities
Current Liabilities:
Utilities Payable 21 ₱ 23,745.61 ₱ 24,613.23 ₱ 25,514.68 ₱ 26,451.30 ₱ 27,424.43
SSS Payable 22 13,860.00 13,860.00 13,860.00 13,860.00 13,860.00
Pag-ibig Payable 23 3,960.00 3,960.00 3,960.00 3,960.00 3,960.00
PhilHealth Payble 24 4,950.00 4,950.00 4,950.00 4,950.00 4,950.00
Income Tax Payable 25 29,041.28 44,673.94 56,838.24 68,856.75 81,425.14
VAT Payble 26 55,292.37 113,446.11 174,608.06 238,932.53 306,581.75
Total Liabilities ₱ 130,849.27 ₱ 205,503.28 ₱ 279,730.98 ₱ 357,010.58 ₱ 438,201.32
Partners Equity
Andalis, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Gabutero, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Melocoton, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Muleta, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Nicoyco, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Vestido, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Villadar, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Villanueva, Capital 396,175.93 424,515.49 459,445.09 501,364.23 550,695.12
Total Partners Equity 3,169,407.48 3,396,123.95 3,675,560.74 4,010,913.85 4,405,560.93
Total Liabilities and Partners Equity ₱ 3,300,256.74 ₱ 3,601,627.23 ₱ 3,955,291.71 ₱ 4,367,924.43 ₱ 4,843,762.25

Table 5.7: Projected Statement of Cash Flow

109
 D'PASTA HAUS
Projected Statement of Cash Flows
For the Years Ended December 31, 2024-2028

2024 2025 2026 2027 2028

Cash Flow From Opearting Activities
Net income ₱ 338,814.95 ₱ 453,432.96 ₱ 558,873.57 ₱ 670,706.21 ₱ 789,294.17
Depreciation 85,585.95 85,585.95 85,585.95 85,585.95 85,585.95
Operating Profit ₱ 424,400.90 ₱ 539,018.91 ₱ 644,459.52 ₱ 756,292.17 ₱ 874,880.12
Net changes in assets and liabilities:
Change in Inventory (17,590.05) (686.01) (712.77) (740.56) (769.45)
Change in Packaging Supplies (1,670.00) (65.13) (67.67) (70.31) (73.05)
Change in Office Supplies (592.50) (23.11) (24.01) (24.95) (25.92)
Change in Cleaning supplies (146.75) (5.72) (5.95) (6.18) (6.42)
Change in Comfort room supplies (89.00) (3.47) (3.61) (3.75) (3.89)
Change in Kitchen supplies (27,235.55) (1,062.19) (1,103.61) (1,146.65) (1,191.37)
Change in Liabilities 130,849.27 74,654.01 74,227.70 77,279.61 81,190.74
Other Adjustments 70,000 - - - -
Net Cash Flow from Operating Activities ₱ 577,926.32 ₱ 611,827.29 ₱ 716,769.61 ₱ 831,579.38 ₱ 954,000.76
Cash Flow from Investing Activities
Land - - - - -
Building - - - - -
Office Equipment - - - - -
Furniture and Fixtures - - - - -
Kitchen Equipment - - - - -
Safety Equipment - - - - -
Net Cash Flow from Investing Activities - - - - -

Cash Flow from Finacing Activities

Partners Contribution
Additional fund
Partners Drawing (169,407.48) (226,716.48) (279,436.79) (335,353.11) (394,647.08)
Net Cash Flow from Financing Activities (169,407.48) (226,716.48) (279,436.79) (335,353.11) (394,647.08)

Increase in Cash 408,518.84 385,110.81 437,332.83 496,226.27 559,353.68

Add: Begenning Cash Balance 121,715.00 530,233.84 915,344.66 1,352,677.48 1,848,903.75
Ending Cash Balance ₱ 530,233.84 ₱ 915,344.66 ₱ 1,352,677.48 ₱ 1,848,903.75 ₱ 2,408,257.43

110
 Table 5.8: Supporting Notes
Note 1: Sales
Products Selling Price Qty. sold Per week Sales Per Week Annual Sales

ANY KIND OF PASTA w/ ANY KIND OF SAUCE 299.00 25 ₱ 7,475.00 ₱ 388,700.00

UNLI PASTA W/BURGER/DRINKS 299.00 20 5,980.00 ₱ 310,960.00
UNLI PASTA W/BUTTER SQUASH FRIES/GARLIC BREAD/DRINKS
299.00 25 7,475.00 ₱ 388,700.00
UNLI PASTA W/LUMPIANG SHANGHAI/SQUASH CHIPS/DRINKS
299.00 20 5,980.00 ₱ 310,960.00
UNLI PASTA W/PIZZA/DRINKS 299.00 20 5,980.00 ₱ 310,960.00
UNLI PASTA W/GARLIC BREAD/SQUASH CHIPS/DRINKS
299.00 20 5,980.00 ₱ 310,960.00
UNLI PASTA W/AMERICAN BURGER/DRINKS 299.00 25 7,475.00 ₱ 388,700.00
UNLI PASTA W/LUMPIANG SHANGHAI/FRIES/DRINKS299.00 20 5,980.00 ₱ 310,960.00
UNLI PASTA WGARLIC BREAD/ICE CREAM/DRINKS 299.00 20 5,980.00 ₱ 310,960.00

PIZZA 179.00 15 2,685.00 ₱ 139,620.00

LUMPIA SHANGHAI 49.00 15 735.00 ₱ 38,220.00
GARLIC BREAD 59.00 15 885.00 ₱ 46,020.00
BUTTERNUT SQUASH FRIES 49.00 15 735.00 ₱ 38,220.00
PASTA BURGER 89.00 15 1,335.00 ₱ 69,420.00
HAM BURGER 69.00 20 1,380.00 ₱ 71,760.00
CHEESEBURGER 79.00 15 1,185.00 ₱ 61,620.00
AMERICAN BURGER 89.00 15 1,335.00 ₱ 69,420.00
VEGGIE BURGER 89.00 15 1,335.00 ₱ 69,420.00
HAM & CHEESEBURGER 89.00 15 1,335.00 ₱ 69,420.00
SQUASH CHIPS 49.00 15 735.00 ₱ 38,220.00
PASTA SALAD 149.00 15 2,235.00 ₱ 116,220.00

DESERT
GELATO ICE CREAM- Cone 49.00 15 735.00 ₱ 38,220.00
Cup 69.00 15 1,035.00 ₱ 53,820.00

DRINKS
WINTERMELON MILKTEA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
OKINAWA MILKTEA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
MATCHA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
COOKIES AND CREAM MILKTEA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
STRAWBERRY MILKTEA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
TARO MILKTEA
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
DARK CHOCOLATE
Classic 69.00 15 1,035.00 ₱ 53,820.00
Premium 79.00 15 1,185.00 ₱ 61,620.00
FRESH FRUIT SHAKE
Mango 69.00 15 1,035.00 ₱ 53,820.00
Pineapple 69.00 15 1,035.00 ₱ 53,820.00
Banana 69.00 15 1,035.00 ₱ 53,820.00
Strawberry 89.00 15 1,335.00 ₱ 69,420.00
Avocado 69.00 15 1,035.00 ₱ 53,820.00
Melon 69.00 15 1,035.00 ₱ 53,820.00

CUCUMBER LEMONADE 49.00 25 1,225.00 ₱ 63,700.00

ICE TEA 49.00 25 1,225.00 ₱ 63,700.00
BREWED COFFEE 39.00 20 780.00 ₱ 40,560.00

111
BARKADA MEAL 1 (2-6PAX) 699.00 5 3,495.00 ₱ 181,740.00
CARBONARA
LUMPIA SHANGHAI
CHEESEBURGER
1 PITCHER ICED TEA

BARKADA MEAL 2 (2-6PAX) 699.00 5 3,495.00 ₱ 181,740.00

SPAGHETTI
BUTTER SQUASH FRIES
HAMBURGER
1 PITCHER ICED TEA

MENU (BUNDLE)
PACKAGE 1 999.00 5 4,995.00 ₱ 259,740.00
CARBONARA
3 HAMBURGERS
QUASH CHIPS
LUMPIA SHANGHAI

PACKAGE 2 999.00 5 4,995.00 ₱ 259,740.00

SPAGHETTI
LUMPIA SHANGHAI 25pcs)
BUTTER QUASH FRIES
GARLIC BREAD

PACKAGE 3 999.00 5 4,995.00 ₱ 259,740.00

PASTA SALAD
3 VEGGIE BURGER
LUMPIANG SHANGHAI
PIZZA 2 BOX

Total ₱ 123,245.00 ₱ 6,408,740.00

Less: Output Tax 12% ₱ 769,048.80
Total Sales ₱ 5,639,691.20

111
Note 2: Cost of Good Sold
Products Unit Cost Quantity Per week Total Cost Per Week Cost of Sales

ANY KIND OF PASTA w/ ANY KIND OF SAUCE 169.48 25 ₱ 4,236.88 ₱ 220,317.50

UNLI PASTA W/BURGER/DRINKS 188.15 20 3,762.94 ₱ 195,672.88
UNLI PASTA W/BUTTER SQUASH FRIES/GARLIC BREAD/DRINKS 188.04 25 4,700.88 ₱ 244,445.50
UNLI PASTA W/LUMPIANG SHANGHAI/SQUASH CHIPS/DRINKS 188.04 20 3,760.70 ₱ 195,556.40
UNLI PASTA W/PIZZA/DRINKS 188.04 20 3,760.70 ₱ 195,556.40
UNLI PASTA W/GARLIC BREAD/SQUASH CHIPS/DRINKS 188.04 20 3,760.70 ₱ 195,556.40
UNLI PASTA W/AMERICAN BURGER/DRINKS 188.15 25 4,703.68 ₱ 244,591.10
UNLI PASTA W/LUMPIANG SHANGHAI/FRIES/DRINKS 188.04 20 3,760.70 ₱ 195,556.40
UNLI PASTA WGARLIC BREAD/ICE CREAM/DRINKS 188.04 20 3,760.70 ₱ 195,556.40

