SUCCESS FACTORS OF SELECTED BAKERIES

AT BRGY. STO. NIO, MARIKINA CITY

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

IN FUNDAMENTALS OF RESEARCH

CONDUCTED BY:
KWAN, GIBRAN D.
SANTIAGO, SENDEN CLAIRE O.
MERCADO, CYRIELLE JOY E.
MABANA, CARL JASPER DC.
CRUZ, JOSEPH O.

SUBMITTED TO:
DR. EMMA R. GUNO

TABLE OF CONTENTS
TITLE PAGE
ACKNOWLEDGEMENT

ii

TABLE OF CONTENTS

iii-iv

CHAPTER I INTRODUCTION & BACKGROUND OF THE STUDY

INTRODUCTION

BACKGROUND OF THE STUDY

CONCEPTUAL FRAMEWORK

RESEARCH PARADIGM

STATEMENT OF THE PROBLEM

HYPOTHESIS OF THE PROBLEM

SIGNIFICANCE OF THE STUDY

SCOPE & DELIMITATION

DEFINITION OF TERMS

8-9

CHAPTER II REVIEW OF RELATED LITERATURE & STUDY

FOREIGN LITERATURE

10-18

LOCAL LITERATURE

18-25

FOREIGN STUDY

26-30

LOCAL STUDY

30-34

CHAPTER III RESEARCH DESIGN & METHODOLOGY

RESEARCH DESIGN

35

LOCALE OF THE STUDY

36

RESPONDENTS OF THE STUDY

36

SAMPLING PLAN

36

RESEARCH INSTRUMENT

37-39

DATA GATHERING PROCEDURE

39

STATISTICAL TREATMENT OF DATA

40-41

BIBLIOGRAPHY

42

APPENDICES

43-49

LETTER OF APPROVAL
QUESTIONARES FOR OWNERS/EMPLOYEES
QUESTIONARES FOR CUSTOMERS
VICINITY MAP & LANDMARKS

CURRICULUM VITAE

CHAPTER I INTRODUCTION & BACKGROUND OF THE STUDY

INTRODUCTION
The combination of flour, yeast, water, salt, and sugar are known as the main
ingredients of bread that can help us to have a small bakery and to serve other people.
We all know that the bakery products have been popular around the world and are one
of the oldest artificial foods. It started with a simple biscuit, the common products of
bakery and it is also can be different in their shapes, size, style, flavor and textures. You
can add other ingredients like fruits, colors or other to improve the flavor of your bread.
There is something in bread that can appeal customers, but the question is how and
why the bakery owners can do it? The other bakery shops improve their products, it is
not just simple bread with a little sweetness but they added cakes, cupcakes, cookies
and etc., they also improve their location like expanding it and make their location
peaceful, and they use different marketing strategies to attract more customers. In
another way, they also create bread that can be served as a meal of the day. You can
eat bread as a replacement of your rice; it can be eaten as snack, or used as an
ingredient in other culinary preparations, like in soup, pasta and other fried items coated
in crumbs. Ba
kery owners think about the products that are for all age groups to satisfy their
customers.
Bread is one of the oldest prepared foods. Evidence from 30,000 years ago in Europe
revealed starch residue on rocks used for pounding plants. It is possible that during this
time, starch extract from the roots of plants, such as cattails and ferns, was spread on a
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flat rock, placed over a fire and cooked into a primitive form of flatbread. Around 10,000
BC, with the dawn of the Neolithic age and the spread of agriculture, grains became the
mainstay of making bread. Yeast spores are ubiquitous, including the surface of cereal
grains, so any dough left to rest will become naturally leavened. In 1961
the Chorleywood bread process was developed, which used the intense mechanical
working of dough to dramatically reduce the fermentation period and the time taken to
produce a loaf. The process, whose high-energy mixing allows for the use of lower
protein grain, is now widely used around the world in large factories. As a result, bread
can be produced very quickly and at low costs to the manufacturer and the consumer.
However there has been some criticism of the effect on nutritional value. Recently,
domestic bread machines that automate the process of making bread have become
popular.

BACKGROUND OF THE STUDY

Oral tradition traces the barangay's origin to 1667 when the Jesuits crossed Marikina
River from Jesus dela Pea in search of a place where a new church could be built and
a mission established. The missionaries found a rustic area known as Halang, so
named after the orientation of the place, which is perpendicular to the rising sun. The
place was later dedicated to the Holy Child or Sto. Nio, after whom it was named. In
colonial times, Barangay Sto. Nio was bounded on the north by Malanday, on the east
by Apongao, Cupang, and Mayamot, on the south by Sta. Elena, and the west by the
Marikina River. Originally, the river had its bank along J.P. Rizal Street but geologic
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movement, flash floods, and siltation eventually led to the formation of a fertile area
known as Tumana. In 1903, Sto. Nio hosted the first Aglipayan Chapel that was built in
a location adjacent to Marikina Bridge. Unfortunately, the structure was destroyed in
World War II. A new house of worship was later built in another location but a big fire
gutted it in 1908
Today, Santo Nio is a barangay of the city Of Marikina, Second District in National
Capital Region which is part of the Luzon group of islands. The highly urbanized cityCity Of Marikina - with a population of about 424,610 and its 16 barangays belongs to
the urban areas in the Philippines. Santo Nio had 24,694 residents by the end of 2007.