PIZZA 87.38 15 1,310.70 ₱ 68,156.40

LUMPIA SHANGHAI 5.67 15 85.05 ₱ 4,422.60
GARLIC BREAD 7.10 15 106.54 ₱ 5,539.95
BUTTERNUT SQUASH FRIES 9.33 15 139.95 ₱ 7,277.40
PASTA BURGER 40.20 15 603.00 ₱ 31,356.00
HAM BURGER 18.67 20 373.44 ₱ 19,418.88
CHEESEBURGER 24.74 15 371.10 ₱ 19,297.20
AMERICAN BURGER 29.34 15 440.10 ₱ 22,885.20
VEGGIE BURGER 35.89 15 538.35 ₱ 27,994.20
HAM & CHEESEBURGER 35.99 15 539.85 ₱ 28,072.20
SQUASH CHIPS 7.69 15 115.35 ₱ 5,998.20
PASTA SALAD 35.69 15 535.35 ₱ 27,838.20

DESERT
GELATO ICE CREAM- Cone 18.29 15 274.35 ₱ 14,266.20
Cup 20.49 15 307.35 ₱ 15,982.20

DRINKS
WINTERMELON MILKTEA
Classic 27.42 15 411.30 ₱ 21,387.60
Premium 31.23 15 468.45 ₱ 24,359.40
OKINAWA MILKTEA
Classic 27.42 15 411.30 ₱ 21,387.60
Premium 31.23 15 468.45 ₱ 24,359.40
MATCHA
Classic 31.52 15 472.73 ₱ 24,581.70
Premium 36.69 15 550.35 ₱ 28,618.20
COOKIES AND CREAM MILKTEA
Classic 27.42 15 411.30 ₱ 21,387.60
Premium 31.23 15 468.45 ₱ 24,359.40
STRAWBERRY MILKTEA
Classic 30.84 15 462.60 ₱ 24,055.20
Premium 35.79 15 536.85 ₱ 27,916.20
TARO MILKTEA
Classic 27.42 15 411.30 ₱ 21,387.60
Premium 31.23 15 468.45 ₱ 24,359.40
DARK CHOCOLATE
Classic 19.11 15 286.65 ₱ 14,905.80
Premium 33.15 15 497.25 ₱ 25,857.00
FRESH FRUIT SHAKE
Mango 35.00 15 525.03 ₱ 27,301.56
Pineapple 24.00 15 360.03 ₱ 18,721.56
Banana 24.00 15 360.03 ₱ 18,721.56
Strawberry 60.00 15 900.03 ₱ 46,801.56
Avocado 43.50 15 652.53 ₱ 33,931.56
Melon 42.00 15 630.03 ₱ 32,761.56

CUCUMBER LEMONADE 28.70 25 717.50 ₱ 37,310.00

ICE TEA 18.56 25 464.00 ₱ 24,128.00
BREWED COFFEE 7.20 20 144.00 ₱ 7,488.00

112
 Note 4: Utilities
BARKADA MEAL 1 (2-4 PAX) 324.41 5 1,622.07 ₱ 84,347.64
Kilowatt per
CARBONARA Estimated
Description (machinery or equipment requiring Hour Total Amount Consumption per
LUMPIA SHANGHAI electricity) Consumed per Annual Amount Consumption
Consumption Month
Month
CHEESEBURGER Per Day
1 Pasta MakerICED
PITCHER Machine
TEA 1.8 54 ₱ 501.28 ₱ 6,015.38
Blender 2pcs 2 60 556.98 6,683.76
Oven 2.25 67.5 626.60 7,519.23
BARKADA MEAL 2 (2-4 PAX) 337.78 5 1,688.88 ₱ 87,821.50
Burger Grill 1.75 52.5 487.36 5,848.29
SPAGHETTI
Refrigerator 7.2 216 2,005.13 24,061.54
BUTTER
Frezzer SQUASH FRIES 5.28 158.4 1,470.43 17,645.13
HAMBURGER
Ice Cream Maker 2.2 66 612.68 7,352.14
1 Coffee
PITCHER MakerICED TEA 2.32 69.6 646.10 7,753.16
Dough Mixer 1.2 36 334.19 4,010.26
Meat Grinder MENU (BUNDLE) 1.6 48 445.58 5,347.01
Pos Computer Set 3 90 835.47 10,025.64
PACKAGE 1 424.83 5 2,124.13 ₱ 110,454.50
Aircon 5pcs 30 900 8,354.70 100,256.40
CARBONARA
Hand Dryer 2.24 67.2 623.82 7,485.81
3 Pin
HAMBURGERS
Light 0.108 3.24 30.08 360.92
QUASH
Circular CHIPS
Lamp 0.384 11.52 106.94 1,283.28
LUMPIA SHANGHAI
Flourescent Lamp 0.216 6.48 60.15 721.85
Wall Lamp 0.18 5.4 50.13 601.54
Total Electricity
PACKAGE 2 443.79 5 17,747.61 2,448.56 212,971.33
₱ 127,325.25
Water
SPAGHETTI 1,500.00 18,000.00
Internet 1,499.00 17,988.00
LUMPIA SHANGHAI 25pcs)
Total Utilities ₱ 20,746.61 ₱ 248,959.33
BUTTER QUASH FRIES
GARLIC BREAD
Note 5: Depreciation- Office Equipment
PACKAGE 3 Quantity Unit Cost 5
489.71 Total Cost Useful
2,218.95Life₱ Depreciation
115,385.40
POS Computer
PASTA SALAD Set 1 25,480.00 25,480.00 8 3,185.00
3 Total
VEGGIE BURGER ₱ 25,480.00 3,185.00
LUMPIANG SHANGHAI
PIZZA 2 BOX

Total ₱ 63,129.53 ₱ 3,282,735.56

Note 3: Compensation Expense

Salaries 1,188,000.00
13th Month Pay 99,000.00
SSS- Employer share 112,860.00
Pag-ibig- Employer share 23,760.00
PhilHealth- Employer shhare 29,700.00
Compensation Expense 1,453,320.00

Compensation Cost Employees Contribution Employer Contribution

Monthly
Staff Daily Salary Annual Salary Pag-ibig 2% SSS 4.5% PhilHealth 2.5% SSS 9.50% Pag-ibig 2% PhilHealth 2.50%
Salary
Manager 1 ₱ 1,200.00 ₱30,000.00 ₱ 360,000.00 ₱ 7,200.00 ₱ 16,200.00 ₱ 9,000.00 34,200.00 7,200.00 9,000.00
Chef 1 ₱ 800.00 ₱20,000.00 ₱ 240,000.00 ₱ 4,800.00 ₱ 10,800.00 ₱ 6,000.00 22,800.00 4,800.00 6,000.00
Cashier 1 ₱ 600.00 ₱15,000.00 ₱ 180,000.00 ₱ 3,600.00 ₱ 8,100.00 ₱ 4,500.00 17,100.00 3,600.00 4,500.00
Services Crew 2 ₱ 480.00 ₱24,000.00 ₱ 288,000.00 ₱ 5,760.00 ₱ 12,960.00 ₱ 7,200.00 27,360.00 5,760.00 7,200.00
Dishwasher 1 ₱ 400.00 ₱10,000.00 ₱ 120,000.00 ₱ 2,400.00 ₱ 5,400.00 ₱ 3,000.00 11,400.00 2,400.00 3,000.00
Total ₱99,000.00 ₱ 1,188,000.00 ₱ 23,760.00 ₱ 53,460.00 ₱ 29,700.00 112,860.00 23,760.00 29,700.00

113
Note 7: Depreciation Building
Total Cost
Concreting 195,842.23
Masonry 151,805.73
Rebar 96,605.73
Scaffold 54,105.73
Roofing 117,314.23
Hardware 60,835.73
Lumber 72,214.23
Wind/Glazing 56,170.73
Plumbing 53,864.31
Electrical 357,432.07
Tinsmithry 41,845.73
Prefab 55,875.73
Painting 54,181.81
Total 1,368,094.00
Useful Life 40
Depreciation- Builduing 34,202.35

Note 8: Depreciation- Furniture and Fixtures

Quantity Unit Cost Total Cost Useful Life Depreciation
Four seaters Table and Chairs 12 pcs 2,500.00 30,000.00 5 6,000.00
Stool Chair 7pcs 450.00 3,150.00 5 630.00
Airconditioner 5 pcs 34,990.00 174,950.00 10 17,495.00
Bathroom sink 4pcs 1,880.00 7,520.00 10 752.00
Toilet Bowl 2 pcs 4,380.00 8,760.00 10 876.00
Tissue holder 3 pcs 145.00 435.00 10 43.50
Hand Dryer 1 pc 2,999.00 2,999.00 3 999.67
Kitchen Sink 2pcs 580.00 1,160.00 8 145.00
Note
Clock6: Depreciation- Kitchen Equipment 2 pcs 365.00 730.00 2 365
Total Quantity Unit Cost Total Cost Useful Life Depreciation
229,704.00 27,306.17
Pasta Machine 1 pc 3,600.00 3,600.00 8 450
Stove 2pcs 14,600.00 29,200.00 12 2,433
Deep
Note Fryer
9: Depreciation- Safety Equipment 1 pc 3,900.00 3,900.00 5 780
Blender 2 pcs
Quantity 1,190.00
Unit Cost 2,380.00
Total Cost Useful Life8 Depreciation
298
Oven
Fire Extinguisher 2pcs
1 4,500.00
1,100.00 9,000.00
1,100.00 10 900
110.00
Burger Grill
First Aid kit 1 1pc 8,299.00
399.00 8,299.00
399.00 53 1,660
133.00
Refrigerator
Fire Hoses 2 pcs
1 20,000.00
1,800.00 40,000.00
1,800.00 12
10 3,333
180.00
Frezzer
Wet Floor signs 1pcs
2 29,000.00
220.00 29,000.00
440.00 122 2,417
220.00
Ice
FireCream
Alarm Maker 1pc
1 18,250.00
590.00 18,250.00
590.00 7 2,607
84.29
Coffee
Total Maker 1pc 10,500.00 10,500.00
4,329.00 5 2,100
727.29
Dough Mixer 1pc 15,000.00 15,000.00 8 1,875
Gas tank 3 pcs 1,750.00 5,250.00 10 525
Meat Grinder 1 pc 6,299.00 6,299.00 8 787
Total 180,678.00 20,165.15

114
Note 11: Comfort Room Supplies
Quantity Unit Cost Total Cost
Bathroom Tissue 5 pack 160/pack 800.00
Hand soap 5pcs 90/pc 450.00
Bathroom deodorizer 6 pcs 60/pc 360.00
Bucket 2pcs 85/pc 170.00
Total 1,780.00

Note 12: Kitchen Supplies

Quantity Unit Cost Total Cost
Pasta Pot 2 pcs 1,900.00 3,800.00
Plates 10 set(12pcs per set) 690.00 6,900.00
Spoon 10 set(12pcs per set) 250.00 2,500.00
Fork 10 set(12pcs per set) 250.00 2,500.00
Wooden Spoon 1 set 190.00 190.00
Measuring Cup 2 set 80.00 160.00
Pizza Board 10 pcs 120.00 1,200.00
Cutting Board 2 pcs 65.00 130.00
Pizza Cutter 3 pcs 45.00 135.00
Grater 2 pcs 35.00 70.00
Fries Cutter 1 pc 350.00 350.00
Peeler 3 pcs 20.00 60.00
Strainer 5pcs 85.00 425.00
Tongs 5 pcs 55.00 275.00
Spatula 5 pcs 45.00 225.00
Knife 1 set 299.00 299.00
Straight Round Hiigh Ball Drinking Glas 10 set 180.00 1,800.00
Small glass Cup Transparent 10 set 210.00 2,100.00
Glass Rack 5 pcs 280.00 1,400.00
Dish Rack 2 pcs 2,000.00 4,000.00
weighing scale 1 pc 150.00 150.00
Total 28,669.00

Note 13: Packaging Supplies

Quantity Unit Cost Total Cost
Food 10:
Note Container
Cleaning Supplies 10 set(10pcs per set) 130.00 1,300.00
Quantity Unit Cost Total Cost
Plastic
Broom
Cup 4 set(25pcs
2
per set) 175.00
90.00
700.00
180.00
Plastc Straw
Dustpan 1 set(100 pcs)
2 170.00
120.00 170.00
240.00
Trash bin 3 160.00 480.00
Burger wrapper
Floor mop bucket 2 pack 1 35.00
230.00 70.00
230.00
Pizza Box
Glass window cleaner 100 pcs1 11.00
220.00 1,100.00
220.00
Sponge 1 set 135.00 135.00
Total
Towel 2 set 95.00 3,340.00
190.00
Fabric cleaner 5 45.00 225.00
Kitchen cleaner 2 170.00 340.00
Bathroom cleaner 2 120.00 240.00
Dishwahing liquid 1 gl. 135.00 135.00
Toilet Brush 2 75.00 150.00
Squeege 2 85.00 170.00
Total 2,935.00

115
Note 14: Office Supplies
Quantity Unit Cost Total Cost
Thermal paper 10 rolls 245.00 245.00
Pencil 1 box 120.00 120.00
Ballpen 1 box 145.00 145.00
Record Book 5 pcs 65.00 325.00
Scissor 2 pcs 25.00 50.00
Calculator 1 130.00 130.00
Paper Clips 1 box 25.00 25.00
Tape 3 10.00 30.00
Stapler 1 115.00 115.00
Total 1,185.00

Note 15: Organizational Cost

Marketing Expense 20,000.00 20,780.00 21,590.42 22,432.45 23,307.31
Permits and Licenses 27,160.00 5,410.00 5,410.00 5,410.00 5,410.00

Total 47,160.00 26,190.00 27,000.42 27,842.45 28,717.31

Permits and Licenses

Barangay Clerance 500.00 500.00 500.00 500.00 500.00
Buidling Permit 15,000.00
Bureau of Internal Revenue 560.00 560.00 560.00 560.00 560.00
Business/Mayor Permit 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00
Cedula of community Tax 350.00 350.00 350.00 350.00 350.00
Fire Safety Inspection Certificate 200.00 200.00 200.00 200.00 200.00
Securities and Exchange Commission Registration 6,750.00
Sanitary Permit 300.00 300.00 300.00 300.00 300.00
Total 27,160.00 5,410.00 5,410.00 5,410.00 5,410.00

Note 16: Building (Net)

2024 2025 2026 2027 2028
Concreting 195,842.23 195,842.23 195,842.23 195,842.23 195,842.23
Masonry 151,805.73 151,805.73 151,805.73 151,805.73 151,805.73
Rebar 96,605.73 96,605.73 96,605.73 96,605.73 96,605.73
Scaffold 54,105.73 54,105.73 54,105.73 54,105.73 54,105.73
Roofing 117,314.23 117,314.23 117,314.23 117,314.23 117,314.23
Hardware 60,835.73 60,835.73 60,835.73 60,835.73 60,835.73
Lumber 72,214.23 72,214.23 72,214.23 72,214.23 72,214.23
Wind/Glazing 56,170.73 56,170.73 56,170.73 56,170.73 56,170.73
Plumbing 53,864.31 53,864.31 53,864.31 53,864.31 53,864.31
Electrical 357,432.07 357,432.07 357,432.07 357,432.07 357,432.07
Tinsmithry 41,845.73 41,845.73 41,845.73 41,845.73 41,845.73
Prefab 55,875.73 55,875.73 55,875.73 55,875.73 55,875.73
Painting 54,181.81 54,181.81 54,181.81 54,181.81 54,181.81
Total 1,368,094.00 1,368,094.00 1,368,094.00 1,368,094.00 1,368,094.00
Less: Accumulated Depreciation
- 34,202.35 68,404.70 102,607.05 136,809.40
Less: Current Year's Depreciation
34,202.35 34,202.35 34,202.35 34,202.35 34,202.35
Building (Net) 1,333,891.65 1,299,689.30 1,265,486.95 1,231,284.60 1,197,082.25

117
Note 17: Office Equipment (Net)
2024 2025 2026 2027 2028
POS Computer Set 25,480.00 25,480.00 25,480.00 25,480.00 25,480.00
Total 25,480.00 25,480.00 25,480.00 25,480.00 25,480.00
Less: Accumulated Depreciation - 3,185.00 6,370.00 9,555.00 12,740.00
Less: Current Year's Depreciation 3,185.00 3,185.00 3,185.00 3,185.00 3,185.00
Office Equipment (Net) 22,295.00 19,110.00 15,925.00 12,740.00 9,555.00

Note 18: Kitchen Equipment (Net)

2024 2025 2026 2027 2028
Pasta Machine 3,600.00 3,600.00 3,600.00 3,600.00 3,600.00
Stove 29,200.00 29,200.00 29,200.00 29,200.00 29,200.00
Deep Fryer 3,900.00 3,900.00 3,900.00 3,900.00 3,900.00
Blender 2,380.00 2,380.00 2,380.00 2,380.00 2,380.00
Oven 9,000.00 9,000.00 9,000.00 9,000.00 9,000.00
Burger Grill 8,299.00 8,299.00 8,299.00 8,299.00 8,299.00
Refrigerator 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00
Frezzer 29,000.00 29,000.00 29,000.00 29,000.00 29,000.00
Ice Cream Maker 18,250.00 18,250.00 18,250.00 18,250.00 18,250.00
Coffee Maker 10,500.00 10,500.00 10,500.00 10,500.00 10,500.00
Dough Mixer 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00
Gas tank 5,250.00 5,250.00 5,250.00 5,250.00 5,250.00
Meat Grinder 6,299.00 6,299.00 6,299.00 6,299.00 6,299.00
Total 180,678.00 180,678.00 180,678.00 180,678.00 180,678.00
Less: Accumulated Depreciation 0 20,165.15 40,330.30 60,495.45 80,660.60
Less: Current Year's Depreciation 20,165.15 20,165.15 20,165.15 20,165.15 20,165.15
Kitchen Equipment (Net) 160,512.85 140,347.70 120,182.55 100,017.40 79,852.24

Note 19: Safety Equipment (Net)

2024 2025 2026 2027 2028
Fire Extinguisher 1,100.00 1,100.00 1,100.00 1,100.00 1,100.00
First Aid kit 399.00 399.00 399.00 399.00 399.00
Fire Hoses 1,800.00 1,800.00 1,800.00 1,800.00 1,800.00
Wet Floor signs 440.00 440.00 440.00 440.00 440.00
Fire Alarm 590.00 590.00 590.00 590.00 590.00
Total 4,329.00 4,329.00 4,329.00 4,329.00 4,329.00
Less: Accumulated Depreciation - 727.29 1,454.57 2,181.86 2,909.14
Less: Current Year's Depreciation 727.29 727.29 727.29 727.29 727.29
Safety Equipment (Net) 3,601.71 2,874.43 2,147.14 1,419.86 692.57