CONCEPTUAL FRAMEWORK
According to D & B Sales & Marketing Solutions, there were 30,494 retail bakeries in
2003. Retail sales were approximately $6.2 billion. The bakeshop industry employed
about 209,922 people, and the average number of employees per bakeshop totaled
about seven workers. The bakeshop industry continued to experience growth in the
2000s according to a report released by the U.S. Food Marketing System. Specialized
food stores, which include retail bakeries, expanded with the "growing popularity of
cookie shops and bagelries." In fact, bakeries are considered the largest segment within
the specialized food stores category.
Unlike other segments of the retail grocery industry that experienced steady loss of
market share to competing supermarkets and superstores throughout the 1990s, the
retail bakery industry experienced steady growth. According to Dun's Census of
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American Business, there were 30,530 retail bakeries in 1996 and 32,530 in 1997.
Retail sales increased from $6.5 billion in 1995 to $6.9 billion in 1999, according to
Ward's Business Directory of Private and Public Companies, 1999. This growth was
attributed to new retailing strategies, new products, and consumers' increased demand
for bakery goods. According to Peter Houstle, Vice President of the Retailer's Bakery
Association, the ability to merge the independent baker with the supermarket was
crucial to the industry's survival. In Bakery Production and Marketing, Carol Meres
Kroskey wrote that a number of supermarkets opted to house bakeries of regional and
national brands rather than expand in-house bakeries. Furthermore, products like the
bagel experienced tremendous growth during the mid-1990s, adding significantly to the
industry's overall growth.
The purpose of this framework is to help companies expand their knowledge in success
factors in order to improve the decisions that managers and employees make to
optimize operations. The framework will create greater value by achieving managers
objectives as efficiently and effectively as possible. People who are planning to enter
within a baking industry wont invest in bakeshops if they see their acquisition and
implementation as a high-risk venture with poorly quantified results and questionable
benefits. Practitioners can use our research to define their strengths, weaknesses,
opportunities and threats against objectively established criteria embodied in the
principles, concepts, and constraints described in the framework. Doing so will help
minimize the risks and threats within the baking industry.

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THE RESEARCH PARADIGM

PROCESS

INPUT

Strengths
Quality Breads
Affordable Price
Quality Service
Accessible Locations
Variety of Breads
Weaknesses
Poor Quality
Unaffordable Price
Poor Service
Inaccessible Locations
Limited bread
Opportunities
Expansion of Branch
Franchising
Increasing in Population
Advance use of
Technology
Offer other Products
(Coffee Vendor, soft
drinks and etc.)
Threats
Many competitors
Price hike of supplies and
rentals
Customers preference
Natural calamities
Robbery/Theft

Marketing Strategies:
Advertisement
Promo
Food sampling
Events
Release of new products

OUTPUT

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STATEMENT OF THE PROBLEM

The objective of this study is to determine the success factors of the bakeries along
1. Respondents of
Barangay
the StudySto.Nino, Marikina City.
Managers/owners
Specifically,
Employee this study seek to answer the following questions:
Customers
A Successful Bakery
1. What are the strengths of a bakeshop that contributed for its success?
Shops
2. What are the weaknesses of a bakeshop?
2. Profile
of the
3. What
are the opportunities of a bakeshop?
Respondents
4. What are the threats to a bakeshop?
Age5. What are the marketing strategies used by a bakeshop?
6. Is there a significant difference among opinions of the respondents regarding the
Gender
strengths and weaknesses of bakeshops when grouped according to age?
7. Is there a significant difference among opinions of the respondents regarding the
strengths and weaknesses of bakeshops when grouped according to gender?
HYPOTHESIS OF THE PROBLEM
Null Hypothesis:
There is no significant difference among the opinions of respondents regarding
the strengths and weaknesses of bakeshops when grouped according to age.
Alternative Hypothesis:
There is a significant difference among the opinions of respondents regarding the
strengths and weaknesses of bakeshops when grouped according to age.

Null Hypothesis:

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There is no significant difference among the opinions of respondents regarding

the strengths and weaknesses of bakeshops when grouped according to gender.
Alternative Hypothesis:
There is a significant difference among the opinions of respondents regarding the
strengths and weaknesses of bakeshops when grouped according to gender.
SIGNIFICANCE OF THE STUDY
This study will be beneficial to:
Customers
They will be knowledgeable about how the bakeshop performs and produces
quality food products.
Owners
They will be able to think of new strategies to attract new customers and maintain
the loyalty of their old customers.
Future Owners
As the current owners think of strategies, future owners will be able to know the
ups and downs of the business they will be choosing.

Future Researchers
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This will be their guideline to the topic that they will choose and also this could be
used as a reference by other researchers whose topic is closely related to this study.
SCOPE AND DELIMITATION
The study covers 7 owners and 35 employees and managers of 7 selected
bakeries within Brgy. Sto. Nino, Marikina City. The selected customers who are willing to
conduct our survey are also considered. The survey will be conducted from 6 th to 7th of
May, 2015
Out of 850 people in a given population, 89 people were used as a sample in
conducting a survey. The respondents of 35 employees and 89 customers are given
different set of questionnaires to answer. This study considers the respondents age,
gender, and their preference in breads, which is used as a reference in our research.
DEFINITION OF TERMS
Artisan a worker who practices a trade or handicraft
Ascorbic acid - is a naturally occurring organic compound with antioxidant properties. It
is a white solid, but impure samples can appear yellowish. It dissolves well in water to
give mildly acidic solutions.
Bagel - a dense bread roll in the shape of a ring, made by boiling dough and then
baking it.
Bread Machine - A bread making machine or bread maker is a home appliance for
baking bread.

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

lower the proteins produced in the bread for a short period of time.
Fermentation - is a metabolic process that converts sugar to acids, gases or alcohol. It
occurs in yeast and bacteria, but also in oxygen-starved muscle cells, as in the case of
lactic acid fermentation.
Gluten a tenacious elastic protein substance especially of wheat flour that gives
cohesiveness to dough
Potassium bromate - is a bromate of potassium and takes the form of white crystals or
powder.
Repertoire - pieces that a company or a performer knows or is prepared to perform.
Savvy having or showing perception, comprehension, or shrewdness especially in
practical matters.
Sodium metabisulfite - or sodium pyrosulfite is an inorganic compound of chemical
formula NaSO. The substance is sometimes referred to as disodium. It is used as a
disinfectant, antioxidant and preservative agent.
Trencher - is a type of tableware, commonly used in medieval cuisine. A trencher was
originally a flat round of bread used as a plate, upon which the food could be placed
before being eaten.

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CHAPTER II REVIEW OF RELATED LITERATURE & STUDY

FOREIGN LITERATURE
Business Objectives for a Bakery
by Kim Durant, Demand Media

Starting or running a bakery will likely challenge even the savviest businessperson
because profit margins on baked goods tend to be relatively low and ingredient pricing
fluctuates depending upon the price of fuel and commodities. Setting measurable
business objectives with deadlines will help you draw a road map to success with your
bakery, whether you are launching a gluten-free cupcake service or a storefront bakery
in a strip mall.