118
Note 20: Furniture and Fixtures (Net)
2024 2025 2026 2027 2028
Four seaters Table and Chairs 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00
Stool Chair 3,150.00 3,150.00 3,150.00 3,150.00 3,150.00
Airconditioner 174,950.00 174,950.00 174,950.00 174,950.00 174,950.00
Bathroom sink 7,520.00 7,520.00 7,520.00 7,520.00 7,520.00
Toilet Bowl 8,760.00 8,760.00 8,760.00 8,760.00 8,760.00
Tissue holder 435.00 435.00 435.00 435.00 435.00
Hand Dryer 2,999.00 2,999.00 2,999.00 2,999.00 2,999.00
Kitchen Sink 1,160.00 1,160.00 1,160.00 1,160.00 1,160.00
Clock 730.00 730.00 730.00 730.00 730.00
Total 229,704.00 229,704.00 229,704.00 229,704.00 229,704.00
Less: Accumulated Depreciation - 27,306.17 54,612.33 81,918.50 109,224.67
Less: Current Year's Depreciation 27,306.17 27,306.17 27,306.17 27,306.17 27,306.17
Furniture and Fixtures(Net) 202,397.83 175,091.67 147,785.50 120,479.33 93,173.17

Note 21: Utilities Payable 2024 2025 2026 2027 2028

Monthly Electricity 20,746.61 21,555.73 22,396.40 23,269.86 24,177.39
Monthly Water 1,500.00 1,558.50 1,619.28 1,682.43 1,748.05
Monthly Internet 1,499.00 1,499.00 1,499.00 1,499.00 1,499.00
Utilities Payable 23,745.61 24,613.23 25,514.68 26,451.30 27,424.43

Note 22: SSS Payable 2024 2025 2026 2027 2028

Employee's Share 4,455.00 4,455.00 4,455.00 4,455.00 4,455.00
Employer's Share 9,405.00 9,405.00 9,405.00 9,405.00 9,405.00
SSS Payable 13,860.00 13,860.00 13,860.00 13,860.00 13,860.00

Note 23: Pag-ibig Payable 2024 2025 2026 2027 2028

Employee's Share 1,980.00 1,980.00 1,980.00 1,980.00 1,980.00
Employer's Share 1,980.00 1,980.00 1,980.00 1,980.00 1,980.00
Pag-ibig Payable 3,960.00 3,960.00 3,960.00 3,960.00 3,960.00

Note 24: PhilHealth Payable 2024 2025 2026 2027 2028

Employee's Share 2,475.00 2,475.00 2,475.00 2,475.00 2,475.00
Employer's Share 2,475.00 2,475.00 2,475.00 2,475.00 2,475.00
PhilHealth Payable 4,950.00 4,950.00 4,950.00 4,950.00 4,950.00

Note 25: Income Tax Payable 2024 2025 2026 2027 2028
Income Tax of the Current Year 145,206.41 194,328.41 239,517.24 287,445.52 338,268.93
Income Tax of the Previous Year - 29,041.28 44,673.94 56,838.24 68,856.75
Less: Portion Paid 116,165.13 178,695.75 227,352.95 275,427.01 325,700.54
Income Tax Payable 29,041.28 44,673.94 56,838.24 68,856.75 81,425.14

Note 26: VAT Payable 2024 2025 2026 2027 2028

Output Tax from Sales 769,048.80 807,501.24 847,876.30 890,270.12 934,783.62
Less: Input Tax from purchases 105,540.31 109,656.38 113,932.98 118,376.37 122,993.05
Tax Due for the Year 663,508.49 697,844.86 733,943.32 771,893.75 811,790.58
Add: Payable from previous Year - 55,292.37 113,446.11 174,608.06 238,932.53
Less:Portion paid for 10 months 608,216.12 639,691.12 672,781.38 707,569.27 744,141.36
VAT Payable 55,292.37 113,446.11 174,608.06 238,932.53 306,581.75

119
 Ratios Analysis
Solvency Ratios 2024 2025
Debt-to-Equity Ratio= Total Liabilities 130,849.27 4.13% 205,503.28 5.59%
Total Equity 3,169,407.48 3,396,123.95
Debt Ratio= Total Liabilities 130,849.27 3.96% 205,503.28 5.71%
Total Assets 3,300,256.74 3,601,627.23

Equity Ratio= Total Equity 3,169,407.48 96.04% 3,396,123.95

Total Assets 3,300,256.74 3,601,627.23 94.29%

Cash Flow from Operations to Total Liabilities= Cash Flow from Operation 577,926.32 441.67% 611,827.29 297.72%
Total Liabilities 130,849.27 205,503.28
Profitability Ratios
Gross Profit Margin= Gross Profit 2,356,955.64 41.79% 2,510,913.51 42.40%
Net Sales 5,639,691.20 5,921,675.76
Net Income Margin= Net Income 338,814.95 6.01% 453,432.96
Net Sales 5,639,691.20 5,921,675.76 7.66%
Return on Investment= Net Income 338,814.95 11.29% 453,432.96 15.11%
Investment 3,000,000.00 3,000,000.00
Liquidity Ratios
Current Ratio= Current Assets 577,557.70 4.41 964,514.14 4.69
Current Liabilities 130,849.27 205,503.28
Quick Ratio= Quick Assets 530,233.84 4.05 915,344.66 4.45

120
Current Liabilities 130,849.27 205,503.28
Table 5.9: Ratio Analysis
Financial Ratios and Analysis (Quantitative & Qualitative)
Solvency Ratios:

The debt-to-equity ratio indicates the proportion of debt financing relative to

equity financing. In 2024, the ratio will be 4.13%, meaning that for every peso of

equity, the D’Pasta Haus will have P0.0413 in debt. Over the years, this ratio has been

steadily increasing, reaching 9.95% in 2028. The increasing trend indicates a growing

reliance on debt compared to equity for financing, which could potentially increase

financial risk.

The debt ratio compares the D’Pasta Haus's total liabilities to its total assets,

showing the proportion of assets financed by debt. In 2024, the ratio will be 3.96%,

indicating that about 3.96% of the company's assets are financed by debt. The debt

ratio has been increasing over the years, reaching 9.05% in 2028. This reality suggests

an increasing reliance on debt to finance assets.

The equity ratio compares the D’Pasta Haus's total equity to its total assets,

showing the proportion of assets financed by equity. In 2024, the ratio will be

96.04%, indicating that 96.04% of the company's assets are financed by equity.

However, this ratio has been decreasing over the years, reaching 90.95% in 2028.

This context suggests that the D’Pasta Haus is relying less on equity financing and

more on debt financing.

The cash flow from operations to total liabilities assesses the D’Pasta Haus's

ability to cover its total liabilities with cash generated from operations. In 2024, the

ratio will be 441.67%, indicating that cash flow from operations is 4.41 times the total

liabilities. Over the years, this ratio has been increasing, reaching 217.71% in 2028. A

higher ratio suggests improved liquidity and a better ability to meet short-term

obligations.

121
Profitability Ratios:

The gross profit margin compares a D’Pasta Haus gross profit to its net sales,

showing the percentage of revenue that exceeds the cost of goods sold. In 2024, the

gross profit margin will be 41.79%, indicating that 41.79% of revenue will be retained

as gross profit. The ratio has remained relatively stable over the years, indicating

consistent efficiency in generating gross profit.

The net income margin compares a D’Pasta Haus's net income to its net sales,

showing the percentage of revenue that translates into net income. In 2024, the net

income margin will be 6.01%, meaning that 6.01% of revenue will remain as net

income. This ratio has been increasing over the years, reaching 11.51% in 2028,

indicating improved profitability.

The return on investment compares a D’Pasta Haus's net income to its

investment, showing the profitability of the investment. In 2024, the ROI will be

11.29%, meaning that the company generated an 11.29% return on its investment.

Over the years, this ratio has been increasing, reaching 26.31% in 2028, indicating

improved efficiency in utilizing invested capital.

Liquidity Ratios:

The current ratio compares D’Pasta Haus's current assets to its current

liabilities, showing its ability to cover short-term liabilities with short-term assets. In

2024, the current ratio will be 4.41, indicating that the company has 4.41 times more

current assets than current liabilities. This ratio has been increasing over the years,

indicating improved liquidity.

The quick ratio is providing a more conservative measure of liquidity. In 2024,

the quick ratio will be 4.05, meaning that the company will have 4.05 times more

122
quick assets than current liabilities. Like the current ratio, the quick ratio has been

increasing over the years, indicating improving liquidity.

Overall, the analysis suggests that while the D’Pasta Haus is becoming more

leveraged, it is also improving its profitability and liquidity position. However,

increasing reliance on debt should be monitored closely to ensure sustainable growth

and financial stability.

Table 5.10: Investment Analysis

B. Investment Analysis
Net Present Value
Year Expected Cash Flow Present Value Factor 5% Presen Value
1 577,926.32 0.9524 550,406.02
2 611,827.29 0.9070 554,945.39
3 716,769.61 0.8638 619,172.54
4 831,579.38 0.8227 684,142.41
5 954,000.76 0.7835 747,484.56
Total Present Value 3,156,150.92
Less: Investment 3,000,000.00
Net Present Value 156,150.92

Internal Rate of Return

Expected Cash Flow PV Factor in 6.705% Present Value
Cash Inflow 2024 577,926.32 0.9372 541,611.28
Cash Inflow 2025 611,827.29 0.8783 537,352.54
Cash Inflow 2026 716,769.61 0.8231 589,963.68
Cash Inflow 2027 831,579.38 0.7714 641,452.69
Cash Inflow 2028 954,000.76 0.7229 689,643.85
Total 3,000,024.04
Investment 3,000,000.00
Internal Rate of Return 6.705%

Payback Period
Year Expected Cash Flow from Opeartions Investment to be recovered Pay Back Year
0 (3,000,000.00) 3,000,000.00
1 577,926.32 2,422,073.68 1
2 611,827.29 1,810,246.39 1
3 716,769.61 1,093,476.78 1
4 831,579.38 261,897.40 1
5 954,000.76 261,897.40 0.27
Pay Back Period in Years 954,000.76 4.27
4 years and 3 months

123
 The net present value (NPV) of the project is PHP 156,150.92. Since the NPV

is positive, this project is considered financially feasible as it generates more value

than the initial investment. It indicates that, based on the given cash flows and

discount rate, the project is expected to add value to the business.