Location
One of your early objectives in starting a bakery should be to find a location that
satisfies your specific needs, which will vary according to what kind of bakery you are
starting. For example, if you are starting a storefront bakery that will rely heavily on foot
traffic, you will want to find a space in an area with a lot of pedestrian traffic. If you are
starting a boutique mail-order bakery specializing in baked goods safe for people with
peanut allergies, you will need to find a nut-free commercial kitchen to rent.

Start Date
Set your official business start date as one of your business objectives. Setting a
specific date for your bakery opening will not only help make it more "real" in your mind,
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it will also give you an extra nudge to keep moving on your plans in order to make that
deadline. Plan an event to make your bakery's start date extra special. For example,
you could hold a private tasting for invited local food critics and bloggers, followed by a
community party with free mini-cupcakes or a discount on your offerings.

Profit
Make a goal to reach a certain level of profit in a certain period of time, allowing for the
momentum-gathering that many new businesses need in their first few months. Or you
could set your objective to reach a certain sales figure. For example, you could follow
the example of David Arrick, founder of The Butch Bakery, who originally aimed for
$5,000 per month in sales, according to "Entrepreneur" magazine.

Community Service
Establish an objective related to serving the community in which your bakery will be
located, such as donating breakfast items to a local women's shelter or starting a baking
apprenticeship program for underprivileged teens. This objective would be particularly
appropriate if you are a staunch community activist or if you plan to make your
commitment to community service part of your bakery's brand image.

What Makes a Home Bakery Business Successful?

by Kristen Hamlin, Demand Media
Your cakes and cookies are legendary among your friends and family, and more than
once youve been told that you should be a professional baker. Turning your passion for

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pie into a profitable business requires more than just a flaky crust, though. Like any
home-based business, your home bakerys success depends largely on your
commitment, planning and ability to market your products.

Quality
The success of any bakery, whether a home-based or commercial operation, hinges
largely on the quality of the products. Develop a repertoire of baked goods that stand
apart from those sold at other local sources or made by individuals. Creating a niche for
your bakery, such as stunning cakes or unusual pastries, can help set you apart and
build a loyal customer base. Even the most elaborate cake will not impress anyone if it
does not taste good, though, so take the time to build your skills and learn proper
techniques to create tasty treats that will ensure repeat business and a loyal following.

Business Plan

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Any business needs a plan to succeed. When opening a home bakery business,
develop a business plan on how you will operate, finance and market the business. A
well-thought out and presented business plan increases your chances of getting outside
funding for your bakery and keeps you on track with the day-to-day operations.
Consider the costs of ingredients and equipment, additional staff, and business licenses
and certifications when making your financial plan, and outline the day-to-day operation
of your bakery and the standards of the business, such as your commitment to
customer service, delivery times or order customization to establish a strong foundation
for success. Your marketing plan should include a number of tactics to get the word out
about your bakery, including advertising, a website and opportunities for customers to
taste your products, such as at fairs, festivals and special events.

Market Research
Before opening your home bakery, research the market to determine how you can give
potential customers what they want -- and how much they are willing to pay. For
example, there may be a lack of organic or gluten-free baked products in your area, and
focusing your small business on those types of items, or at least offering a larger
selection than traditional bakeries, can attract customers and increase your chances of
success. No matter what you choose to specialize in, set prices that reflect those costs,
and the cost of your time to create the baked goods. For example, if you insist on using
only the highest-quality local or organic ingredients, your operating costs will be higher
than average, and your prices need to reflect those costs. However, catering to a niche

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

Compliance
Home bakeries, like any food-service business, are closely regulated by local laws.
Before opening your bakery, check with your local authorities to ensure that youre
complying with all of the rules and regulations and have the necessary permits and
certificates to operate the bakery. For example, in some localities, a home bakery
cannot operate if pets live in the home, while other areas require regular health
inspections or commercial-grade equipment and storage. Failing to comply with the
laws can leave your business vulnerable to fines, or more extreme actions, including
having your business closed. Successful home bakeries comply with the law and make
food safety and proper preparation a priority.

Panera Breads Success Factors

Panera Bread is one of the largest players in the field of fast food restaurant business
offering value added service with exceptionally high quality offerings. Its strategy is to
provide a premium specialty bakery and caf experience to urban workers and
suburban dwellers. This strategy is closely aligned with a broad differentiation strategy
in a ways that a broad range of consumer finds Paneras offerings appealing and
attractive. Besides this, unique menu with high focused on fresh artisan bread products,
and the outstanding Paneras bakery-cafe operations, signature bakery-cafe design,
and the great bakery-cafe locations are major factors of Paneras success. In addition

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to this, Franchising is a key component of Paneras success. Franchising has enabled

Panera to grow more rapidly because it is the strategy of the Panera that enable it to be
available in such location where customer can easily find it. Till December 30, 2008,
there were 725 Panera franchised bakery-cafes operating and signed commitments to
open an additional 256

Panera franchised bakery-cafes.

As mentioned in its official site Panera Bread serves fresh baked, handcrafted artisan
breads, sweet and savory baked goods, hand-tossed salads, wholesome soups, and
signature sandwiches in a distinctly warm and welcoming environment. Panera Bread is
committed to using high quality ingredients in the food they offer and making a lasting
contribution to the neighborhoods in which their customers and employees live and
work through programs like Operation Dough-Nation. Therefore, the unique menu
offerings itself is the one of the major success factors of the Panera Bread.

Other Key Success factors of Panera Bread:

Distinctive Menu, great location and unique operating system: Panera Breads
distinctive menu, signature caf design, inviting ambience, operating systems, and unit
location strategy allowed it to successfully compete in the restaurant industry especially
for breakfast, lunch, daytime chill out dinner, light evening fare for eat-in or take-out, and
take home bread. Beside this, convenience location and the way they operate
themselves is also the key to their success.