The internal rate of return (IRR) of the project is 6.705%. This reality

indicates that the project's cash flows generate a return of 6.705%, which is the

discount rate at which the present value of cash inflows equals the initial investment.

In other words, if the discount rate is 6.705% or lower, the project would be

considered financially viable.

The investment will be fully recovered in approximately 4.27 years, as

calculated by the payback period. Moreover, beyond this time frame, all profits will

be attributed to the return on investments and have nothing to do with the capital

contributed by all partners.

Break Even Point 2024 2025 2026 2027 2028

Fixed Cost 1,872,934.28 1,863,152.15 1,875,586.76 1,888,506.32 1,901,929.74
Contribution Margin Ratio 0.417922818 0.42402077 0.430054838 0.436025692 0.441933994
Break Even sale 4,481,531.52 4,394,011.52 4,361,273.48 4,331,181.29 4,303,651.16

Table 5.11: Break-Even Point Analysis

The break-even point shows the amount of product that D’Pasta Haus needs to

produce and sell to cover the total cost of production. So, there are 4,481,531.52 from

2024, 4,394,011.52 from 2025, 4,361,273.48 from 2026, 4,331,181.29 from 2027, and

4,303,651.16 from 2028 products to be sold by D’Pasta Haus in order to cover all the

costs.

124
125
 CHAPTER VI

SOCIO- ECONOMIC ASPECT

Brief Chapter Description

This chapter discusses the potential benefits to society of the proposed

business operation. The business objectives aim to improve the local community by

creating job opportunities, positively impacting both the income and well-being of

employees. It recognizes the potential to contribute to various aspects, such as market

activity, infrastructure, ecology, and population expansion. The benefits extend to

employees and partners, offering competitive wages and financial gains.

The chapter concludes by emphasizing the restaurant’s contribution to the

government through taxes, permits, and licenses, fostering overall national growth

and economic progress.

Social Desirability

The D' Pasta Haus restaurant hopes to improve the social and economic

climate in Himamaylan City and nearby municipalities by giving employees a job. As

a new player in the industry, the company will have the opportunity to profit from and

contribute to market activity, infrastructure, ecological, and population expansion.

Contribution to income to employees and partners

The business's benefits and competitive wages will help its employees. They

will be able to maintain the flow of money in the market as well as the everyday

needs and consumption of their family. When the business grows to a suitable extent,

the partners can withdraw after subtracting their initial investment. Observing
significant occasions like Christmas, birthdays, and team-building activities can foster

a strong foundation between coworkers and partners.

Contribution to the government

Since both the employees and the business pay taxes, the D' Pasta Haus can

benefit the City of Himamaylan. Permits, licenses, and real estate taxes must be paid

by the company. And the money earned goes into the government's general fund,

which supports national growth and economic progress.

Economic Contribution/ Implication

Table 6.1: Monetary Benefit for Employees

Year Salaries Incentives Total

2024 ₱1,081,080.00 166,320.00 ₱1,247,400.00

2025 ₱1,081,080.00 166,320.00 ₱1,247,400.00

2026 ₱1,081,080.00 166,320.00 ₱1,247,400.00

2027 ₱1,081,080.00 166,320.00 ₱1,247,400.00

2028 ₱1,081,080.00 166,320.00 ₱1,247,400.00

Table 6.2: Monetary Benefit for Government

Year Income tax Licenses/ Other fees Total

Permit

2024 ₱145,206.41 ₱27,160.00 - ₱ 172,366.41

2025 ₱194,328.41 ₱5,410.00 - ₱ 199,738.41

2026 ₱239,517.24 ₱5,410.00 - ₱ 244,927.24

2027 ₱287,445.52 ₱5,410.00 - ₱ 292,855.52

2028 ₱338,268.93 ₱5,410.00 - ₱ 343,678.93

126
 CHAPTER VII

PROJECT PLAN IMPLEMNTATION

Duties and Responsibilities of the Proponents

The eight proponents, namely: Rosenie B. Andalis, Janice May R. Gabutero,

Kay G. Melocoton, Rizza M. Muleta, Mary Joy M. Nicoyco, Guen C. Vestido, Fevi

A. Villadar, and Flory Mar S. Villanueva, united as one, exerted efforts on this study.

The goal of personnel management is to attract and maintain the skilled

workforce required for the business organization to achieve its goals and objectives.

Personnel management tasks encompass all aspects relevant and significant to the

business, with each staff member carrying out their designated tasks and obligations.

In line with this, the proponents conducted a face-to-face survey to analyze the

demand and supply dynamics of the company's market. This analysis covered various

aspects, such as product strategy, pricing, packaging, and promotional activities.

Additionally, the proponents took charge of handling the technical aspects of

the project. This included developing the operational flow, devising a manufacturing

plan, designing the project layout, and determining the necessary raw materials,

machinery, and equipment required for the company's operations.

By meticulously executing these tasks, the proponents ensured a thorough

examination of both the market dynamics and the technical requirements of the

project, thereby contributing significantly to the overall success of the endeavor.

127
 Figure 7.1: Gantt Chart

2023 2024
Feb. March April May June July Aug. Sep. Oct. Nov. Dec. Jan.
Conducted Feasibility Study
Procurement of funds

Site Location

File Legal and Business Permits

Construction of Building

Customization of the Restaurant

Procurement of Equipment’s and

Furniture’s

Set Up of Furniture’s and Equipment’s

Hiring of Production Staff

Purchase of raw materials

Advertising and Promotions

Start of Business Operation

128
 CHAPTER VIII

CONCLUSION AND RECOMMENDATION

Conclusions (by Aspect)

After conducting a comprehensive feasibility study that assessed the marketing

aspect, technical aspect, management aspect, financial aspect, and socio-economic

factors, it is concluded that the proposed project is feasible and viable.

Marketing Aspect

Since the survey was completed out of 300 respondents, individuals between

the ages of 20-29 provided the most responses and the marketing components showed

significant value; hence, the suggested business is viable. The demand, supply

analysis, and projected sales of the proposed business are integrated with each other,

and all are valuable data to pursue the proposed business. Therefore, the proponents

concluded that D'Pasta Haus is viable in the market since the target market of the

business was determined by the age group with the highest level of demand for the

product.

Technical Aspect

The D’Pasta Haus gives the best quality of product and service to the

customer, and in the process, it creates a good relationship with the customer. Tools

and equipment are also provided to keep the production process running smoothly and

help the D’Pasta Haus comply with the needs of the customer. Therefore, the

proposed business is technically acceptable.

Management Aspect

Since the given products are distinctive and beneficial to those who care about

their health, the general public is eager to test them out and support them. Customers'

convenience and accessibility are also taken into consideration when making

operation schedules. All the employees have their responsibilities, which they must

complete from opening to closing time. And since it is a food business, the D’Pasta

Haus must strictly follow proper hygiene, sanitation, and waste disposal. Therefore,

the proponents conclude that the business is feasible in terms of management aspects.

Financial Aspect

The financial analysis indicates that D’Pasta Haus's business remains

financially feasible despite the observed trends in solvency, profitability, and

liquidity. While there are concerns regarding the increasing reliance on debt

financing, the company's ability to cover total liabilities with cash flow from

operations, coupled with improving profitability and liquidity, suggests that it is well-

positioned to sustain its operations and generate returns on investment. Additionally,

the positive net present value and internal rate of return further support the feasibility

and attractiveness of the business, indicating that it has the potential to create value

and deliver profitability over the long term. However, continued monitoring of debt

levels and prudent financial management is a necessity since it is crucial to ensuring

sustainable growth and mitigating associated risks.

130
Socio-Economic Aspect

D’Pasta Haus aspires to be a top pasta establishment that will benefit the

project's primary beneficiaries—the proponents' family, society, and its customers—

this business has an impact on the environment, as a whole. The proponents, who take

the risk of selling pasta made in their own style in our nation, do it to raise the

standard of living of their workers and to let customers know how distinctive their

favorite food which is pasta. To meet the demands, the proponents respect the right of

customers to purchase the products offered at a reasonable price. In addition to the

interests of the individual owners, the company was founded to support the expansion

of the economy of the country in which it operates. It will be constructed not just for

personal gains, but also to offer chances for others looking for a way to earn money to

support their daily necessities.

To sum up, the proposed business is truly feasible since the survey conducted

showed great value. The projected demand, projected supply, and projected sales of

the proposed business are integrated with each other. The business offers a unique and

healthy product that the public would be willing to try and support. The proponents

also consider the convenience and accessibility of the customer before establishing

this kind of business. Therefore, D’Pasta Haus is viable on the market after

considering all the data and information necessary to make this business viable and

promising.

Recommendation

Following the completion of this feasibility study entitled, " D'Pasta Haus,"

which includes all of the analysis, surveys, computations, and interviews, the

proponents have developed recommendations that could assist the organization in

131
deciding whether the proposed business is feasible enough to operate in the market. In

short, having a marketing aspect is essential for the success of D'Pasta Haus.

The products and services offered will be completely ineffective without

considering the management aspect. The reason why the proponents should put

marketing strategies in place to build and maintain a competitive business, identify

potential customers, and pick their interest in the products and services that are

offered. D'Pasta Haus offers a diverse selection of high-quality, fresh raw materials

and a newly cooked products as well as the opportunity to sample various types of

pasta dishes.

The proposed project will use better production in the restaurant and will

improve the service process. To compete in the market, the management of D' Pasta

Haus should work to identify effective production methods that will eventually reduce

production costs. Better management leads to greater success. Better management is

more conducive to success by having a clear vision and understanding the business

mission and objectives. When it comes to implementing an organization's rules and

policies, it should prioritize reinforcing goodwill and credibility, as well as ensuring

the good image of its people.

The most important element of any business is its people. Management must

provide better training and incentives to employees in order to improve their

knowledge. This allows the company to achieve efficacy and sufficiency in terms of

profitability. D'Pasta Haus restaurant business provides job development and

employment in Himamaylan City area with the hopes to contribute to the municipal

jurisdiction, to the society and economy.

132
Marketing Aspect

The proponents of D'Pasta Haus recommends understanding what kinds of

products the customers would want, not just young people but also those with

different lifestyles. The proponents suggest finding what makes D'Pasta Haus special

and throwing fun events to keep customers interested. It is also a good idea to use

social media and other online tools to let more people know about D'Pasta Haus.

Technical Aspect

To make sure everything runs smoothly and the food is top-notch, the

proponents suggest using technology and making sure employees are trained well.

The proponents recommend keeping a close eye on the quality of the food and

updating equipment regularly. It is also important to manage the supplies efficiently

in order to avoid waste and make the most of what is available.

Management Aspect

The proponents suggest making things work better by listening to what

customers say and planning ahead for any problems. The proponents recommend

creating a friendly and helpful work environment where everyone knows what they

are responsible for. Equally important is encouraging teamwork and taking care of

each other's tasks can help make things run smoothly.

Financial Aspect

To make sure there is enough money for the business to grow, the proponents

suggest finding new ways to make money besides just selling pasta. The proponents

133
suggest keeping a close watch on the money going in and out and looking for ways to

save money. It is also a good idea to have a strong relationship with people who can

help with money matters.

Socio-Economic Aspect

The proponents say it is important for D'Pasta Haus to be a part of the

community and do things that are good for the environment. The proponents suggest

working with local suppliers and groups to help the local economy and to reduce

waste. It is also important to be a good neighbor by volunteering and doing business

in an honest and fair way.

134
APPENDICES
 ARTICLES OF PARTNERSHIP

OF

D’PASTA HAUS

KNOW ALL MEN BY THESE PRESENTS:

That we, Rosenie B. Andalis, Janice May R. Gabutero, Kay G. Melocoton, Rizza

M. Muleta, Mary Joy M. Nicoyco, Guen C. Vestido, Fevi A. Villadar,

Flory Mar [Link], all Filipinos, of legal ages and residents of Negros

Occidental have agreed to amend a limited partnership under the terms and conditions

herein set forth and subject to the provisions of existing laws of the Republic of the

Philippines;

AND WE HEREBY CERTIFY:

ARTICLE I. That the name of this partnership shall be: D’ Pasta Haus.

ARTICLE II. That the purpose/s for which this partnership is formed is/are: D’ Pasta

Haus. offers different taste of pasta with different kinds of sauces, and other Filipino

dishes or Snacks.

ARTICLE III. That the principal place of the business of this partnership shall be

located at Barangay 2 Poblacion, Himamaylan City, Negros Occidental.

ARTICLE IV. That this partnership will be dissolved if there is a cause of

withdrawal, death, or bankruptcy of any partner.

ARTICLE V. That the names and addresses of the respective business partners are as

follows:

Name: Adress:

Andalis, Rosenie B. Municipality of Binalbagan

Gabutero, Janice May R. Municipality of Binalbagan

Melocoton, Kay G. Municipality of Binalbagan

Muleta, Rizza M. Municipality of Binalbagan

Nicoyco, Mary Joy M. Municipality of Binalbagan

Vestido, Guen C. Municipality of Hinigaran

Villadar, Fevi A. Municipality of Binalbagan

Villanueva, Flory Mar S. Municipality of Lacastellana

ARTICLE VI. That the capital of this partnership shall be the amount of Php

3,000,000 contributed in cash by the business partners, as follows:

Name: Amount

Andalis, Rosenie B. Php 375,000

Gabutero, Janice May R. Php 375,000

Melocoton, Kay G. Php 375,000

Muleta, Rizza M. Php 375,000

Nicoyco, Mary Joy M. Php 375,000

Vestido, Guen C. Php 375,000

Villadar, Fevi A. Php 375,000

Villanueva, Flory Mar S. Php 375,000

ARTICLE VII. That the partnership's profits and losses will be divided and dispersed

in a proportional manner on the ratio of the capital contribution of each partner.

ARTICLE VIII. That this partnership shall be under name of the manager as General

Manager, who shall be in charge of the management of the affairs of the company.
He/She shall have the power to use the partnership's name in otherwise performing

such acts as are necessary and expedient in the management of the firm and to carry

out its lawful purposes

ARTICLE IX. That the partners undertake to change the name of this partnership, as

herein provided or as amended thereafter, immediately upon receipt of notice or

directive from Securities and Exchange Commission that another corporation.

partnership or person has acquired a prior right to the use of that name or that the

name has been declared as misleading, deceptive, confusingly similar to a registered

name, or contrary to public morals, good customs public policy.

 EDITOR

CERTIFICATION
 GRAMMARIAN CERTIFICATE

This is to certify that Mrs. Arlyn A. Abeto, Ph.D., reviewed and went through

all of the pages of the feasibility study entitled "D'Pasta Haus," developed by

Rosenie B. Andalis, Janice May R. Gabutero, Kay G. Melocoton, Rizza M. Muleta,

Mary Joy M. Nicoyco, Guen C. Vestido, Fevi A. Villadar, and Flory Mar S.

Villanueva, aligned with the set of structural rules that govern the composition of

sentences, phrases, and words in the English language, making it clearer to readers.

ARLYN A. ABETO, Ph.D.

Grammarian
 PERMITS

TO

CONDUCT SURVEY
PERMITS

AND

FORMS
QUESTIONNAIRE

AND

RESULTS
 SURVEY QUESTIONNAIRE

PART I: PROFILE OF THE RESPONDENTS

Instructions: Kindly provide the necessary information by putting a check (✓) in the

box of the item that applies to your context.

Name (Optional): _____________________________________________________

Age:

☐15-19 ☐ 30-39 ☐ 50 above

☐20-29 ☐ 40-49

Sex:

☐Male ☐ Female

Monthly Income/Allowance:

☐Php1,000-Php5,000 ☐ Php10,001-Php15,000 ☐ Php20,001 above

☐Php5,001-Php10,000 ☐ Php15,001-Php20,000

PART II:

1.) Do you usually dine outside?

☐ Yes

☐ No

2.) Where do you mainly go to dine?

☐ Golden Plate

☐ Localoco Bistro

☐ PrimiTeabo

☐ Cedie’s Cafe
3.) How often do you visit food establishment within Himamaylan City?

☐ Everyday

☐ Once a month

☐ Once a week

☐ Twice a month

☐ Twice a week

4.) How much do you spend when dining?

☐ Php100-300

☐ Php301-500

☐Php501-700

☐ Php701-900 and Above

5.) Do you usually celebrate an occasion in food establishment within Himamaylan City?
☐ Yes

☐ No

6.) If yes, what kind of occasion?

☐ Birthday

☐ Christening

☐ Anniversary

☐ Wedding

☐ Graduation

7.) Do you eat pasta?

☐ Yes

☐ No
 8.) What kind of Pasta do you usually eat?
☐ Carbonara

☐ Pasta Salad

☐ Spaghetti

☐ Lasagna

Others:

9.) Would you prefer to go to in an establishment that offers pasta products?

☐ Yes

☐ No

10.)How much would you spend in a pasta establishment?

☐ 100-300

☐ 301-500

☐ 501-700

☐ 701-900 above

11.)How often do you go to a pasta establishment?

☐ Once a week

☐ Twice a week

☐ Once a month

☐ Every Occasion

12.)Are you willing to buy the products that the D’Pasta Haus offers?
☐ Yes

☐ No

13.)Would you prefer to buy unlimited pasta?

☐ Yes

☐ No
14.)If yes, how much would you prefer as a price for unlimited pasta?
☐ 200-299

☐ 300-399

☐ 400-499

☐ 500-599

15.) What kind of a pasta sauce would you prefer for unlimited pasta?
☐ Spaghetti sauce

☐ Carbonara sauce

☐ Marinara sauce

☐ Pesto sauce

☐ Creamy garlic sauce

Others: (Please write) __________

16.)What unlimited pasta would you prefer?

☐ Unli pasta with burger/drinks

☐ Unli pasta with nachofries/drinks

☐ Unli pasta with lumpiang shanghai/squash chips/drinks

☐ Unli pasta with pizza/drinks

☐ Unli pasta with garlic bread/kropek/drinks

☐ Unli pasta with chicken nuggets/drinks

17.)What would you prefer in terms of ordering pasta?

☐ Food delivery

☐ Take out

☐ Dine in

18.)What ambiance or design would you prefer for a restaurant?

☐ Wooden style

☐ Vintage style
 ☐ Modern style

19.)Where would you like to get information about pasta establishment?

☐ Social media

☐ Flyers

☐ Blogging

☐ Word of Mouth

Survey Results

The study focused on individuals who enjoy pasta, particularly those who

consider pasta to be a comfort food. D’Pasta Haus is a type of pasta house that is open

to anyone seeking a diverse pasta experience. The proposed business is in high

demand, as evidenced by the survey, which found that among 300 respondents, those

aged 20-29 received the most responses, while those aged 50 and above received the

fewest. The survey also determined that out of 300 respondents, 196(64%) of

respondents were willing to spend between 100-300, and determined that 150(50%) of

respondents visit twice a week visit pasta establishment. In addition, the proponents

discovered that out of 300 respondents, 296 (98.67%) of respondents said they were

willing to buy the products that the D’Pasta Haus offers.