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Word of mouth communication: Paneras Location and advertising are major factors in
drawing in people. The main reason to be successful is through repeat business and
word-of-mouth advertising. As mentioned in the case that 57 percent of the customers
who had ever tried dining at Panera had been customers in the past 30 days.
Fast-Service and healthy and quality foods: Panera Bread is able to provide a higher
quality product in a short amount of time to its customers. Their operations combine the
speed and convenience of traditional fast food with the food quality and appealing dcor
of casual-dining restaurants. Beside this it is able to convince its customers that all the
food in Panera is made with higher quality materials and ingredients including the
antibiotic-free chicken. They use highest-quality ingredients, with only fresh dough and
preservatives and the bread is baked fresh every day. Panera Bread has a strong
presence in the bakery-cafe segment. They have high quality food, including the award
winning sourdough bread which is key to the Panera Bred success.
Artisan and Specialty Bread: The distinctive blend of genuine artisan bread is one of the
key factors of the Panrea Bread success which is served in warm, comfortable
atmosphere. Artisan and Specialty bread offerings which has standard combination of
calories, sodium, fiber and carbohydrates.
Product Niche:

Panera Bread has niche market segment of artisan fast food that

protects the company from direct competition in the fast food industry as well as the
casual dine-in industry. It targets consumers who seek meals of higher quality than
those offered by traditional fast food chains, yet do not have the time to dine in or have
a sit-down meal in a restaurant. Panera Bread's product niche gives it the tools to cope
more effectively with the challenges facing the fast food industry as well as the

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challenges facing the dine in industry. Panera Bread's cheaper items make it an
attractive alternative to traditional eateries.
Meeting Customer Demands and Wi-Fi: To address the customers busyness and make
them feel comfortable in the dining hall, they have equipped their restaurants dining hall
with free wireless internet. By offering this amenity they can fully meet the needs of
sophisticated and diverse customer base. Panera Bread has strong customer loyalty;
they have a strong appeal to customers. They also have a wide variety of food which
appeals to a large group of people.
All above mentioned factors are the key components of the Panera Bread which
enabled it to be market leader in its business. But those factors may not be the same in
the future because of two reasons: the first one is that the customers needs and
demands may not be the same in the future or whatever is appealing for customer today
may not be the same in the future. The second one is that there is a huge possibility
that competitor with extra strengths and product and service offerings may emerge in
the market place leading Panera Bread and replacing it from its unique market
segments.

Possible future challenge that may affect Panera Bread key success factors
Rising production costs: Increasing cost of raw materials and cost of production like
wheat prices, fresh dough prices, labor costs, rent, and other input costs may force
Panera to increase the cost of its product. On the other hand due to the inflation
consumer purchasing power may go down forcing management team of Panera Bread
to reduce the price of the product to counter the inflationary effect and appeal more

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customers. Therefore, it is one of the key challenges to the Panera Bread to manage
the price that is affordable to its customers, competitive in the market and still earn profit
to sustain in the market.
Growing competition: Both traditional fast food and dine in restaurants are beginning to
respond to the success of fast casual restaurant like Panera Bread. Other fast food
chains have started to offer similar kind of offerings to its customers as Panera Bread
does. Meanwhile, dine in restaurants have instituted carryout programs, fast-lunch
guarantees, and lower prices, all measures to counter the concept of fast casual. If
these trends continue, Panera Bread can no longer enjoy the safety of the product niche
that it has occupied, and will face greater competition in terms of pricing and food
quality. Beside this, intense rivalry in the industry pressures both market share and profit
margins. As a consequence, increased competitive activity requires chain operators
seek opportunities for improving both unit productivity and profitability. Food safety
issues: Panera Breads relatively nutritious menu does not make it completely immune
to problems faced by other fast food regarding safety issues. Today customers are
educated conscious regarding health issues and they are always looking for healthier
alternatives. Furthermore, problems with the food supply, such as an avian flu outbreak,
also pose a significant threat to Panera Breads business. Even the perceived risk of
illness could detract from consumers willingness to eat at the companys restaurants.
Restaurants are affected by recession: Fast food restaurants have often done well
during recessions, as they are perceived as cheaper alternatives to sit-down
restaurants. Panera, as a hybrid of these two models, may still face difficulties to
maintain its positioning in the mind of its target customers. To remain competitive in the

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market they should able to manage low price in the future without reducing the quality
image of its products and services.

LOCAL LITERATURE
When success tastes just as sweet
By Corrie Salientes-Narisma

What was started as a hobby by a young housewife way back in the 1970s has now
bloomed into a highly successful enterprise whose creamy cakes, delectable pastries
and delicious meals have practically become an integral part of every Filipino
celebration.
Turning 29 this year, Red Ribbon Bakeshop Inc. now has 200 branches nationwide, the
latest of which just opened in Zamboanga City, and 25 in the United States. And at the
rate it is going, Red Ribbon stands a good chance of beating its rival to the No. 1 slot in
terms of branch network in no time.

Since the Jollibee Group took over Red Ribbon, with about 130 branches then, from its
founders, Danny and Tess Moran, in 2005, the bakeshops network has grown by an
average of 25 branches a year. Red Ribbon president Joseph C. Tanbuntiong expects
faster growth in the coming years, given the Jollibee Groups all-out support for the
bakeshop.
Reinventing itself

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The job of keeping Red Ribbons growth momentum falls in the hands of Tanbuntiong,
who joined the bakeshop only last April from sister firm Jollibee Food Corp., and
marketing director Albert Cuadrante, also a newbie in Red Ribbon Both know that the
job on hand calls for much more than just putting up new branches in record time. They
know they have to continue reinventing Red Ribbon to keep up with the changing tastes
and requirements of the market, and to stay in great shape for the tight competition in
the P8-billion bakeshop industry. This, however, needs to be done without losing the
Red Ribbon charm that has captivated the hearts of many Filipinos for many years now.
Taste, look and feel
To keep its loyal customers and win new ones, Red Ribbon leaves nothing to chance
when it comes to its products and services. We make sure our products taste and look
great, and are affordable, says Cuadrante.