 Age

5.67% 4.00%
23.33% 15-19
19.67%
20-29

30- 39

40-49

50 above
47.33%

Figure 2.1

Figure 1 shows that out of 300 respondents, 70 (23.33%) of the respondents

were 15-19 of age, 142 (47.33%) of the respondents were 20-29 of age, 59 (19.67%)

were 30-39 of age, 17 (5.67%) were 40-49 of age, and 12 (4%) were 50 and above.

Do you usually dine outside?

0.67%

Yes No

99.33%

Figure 2.2

Figure 2 shows that out of 300 respondents, 298 (99.33%) of the respondents

usually dine outside and 2 (0.67%) of respondents do not.

 Where do you mainly go to dine ?

21.33% 25.67%

Golden Plate
Localoco Bistro
PrimiTeabo
Cedie's Cafe

22.33%

30.00%

Figure 2.3

Figure 3 shows that out of 300 respondents, 77 (25.67%) of the respondents

mainly go to Golden Plate, 90 (30%) of the respondents go to Locoloca Bistro, 67

(22.33%) of the respondents go to PrimiTeabo, and 64 (21.33%) of the respondents

mainly go to Cedie’s Café.

How often do you visit food establishment?

4.00%
19.00%

33.33%
Once a week
Twice a week
Once a month
14.67% Twice a month
Every Occasion

28.00%

Figure 2.4

Figure 4 shows that out of 300 respondents, 12 (4%) of the respondents visit a

food establishment once a week, 100 (33.33%) of the respondents visit a food

establishment twice a week, 84 (28%) of the respondents visit a food establishment

once a month, 44 (14.67%) of the respondents visit a food establishment twice a

month, and 57 (19%) of the respondents visit a food establishment once a month.
 How much do you spend when dinning?

4.67% 1.00%
Php100-Php300
Php301-Php500
Php501-Php700
37.00% Php701-Php900 above

56.33%

Figure 2.5

Figure 5 shows that out of 300 respondents, 169 (56.33%) of the respondents

spend Php100-Php300, 111 (37%) of the respondents spend Php301-Php500, 14

(4.67%) of the respondents spend Php501-Php700, and 3 (1%) of the respondents

spend Php701-Php900 and above when dinning.

Do you usually celebrate occasion in food establishment?

8.00%

Yes

No

92.00%

Figure 2.6

Figure 6 shows that out of 300 respondents, 276 (92%) of the respondents

usually celebrate occasions in food establishments and 2 4(8%) of the respondents do

not usually celebrate occasions in food establishments.

 If yes, what kind of occasion?

3.33%4.33%
9.33% Birthday
Christening
Anniversary
10.00% Wedding
Graduation

66.00%

Figure 2.7

Figure 7 shows that out of 300 respondents, 198 (66%) of the respondents

celebrate birthday occasion, 30 (10%) of the respondents celebrate christening

occasion, 28 (9.33%) of the respondents celebrate anniversary occasion, 10 (3.33%)

of the respondents celebrate wedding occasion, and 13 (4.33%) of the respondents

celebrate graduation occasion.

Do you eat Pasta?

1.67%

Yes

No

98.33%

Figure 2.8

Figure 8 shows that out of 300 respondents, 295 (98.33%) of the respondents

eat pasta and 5 (1.67%) of the respondents do not eat pasta

 .

What kind of pasta you usually eat?

12.00%
Carbonara
Pasta Salad
47.67% Spaghetti
26.33%
Lasagna

12.33%

Figure 2.9

Figure 9 shows that out of 300 respondents, 143 (47.67%) of the respondents

usually eat carbonara, 37 (12.33%) of the respondents usually eat pasta salad, 79

(26.33%) of the respondents usually eat spaghetti, and 36 (12%) of the respondents

usually eat lasagna.

Would you prefer to go in an establishment that offers pasta products?

1.33%

Yes

No

98.67%

Figure 2.10

Figure 10 shows that out of 300 respondents, 296 (98.67%) of the respondents

preferred to go to an establishment that offers pasta products and 4 (1.33%) of the

respondents do not preferred to go to an establishment that offers pasta products.

 How much would you spend in a pasta establishment?

5.41% 1.01% 100-300

301-500
501-700
28.72%
701-900 above

64.00%

Figure 2.11

Figure 11 shows that out of 300 respondents, 192 (64%) of the respondents

spend 100-300 in a pasta establishment, 85 (28.72%) of the respondents spend 301-

500 in a pasta establishment , 16 (5.41%) of the respondents spend 501-700 in a pasta

establishment, 3 (1.01%) of the respondents spend 701-900 and above in a pasta

establishment.

How often do you go to pasta establishment?

4.00%
10.33%
Once a week
34.33% Twice a week
Once a month
Every Occasion

50.00%

Figure 2.12

Figure 12 shows that out of 300 respondents, 103 (34.33%) of the respondents

go to pasta establishment once a week, 150 (50%) of the respondents go to pasta

establishment twice a week, 31 (10.33%) of the respondents go to pasta establishment

once a month, and 12 (4%) of the respondents go to pasta establishment during

occasions.

Are you willing to buy the products that the D’Pasta Haus offers?

1.33%

Yes

No

98.67%

Figure 2.13

Figure 13 shows that out of 300 respondents, 296 (98.67%) of the respondents

were willing to buy the products that the D’Pasta Haus offers and 4 (1.33%) of the

respondents were not willing to buy.

Would you prefer to buy unlimited pasta?

1.00%

Yes

No

99.00%

Figure 2.14

143
 Figure 14 shows that out of 300 respondents, 297 (99%) of the respondents

preferred to buy unlimited pasta and 3 (1%) of the respondents do not prefer to buy

unlimited pasta.

144
 If yes, how much would you prefer the price of unlimited pasta?

4.00% 0.33%

25.00% 200-299

300-399

400-499

69.67% 500-599

Figure 2.15

Figure 15 shows that out of 300 respondents, 209 (69.67%) of the respondents

preferred the 200-299 price, 75 (25%) of the respondents preferred the 300-399 price,

12 (4%) of the respondents preferred the 400-499 price, and 1 (0.33%) of the

respondents preferred 500-599 price of unlimited pasta.

What kind of pasta sauce do you prefer in unlimited pasta?

6.06%
5.72% 6.73%

Spaghetti sauce
Carbonara sauce
Marinara sauce
Pesto sauce
55.00%
Creamy garlic sauce

25.93%

Figure 2.16

Figure 16 shows that out of 300 respondents, 165 (55%) of the respondents

preferred unlimited spaghetti sauce, 77 (25.93%) of the respondents preferred

unlimited carbonara sauce, 17 (5.72%) of the respondents preferred unlimited

marinara sauce, 20 (6.73%) of the respondents preferred unlimited pesto sauce, and

18 (6.06%) of the respondents preferred unlimited creamy garlic sauce.

 What unlimited pasta do you prefer?

Unli pasta with burger/drinks

18.00% 25.00%
Unli pasta with nachofries/drinks

10.33%
Unli pasta with pizza/drinks

Unli pasta with lumpiang

shanghai/squash chips/drinks
16.33%
17.00% 12.33% Unli pasta with chicken nuggets/drinks

Unli pasta with garlic bread/

kropek/drinks

Figure 2.17

Figure 17 shows that out of 300 respondents, 75 (25%) of the respondents

preferred unli pasta with burger/drinks, 49 (16.33%) of the respondents preferred unli

pasta with nachofries/drinks, 37 (12.33%) of the respondents preferred unli pasta

with pizza/drinks, 51 (17%) of the respondents preferred unli pasta with lumpiang

shanghai/squash chips/drinks, 31 (10.33%) of the respondents preferred unli pasta

with chicken nuggets/drinks, and 54 (18%) of the respondents preferred unli pasta

with garlic bread/kopek/drinks.

What would you prefer in terms of ordering pasta?

13.67%

11.11%

Food delivery
Take out
Dine in

75.08%

Figure 2.18

Figure 18 shows that out of 300 respondents, 41 (13.67%) of the respondents

preferred food delivery, 33 (11.11%) of the respondents preferred to take out and 223

(75.08%) of the respondents preferred dine-in.

 What ambiance or design do you prefer in a restaurant?

14.00%

Wooden style
23.91%
Vintage style
61.95%
Modern style

Figure 2.19

Figure 19 shows that out of 300 respondents, 42 (14%) of the respondents

preferred the wooden style restaurant, 71 (23.91%) respondents preferred the vintage

style restaurant, and 184 (61.95%) respondents preferred the modern style restaurant.

Where do you want to get information about pasta establishment?

Social media
27.67% Flyers
Blogging
Word of Mouth

1.67%
67.33%
3.33%

Figure 2.20

Figure 20 shows that out of 300 respondents, 202 (67.33%) of the respondents

preferred social media to get information about pasta establishments, 10 (3.33%) of

the respondents preferred flyer, 5 (1.67%) of them prefer blogging, and 83(27.67%)

preferred word of mouth to get information about pasta establishment.