Its production mill continuously churns out new cakes, pastries and meals that appeal to
both the eyes and the palate, and are easy on the pocket. To date, Red Ribbons Cakes
by Design Centers have more than 500 specialty cakes for all sorts of occasions one
can think of birthdays, graduations, marriage proposals, weddings, anniversaries. These
are on top of the traditional cakes and pastries Red Ribbon is known and which are
readily available in every branch of the bakeshop. One can now find and get from Red
Ribbon the types of cakes that, in the past, can only be bought from specialty or
independent bakeshops at more affordable prices and with added service. It offers
photo cakes-while-you-wait (photo cakes used to be ordered days ahead from specialty
bakeshops), character cakes, as well as cakes originally designed by the buyers.

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Innovations
Red Ribbon also has, localized? Cakes carrying themes of the locality where a branch
is situated, such as Muslim-theme cakes in the South. It also studies and adapts to the
preferences of the people in the areas it serves. For instance, certain branches in the
United States have loyal Latino customers, which Cuadrante says, is a fast growing
market for Red Ribbon branches in the United States. So they came up with cakes and
pastries that these particular customers want, such as the Tres Leches, ube and mango
cakes.
Visual identity
Taking a step ahead, Red Ribbon took into its fold two of the countrys top fashion
designers, Frederick Peralta and Rajo Laurel, to design beautiful wedding cakes that
take inspiration from the latest trends in the wedding fashion world. The two came up
with a wide array of wedding cakes lineup from the classiest for the grandest weddings
to the simplest yet elegant types for simple weddings.

One of the many developments that transpired after the Jollibee Group took over Red
Ribbon was the change in the brands visual identity. Without losing the old charm, the
new owner injected in the brand a more contemporary and dynamic look. With this
comes the new store look with a more modern, contemporary design that will give
customers a delightful dining experience. The change in the stores? Look is ongoing,
but the new ones now sport the new look, with the Red Ribbon colors such as
chocolate, mocha, mango yellow and ube violet dominating the stores. The
Tanbuntiong-Cuadrante-led team will also pursue the aggressive opening of new stores

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in the country and overseas. Its first foray abroad outside the United States, according
to Tanbuntiong, will likely be Mexico simply because Mexicans have the same palate as
Filipinos.
Branch network expansion can be done by the company itself or through franchising. Of
its 200 branches nationwide, almost 50 percent are franchise stores. But Red Ribbon is
very strict when it comes to choosing its franchisees to ensure that the quality of its
products and services will not be compromised.

They have to meet our capital requirement and they have to have good locations. We
check their background; we want to make sure we share the same values and
commitment. We make sure they will abide by our standards and support our
objectives, Cuadrante says.

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

franchise store, even in the recruitment of its staff. Once a franchise store is on stream,
it has to undergo regular audits by the mother company. Red Ribbon has a scoring
system for its franchisees and it rewards with incentives those who do well. For those
who dont, corrective actions will be undertaken. It is like entering marriage. We dont
want to end up in divorce, he adds.

Julies Bakeshop Success Story

The Julies Bakeshop story is the kind that hits close to home, particularly because it
was born out of the needs of a family which something most people can relate to. When

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she reached the age of 47, Julie Gandiocos duties as a mother were becoming less
and less demanding. Her children Bobby, Rico and Opep were already in college, and
the rest Oding, Neil and Patty were in high school. Her kids educational expenses were
going up and her husbands sugar farm was not doing well. So she thought that there
were something that she must do to help her husband.

The Opportunity Knocks

When she saw a job posting as a canteen concessionaire at PHILDACAN, a rattan
factory, she applied and got the contract. Since lady luck has already knocking on her
doors, it became a hit after one year and she was offered to run another on
PHILDACANs sister company, Admacor and a year after at the La Union Carbide
factory. The three factories were in the vicinity of Mandaue and the employees being fed
daily by her canteen totaled 1,780 which is a big task for a neophyte. But despite of this
she have the courage to face such a big task. As a true entrepreneur, she never refuse
a challenge and she replicates success. She said so herself that If you can manage
one business efficiently, there is no reason why you cant with two or three. All you have
to do is duplicate what you are doing. This just need good organization hard work and a
lot of prayers.
The Birth of Julies Bakeshop
Julie noticed that her customers consumes a lot of bread which she bought from
different bakeshops at that time. One of her bread supplier, Vicente Ruiz encourage her
to put up her own bakeshop so she could supply her own needs. She realized that it

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was a good opportunity because the market was already there but she was hesitant at
first because she have no experience in baking or bakeshop business.
Eventually she took Vicentes advice on the condition that he joins her business and
take care of all the baking while she took care of the rest. One of the keys for a
successful business is hiring an expert which attributed to her success. By hiring an
expert to help start her bakery business, she didnt have to worry about the product.
Again I would say that she was lucky enough that she have an expert on her side
because if she hired an amateur, then that would hinder her success.
Julie put up her savings which amounts to Php19,000 to open up the familys first
bakeshop on January 6, 1981 in Wireless, Mandaue. She served staples like Elorde,
Everlasting, Pan de Coco and Pandesal. Then she opened up another bakeshop in
Aznar road near Southwestern University just six months after she opened up the first
and she recovered her investment only in one year.
Based on the short success story, it is obvious that age doesnt matter if we were given
a break by our Almighty Creator. Just let us keep ourselves hoping and trusting in Him
that someday we will have our break.

Why not a bakery business?

By Ric M. Pinca
Are you planning to put up a business? Why not try a bakery? It is profitable, can be
started at home and allows the owner to grow the business gradually as his capital,
interest and knowledge of the business increases.

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Filipinos love to eat bread and the business minded should keep this in mind. Pandesal
is the usual breakfast fare most Pinoys cant do without before starting their days.
Snacks are usually a few slices of bread taken with coffee, softdrinks or fruit juice. An
aspiring bakery businessman should therefore have these two products in his list and
expand from there.

Other Pinoy favorites are ensaymada, pan de coco, monay, and mamon, while the more
affluent ones may opt for cinnamon rolls, French bread, hamburger buns and other
more sophisticated and therefore, costlier stuff.
The enterprising baker must know his market and tailor-fit his products to the kind of
customers he caters to. A bakery in Tondo, for example, must have products geared for
the Tondo market and not for the more sophisticated Makati or Greenhills crowd.
From one sack of flour, and using the most common formula for the production of loaf
bread, a baker can produce 81 loaves weighing 550 grams each. Total cost of materials,
packaging and overhead cost is P2,536.13. At a selling price of P40 per loaf, gross
revenues will add up to P3,240 for a gross margin of P703.87 per bag.
For pan de sal, gross earning per sack of flour is even bigger due to the lower cost of
pan de sal flour and less ingredients to be used. Each bag of flour produces 1,800
pieces of pan de sal weighing 25 grams each. At P2 per piece, total sales is P3,600 for
a margin of P2,517.63 per sack. From these gross earnings, the baker must deduct the
cost of manpower, rentals and of course, taxes to be paid.
The prospective bakery businessman must, however learn how to bake before jumping
into the pan, so to speak. In fact, any businessman worth his salt must first learn the

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trade he wants to invest in before pouring in his hard earned money. One must not
depend entirely on hired hands to run the business. This is particularly true in baking.
The best place to learn baking the commercial way is at the PAFMIL Baking Center at
the DSWD Jose Fabella Compound, Correctional Road in Mandaluyong City. This
baking school is run by the Philippine Association of Flour Millers (PAFMIL) and is
staffed by well-known and competent baking instructors who have many years of
experience of baking instruction. Visiting instructors from the flour milling and bakery
industries also come in to impart knowledge and valuable inputs.
Aspiring bakery businessmen or those who wish to be employed as bakers must take
the Basic Commercial Baking Course, a 20-day program designed to equip trainees
with a combination of skills and knowledge in baking. Each student is required to
produce bread every day and critique his production so that he could improve and
produce better bread the next day. Only 25 students will be taken each class and the
course will be offered only four times a year.

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FOREIGN STUDIES
Bakes Goods in Switzerland
Trends
In 2014, the pursuit of health and wellness remained key to adding value to bakery
products. Within baked goods, this is manifesting itself via more nutritionally beneficial
offerings. Whether through increasing fibre content, replacing fat or sugar, or addressing
particular nutritional conditions, the diversity of baked goods is increasing to satisfy
Swiss consumers.

Competitive Landscape
Baked goods remains highly fragmented in Switzerland, and artisanal baked goods
continued to account for the largest overall value share in 2014. Artisanal baked goods
hold an overwhelming dominance, with 67% of total value sales. A large number of
independent bakeries are present within Switzerland, which sell a wide range of baked
goods, including speciality breads, sweet and savoury pastries and cakes. Swiss
consumers by tradition like to buy their bread in bakeries and enjoy fresh products,
which are seen as healthier than packaged products. However, artisanal is overall
declining slightly in 2014 as Swiss consumers also slowly shift towards buying baked
goods products at Migros or Coop as well as branded products at supermarkets due to
the convenience when undertaking the weekly shopping.
Prospects
Baked goods is expected to grow marginally in constant value terms in Switzerland
over the forecast period. In this rather saturated category, growth is mainly driven by
innovation and the quality concerns of Swiss consumers. With consumers caring more
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about the origin of raw materials, the sales of local products will see an increase going
forward. The forecast period performance is set to be in line with that of the review
period.

Baked Goods in Thailand

TRENDS
In 2013, sales of baked goods in Thailand continued to stabilise in the post-flood
situation, given the peak demand for stocking up on baked goods when the flood hit in
the fourth quarter of 2011. Even though the demand for baked goods tends to slowdown
in the aftermath of floods, baked goods is expected to retain its positive performance as
Thai consumers in major cities are opting for convenient food choices in regard to their
unchanged hectic lifestyles. A wider selection of baked goods contained in packages or
artisanal format helped to spur consumption as they can better fulfil specific needs of
each consumer group.

COMPETITIVE LANDSCAPE
President Bakery is expected to secure its leadership position in baked goods with 32%
value share in 2013, due to its longstanding presence of its Farmhouse brand
underpinned by its strong distribution network nationwide to optimise its manufacturing
capacity across different baked goods. Its large scale of production supported in riding
down the fixed cost of production, enabling the company to achieve a competitive price.
Its heavy investment in research and development to discover unmet demand was
deemed the source of key competency to keep ongoing product dynamics of its

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industrial/packaged bread and cake offerings. During the review period, the company
tended to devote its resources to product development in industrial/packaged bread
featuring health benefits and a variety of tastes, given the ample room to offer value
creation under this category.

PROSPECTS
Baked goods in Thailand is predicted to grow moderately with a 5% constant value
CAGR to reach Bt27.4 billion at the end of 2018, lower than the average of the review
period. A slowdown over the forecast period is regarded as normal after the peak
demand in the aftermath of the floods. Over the forecast period, the demand for baked
goods is likely to remain as lifestyles of Thai consumers in urban centres incline to
revolve around convenient food choices served in convenient stores. To retain the
dynamics of baked goods in tapping into unmet demand of Thai consumers, branded
players are required to expand their offering to higher tier product ranges featuring highquality ingredients alongside health benefits to pursue greater value creation.

Baked Goods in Japan

Trends
Value sales of baked goods increased by 1% and reached 2.2 trillion in 2014, which
was better than the -2% decline in 2013. The growth in baked goods was primarily
supported by the value growth in bread of 3% in 2014, while cakes and pastries
experienced slower value growth of 1% each in 2014. The growth in baked goods was
supported by the increase in both volume sales and unit price. The rising popularity of

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premium bread among elderly consumers who do not eat a large amount of bread but
prefer high quality bread contributed to the increase in unit price.

Competitive Landscape
Yamazaki Baking Co Ltd remained the leader in baked goods in 2014 with a retail value
share of 20%, supported by strong presence in premium bread. Following the success
of premium bread Kin no Shokupan by Seven & I Holdings, the company launched
premium version of its existing brands in September and November 2013 by adding
Gold to its existing brand name. These products were successful in attracting the
interest from growing number of Japanese consumers who prefer to eat small amount
of high quality baked goods. In 2014, the company continued to focus on improving the
premium products. In February 2014, it launched a new brand, Oishii Kashipan, and
introduced a series of premium pastries under the brand. In December 2014, the
company renewed the ingredient formula of Double Soft Gold, which is a loaf bread
product and improved the softness and flavour.