CURRICULUM VITAE
 CURRICULUM VITAE

Name : ROSENIE B. ANDALIS

Address : Brgy. Bi-ao, Binalbagan, Negros Occidental

Date of Birth : February 15, 1999

Age : 25

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09369038594

Email : andalisrosenie23@[Link]

Mother’s Name : Roqueta B. Andalis

Father’s Name : Eglecerio S. Andalis

EDUCATIONAL BACKGROUND

Educational Level/Course
Inclusive Years Name and Address of School
Taken

Carlos Hilado Memorial State Bachelor of Science in

University Business Administration

2023-2024 Brgy. Enclaro, Binalbagan Major in Financial

Negros Occidental Management

 Payao Senior High School Senior High School

2019-2020 Brgy. Payao, Binalbagan, Strand: Accountancy, Business

Negros Occidental and Management

Payao National High School

2017-2018 Brgy. Payao, Binalbagan, Junior High School

Negros Occidental

Binadlan Elementary School Primary/ Intermediate

Sitio Binadlan, Brgy. Payao, Education

2013-2014
Binalbagan, Negros Occidental

WORK EXPERIENCE

Name and Address of

Inclusive Date Position Held
Organization

5th District Congressional

February,2023 On- the-Job Trainee
Office

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER CLUB

2020-2024 Carlos Hilado Memorial State University Member

Brgy. Enclaro, Binalbagan Negros Occidental

143
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : JANICE MAY R. GABUTERO

Address : Brgy. Progreso Binalbagan, Negros Occidental

Date of Birth : May 27, 2002

Age : 21

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09504211080

Email : gabutero.janice27@[Link]

Mother’s Name : Librada R. Gabutero

Father’s Name : Virgilio Gabutero

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational Level/Course

Taken

Carlos Hilado Memorial State Bachelor of Science in

2023-2024 University Business Administration Major

Brgy. Enclaro, Binalbagan in Financial Management

Negros Occidental
 Binalbagan National High Senior High School

2019-2020 School Strand: Accountancy, Business

Brgy. Paglaum, Binalbagan, and Management

Negros Occidental

Victorino Mapa National High Junior High School

2017-2018 School, San Rafael St.

Conception Aguila St. San

Miguel, Metro Manila

2013-2014 Padre Jose Burgos Elementary Primary/Intermediate

Altura Corner, Buenos Aires, Education

Street, Sampaloc, Metro Manila

WORK EXPERIENCE

Inclusive Date Name and Address of Organization Position Held

February,2024 Department of public works and Highways- On- the-Job

DPWH Trainee

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER CLUB

Carlos Hilado Memorial State University, Member

2020-2024 Brgy. Enclaro, Binalbagan, Negros

Occidental
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : KAY G. MELOCOTON

Address : Brgy. Marina, Binalbagan, Negros Occidental

Date of Birth : June 24, 2002

Age : 21

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Born Again

Contact Number : 09307893548

Email : bebekaymelocoton2405@[Link]

Mother’s Name : Lucia Melocoton

Father’s Name : Cirilo Melocoton

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational Level/Course

Taken

2023-2024 Carlos Hilado Memorial State Bachelor of Science in

University Business Administration

Brgy. Enclaro, Binalbagan, Major in Financial

Negros Occidental Management

 2019-2020 Hinigaran National High School Senior High School

Rizal St. Brgy. III, Hinigaran, Strand: Accountancy,

Negros Occidental Business and Management

2017-2018 Hinigaran National High School Junior High School

Rizal St. Brgy. III, Hinigaran,

Negros Occidental

2013-2014 Marina Elementary School Primary/ Intermediate

Brgy. Marina, Binalbagan, Education

Negros Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Organization Position Held

February, 2024 Department of Public Works and Highways On- the-Job

- DPWH Trainee

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER

CLUB Member

2020-2024 Carlos Hilado Memorial State University,

Brgy. Enclaro, Binalbagan Negros

Occidental
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : RIZZA M. MULETA

Address : Brgy. Marina, Binalbagan, Negros Occidental

Date of Birth : February 8, 2001

Age : 23

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09070869462

Email : muletarizza@[Link]

Mother’s Name : Raquel Muleta

Father’s Name : Johnny E. Muleta

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational

Level/Course Taken

2023-2024 Carlos Hilado Memorial State Bachelor of Science in

University Business Administration

Brgy. Enclaro, Binalbagan Negros Major in Financial

Occidental Management
 2019-2020 Hinigaran Institute Incorporated Senior High School

Riverside, Hinigaran Negros Strand: General

Occidental Academic Strand

(GAS)

2017-2018 Hinigaran Institute Incorporated Junior High School

Riverside, Hinigaran Negros

Occidental

Marina Elementary School Primary/ Intermediate

2013-2014 Barangay Marina, Binalbagan, Education

Negros Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Position Held

Organization

February, 2024 Noceco Binalbagan Sub Office On- the-Job Trainee

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER

CLUB Member

2020-2024 Carlos Hilado Memorial State University

Brgy. Enclaro, Binalbagan Negros

Occidental
143
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : MARY JOY M. NICOYCO

Address : Brgy Marina, Binalbagan, Negros Occidental

Date of Birth : July 14, 2001

Age : 22

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09104719803

Email : maryjoynicoyco@[Link]

Mother’s Name : Melanie M. Nicoyco

Father’s Name : Fidel L. Nicoyco

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational

Level/Course Taken

Carlos Hilado Memorial State Bachelor of Science in

2023-2024 University Business Administration

Brgy. Enclaro, Binalbagan Negros Major in Financial

Occidental Management
 Hinigaran National High School Senior High School

2019-2020 Rizal St. Brgy. III, Hinigaran, Strand: Accountancy,

Negros Occidental Business and

Management

Hinigaran National High School Junior High School

2017-2018 Rizal St. Brgy. III, Hinigaran,

Negros Occidental

Marina Elementary School Primary/ Intermediate

2013-2014 Brgy. Marina, Binalbagan, Negros Education

Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Organization Position Held

February, 2024 Department of Public Works and On- the-Job Trainee

Highways - DPWH

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER

CLUB Member

2020-2024 Carlos Hilado Memorial State University

Brgy. Enclaro, Binalbagan Negros

Occidental
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : GUEN C. VESTIDO

Address : Brgy. Pilar, Hinigaran, Negros Occidental

Date of Birth : August 18, 2000

Age : 23

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09451806829

Email : [Link]@[Link]

Mother’s Name : Ma. Jennette C. Vestido

Father’s Name : Joseph P. Vestido

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational

Level/Course Taken

Carlos Hilado Memorial State Bachelor of Science in

2023-2024 University Business Administration

Brgy. Enclaro, Binalbagan Negros Major in Financial

Occidental Management
 Hinigaran National High School Senior High School

2019-2020 Rizal St. Brgy. III, Hinigaran, Strand: Accountancy,

Negros Occidental Business and

Management

Hinigaran National High School Junior High School

2017-2018 Rizal St. Brgy. III, Hinigaran,

Negros Occidental

Pilar Elementary School Primary/ Intermediate

2013-2014 Brgy. Pilar, Hinigaran, Negros Education

Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Position Held

Organization

February, 2024 Department of Public Works and On- the-Job Trainee

Highways - DPWH

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER

CLUB Member

2020-2024 Carlos Hilado Memorial State

University

Brgy. Enclaro, Binalbagan Negros

Occidental

143
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : FEVI A. VILLADAR

Address : Brgy. Enclaro, Binalbagan, Negros Occidental

Date of Birth : December 15, 2001

Age : 23

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Roman Catholic

Contact Number : 09703342163

Email : villadarfevi@[Link]

Mother’s Name : Violeta A. Villadar

Father’s Name : Felix M. Villadar

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational

Level/Course Taken

Carlos Hilado Memorial State Bachelor of Science in

2023-2024 University Business Administration

Brgy. Enclaro, Binalbagan Negros Major in Financial

Occidental Management
 Binalbagan National High School Senior High School

2019-2020 Brgy. Paglaum, Binalbagan, Negros Strand: Accountancy,

Occidental Business and

Management

Binalbagan National High School Junior High School

2017-2018 Brgy. Paglaum, Binalbagan, Negros

Occidental

Don Angel Y. Locsin Memorial Primary/ Intermediate

2013-2014 School (DAYLMS) Education

Brgy. Enlaro, Binalbagan, Negros

Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Position Held

Organization

Department of Public Works and On- the-Job Trainee

February, 2024
Highways – DPWH

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER CLUB

Carlos Hilado Memorial State University Member

2020-2024 Brgy. Enclaro, Binalbagan Negros

Occidental

143
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
 CURRICULUM VITAE

Name : FLORY MAR S. VILLANUEVA

Address : Brgy. Sag-ang, La Castellana, Negros Occidental

Date of Birth : March 14, 2000

Age : 24

Gender : Female

Status : Single

Citizenship : Filipino

Religion : Fundamental Baptist

Contact Number : 09704673145

Email : villanueva.florymar14@[Link]

Mother’s Name : Monaliza S. Villanueva

Father’s Name : Sonny C. Villanueva Sr.

EDUCATIONAL BACKGROUND

Inclusive Years Name and Address of School Educational

Level/Course Taken

Carlos Hilado Memorial State Bachelor of Science in

2023-2024 University Business Administration

Brgy. Enclaro, Binalbagan Negros Major in Financial

Occidental Management
 La Castellana Senior High Senior High School

2019-2020 School Strand: Accountancy,

Sitio Villacana, Brgy. Business and

Management

La Castellana National High Junior High School

School
2017-2018
Brgy. Robles, La Castellana,

Negros Occidental

La Castellana Elementary Primary/ Intermediate

2013-2014 School Education

Brgy. Robles, La Castellana,

Negros Occidental

WORK EXPERIENCE

Inclusive Date Name and Address of Organization Position Held

Department of Public Works and Highways On- the-Job

February, 2024
- DPWH Trainee

STUDENT ORGANIZATION MEMBERSHIP

Inclusive Years Name and Address of Organization Position Held

WHERE THE BUSINESS MATTER CLUB

2020-2024 Carlos Hilado Memorial State University
Member
Brgy. Enclaro, Binalbagan Negros Occidental
REFERENCES

Name : Mira Fe A. Enema, MBA

Position : Faculty
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Ryan B. Enema, MBA

Position : Faculty
Organization : BSBA Department
Address : CHMSU-Binalbagan, Negros Occidental
Email : [Link]@[Link]

Name : Jose Joey E. Tierra, LPT, MBA

Position : BSBA Chairperson
Organization : WBM
Address : CHMSU-Binalbagan, Negros Occidental
Email : josejoeytierra@[Link]
DOCUMENTATION
143