Prospects
Baked goods is expected to have negligible change in value sales over the forecast
period, with 0% CAGR at constant 2014 prices. Manufacturers mostly focused on the
price competition of standard and economy products and this partly caused the decline
in the sales of baked goods. However, manufacturers received assurance during 2014
that the sales of premium baked goods to Japanese consumers could create tangible
profit. Following the trend in 2014, the sales of premium products is expected to be a

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driving force for the sales of baked goods over the forecast period, with growth in the
number of varieties launched by different manufacturers.

LOCAL STUDIES
Baked Goods in the Philippines
Trends
Innovation remains vital for baked goods companies to address the need of consumers
for variety, which can be more pronounced in packaged food. The development of new
products is directed either towards creating something healthier or something better
tasting. Innovation, however, is no longer limited to pastries, cakes or bread loaves as
even the popular local bread, pan de sal (salted bread), is being reinvented. A hotdogflavoured pan de sal, for instance, is now available through Gardenia Philippines Inc. A
healthier variant, meanwhile, can be bought through the bakery chain, Pan de Manila,
which created a malunggay (horseradish) pan de sal. The Food and Nutrition Research
Institute, on the other hand, is promoting the selling of yellow pan de sal, which contains
squash puree, in public schools to help address the problem of malnutrition among
children.

Competitive Landscape
Artisanal players which led the category in 2013 with a value sales contribution of 48%
sustained its lead in 2014 with a 47% value share. The proximity of neighbourhood
bakeries to households gave artisanal goods an edge over packaged/industrial baked
goods as they were more accessible to consumers. Also, some bread, like the popular

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pan de sal, is best consumed hot after baking as it tends to harden as it gets cold. As
such, artisanal bakeries are the preferred sources of freshly baked bread and pastries if
one is available nearby. The customization possible through unpackaged/artisanal
cakes, meanwhile, made it the preferred option, especially for more special occasions.

Prospects
Innovation is expected to remain an important part of major players operations to
sustain and improve their value share. This is also expected to help improve the growth
of baked goods over the forecast period, which is projected to post a constant value
CAGR of 2%, slightly outpacing its constant value performance over the review period.
Aside from creating healthier baked goods, adding flavour especially to plain bread,
such as pan de sal, is expected to help drive purchases. Not only do tastier baked
goods address consumers needs for variety, but will also afford them savings in both
time and money as they can forego the use of spreads or fillings.

Gardenia Bakeries Philippines, Incorporated

Trends
In 2011, Gardenia Bakeries Philippines opened a new manufacturing plant in Cebu with
a daily capacity of 50,000 loaves in order to serve the Visayas and Mindanao regions.
This allowed the company to further improve its distribution across the country as it
used to concentrate solely on Metro Manila. The decision to invest in other factories to
expand its geographical reach and enter unexploited locations will result in Gardenia
Bakeries Philippines maintaining its leading position in baked goods in 2011.

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Competitive Landscape
Gardenia Philippines continued its lead in baked goods with a 9% value share in 2010.
This was due to its strong presence in packaged/industrial bread, where it had a value
share of 39% in 2010. The company also benefited from its investments in advertising,
which strengthen brand recall, and consistent product quality. Products are made daily
and delivered to retail channels.

Prospects
More Filipinos are expected to purchase packaged/industrial baked goods over
unpackaged/artisanal products in the forecast period. As Filipinos increasingly value
convenience due to busier lifestyles, greater preference for these types of products was
due to the longer shelf-life of packaged/industrial bread, pastries and cakes, which can
be bought in bulk as there is no need for immediate consumption.

Business Strategies and Policies

Good implementation needs buy-in from those who are to carry out the plan. The best
way to get their buy-in is to have them participate in the plans development. Thus
salespeople are more likely to accept the marketing plan if a sales representative
participated in its development and if the target volumes and prices are plausible. So
the planners first need is to sell the plan inside, not outside.

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Control is the way that we catch failures in implementation or strategy. The company
may have implemented poorly, set the wrong marketing mix, aimed at the wrong target
market, or done poor initial research. Control is not a singular thing but a host of tools
for making sure that the company is on track. One of the five types of marketing control
system, needed by the companies to evaluate their marketing effort. Its aim is to ensure
that the company achieves the sales, profit and other goals established in the beginning
of the year.

Profitability control
Profitability control and efficiency control allow a company to closely monitor its sales,
profits, and expenditures. Profitability control demonstrates the relative profit-earning
capacity of a companys different products and consumer groups. Companies are
frequently surprised to find that a small percentage of their products and customers
contribute to a large percentage of their profits

Efficiency control
Efficiency control involves micro-level analysis of the various elements of the marketing
mix, including sales force, advertising, sales promotion, and distribution. For example,
to understand its sales-force efficiency, a company may keep track of how many sales
calls a representative makes each day, how long each call lasts, and how much each
call costs and generates in revenue.

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Strategic control
Strategic control processes allow managers to evaluate a companys marketing
program from a critical long-term perspective. This involves a detailed and objective
analysis of a companys organization and its ability to maximize its strengths and market
opportunities. Companies can use two types of strategic control tools.

Marketing audit
The marketing audit is, in some respects, the raw material for the strategic control. Its
role is to periodically make sure that the marketing plan emphasizes the country's
strengths in ways that are compatible with shifting market sentiments, current events,
fashions, preferences, needs, and priorities of relevant market players. This helps to
identify marketing opportunities and new or potential markets.

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CHAPTER III RESEARCH DESIGN & METHODOLOGY

This chapter shows the methods of research used in this study, the locale of the
study, the respondents of the study, the sampling design, the research instruments, and
the data gathering procedure and the statistical tools/treatment of the data.
RESEARCH DESIGN
This study will be conducted to determine the success factors of selected
bakeries at Brgy. Sto. Nio, Marikina City. In this study, the group will use the descriptive
asset what is. It is designed to provide information about prevailing situations or what
is or has been happening, or nature of things. The descriptive method is the most
suitable method for this study since its goal is to produce information about the success
factors of bakery businesses at Brgy. Sto. Nio, Marikina City.
LOCALE OF THE STUDY
The study will be conducted at Brgy. Sto. Nio, Marikina City.

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RESPONDENTS OF THE STUDY

The respondents of the study are classified into two: the owners/employees, and the
customers who are patronizing the bakeries in Brgy. Sto. Nio, Marikina City. The
interview themes and questions are prepared in advance. Listed below are the seven
(7) bakeshops with the highest average number of customers per day.
Bakeries
1. MB5 Bakery
2. Femas Bakery
3. Dendens Bakery
4. Tita Dorys
5. Mari Bread Hauz
6. Burichies Bakery
7. Beebo Bakery
TOTAL

Owners

Employees

Average Customers

20

150

150

150

150

100

80

70

53

850

SAMPLING PLAN
With a total of seven (7) selected Bakery shops , the researchers will compute the
sample size using the Slovins formula:

n=

N
2
1+ Ne

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Where:
n = sample size
N = population size
e = degree of marginal error (10%)
Hence, computation for customers

n=

850
1+ ( 850 ) (.10)2

n = 89
Computation for employees

n=

53
2
1+ ( 53 )( .10)

n = 35

RESEARCH INSTRUMENT
The researchers will use two instruments in gathering the needed data. The first will be
the personal interview with the owners/employees and some customers. The second
research instrument will be the survey questionnaire: five questions for the
owners/employees and another five questions for the customers.

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The questionnaires consist of the personal profile, age and gender of the
owner/employee and the customer. The number of questionnaires to be given will be
based on the result of the computed sample size on the part of the owners/employees
and the customers. The sample size represents the population size. They will be asked
to rate their answers from 1-5, 5 being the highest rate. The format of the questionnaire
for the owners/employees of the bakeshop business is:
I.
II.
III.

Cover Letter
Personal Profile
a. Age
b. Gender
Questionnaire Paper
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
e. Marketing Strategies

For the customers, the questionnaire format is:

I.
II.

Cover Letter
Personal Profile
a. Age
b. Gender

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III.

Questionnaire Proper
a. Frequency of patronizing the business
b. Occasions when to patronize the business
c. Variety of bread purchased
d. Reason (Strengths)
e. Reason (Weaknesses)

DATA GATHERING PROCEDURE

The data for this research were collected using a survey questionnaire. The survey was
created using suitable questions modified for the owners, managers, and customers
from related research and individual questions formed by the researcher. The survey
was comprised of a set questions, which were related to the participants perception
regarding the success factors of bakeshops. After the professor validated the
questionnaire, these were distributed to the selected bakeshops around Brgy. Sto. Nio,
Marikina City. The researchers assured confidentiality of their survey sheets since the
identities are not important. The researchers also understood that peoples
consciousness may also affect their honesty and effectiveness in answering the survey,
and so, the researchers gave people the option of being anonymous. Participants were
given time to respond and then the researchers collected the surveys after the
respondents had answered their questionnaires. There were no incentives offered for
participating in the research.

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STATISTICAL TOOL/TREATMENT OF DATA

The following statistical tool will be used by the researchers:
To find the measures of initial tendency, the researchers will use the formula in
finding the mean. The mean formula:

X=

Xo+

fdC
n

Where:
Xo

= midpoint of the assumed mean class

f = frequency
d = deviation from the mean class
C = class size
n = number of observations
Since the nature of the data gathered by the researchers is numerical, it is better to use
the standard deviation as a measurement of dispersions in order to determine the
degree of scatter of the observations with respect to a measure of central tendency that
has formula.

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 fd 2
S=

2
fd
n
c

Where:
C = class size
n = number of observations
f = frequency of each class interval
d = deviation from the mean class
Another formula to find out how well an observed distribution fits some theoretical
frequency distribution. This method is used to test the normality of any distribution and
the independence or dependence of two independent samples when the level of
measurement is nominal.

X =

( OE ) 2
E

Where:
x 2 = chi-square
O = expected frequency
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E = observed frequency

BIBLIOGRAPHY
Magazines/Newspapers:
Julies Bakeshop Success Story: Masigasig Magazine, Vol. 3 Issue. 5, June 2009
When Success tastes just as sweet: Philippines Daily Inquirer Filed Under: Economy,
Business Section September 21, 2008
Why not a Bakery Business? : Philippine Daily Inquirer, Filed Under: Business Section,
November 28, 2010

Electronic References:
Panera Bread Success Story: http://dineshperspective.blogspot.com/2011/05/panerabread-case-study-and-key-success.html (May 2015)
Business Objectives of a Bakery: http://smallbusiness.chron.com/business-objectivesbakery-21392.html (May 2015)
When Success tastes just as Sweet:
http://opinion.inquirer.net/inquireropinion/editorial/view/20080921-161907/Whensuccess-tastes-just-as-sweet (April 2015)
Why not a bakery business? http://www.philstar.com/agriculture/633662/why-notbakery-business (May 2015)
Baked Goods in Switzerland: http://www.euromonitor.com/bakery-in-switzerland/report
Baked Goods in Thailand: http://www.euromonitor.com/bakery-in-thailand/report
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Baked Goods in Japan: http://www.euromonitor.com/bakery-in-japan/report

Baked Goods in Philippines: http://www.euromonitor.com/bakery-in-thephilippines/report
Gardenia Bakeries Incorporated: http://annmacapanas.weebly.com/company-industryanalysis.html
Business Policy and Strategy: http://annm//acapanas.weebly.com/effective-evaluationand-control-plan.html

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APPENDICES
LETTER OF APPROVAL

Philippine School of Business Administration

1029, Aurora Blvd., Quezon City
May 16, 2015
Dear Maam/Sir,
We, the students of Fundamentals of Research of Philippine School of Business
Administration Q.C., are conducting a survey regarding the operations of bakeshops
along the streets of Brgy. Sto. Nio, Marikina City. In this regard, please allow us to visit
your establishment and conduct interview with some of your employees and customers.
Rest assured that all information that gathered will be dealt with such confidentiality and
will be only be used for classroom purposes only.
Thank you and God Bless!
Respectfully yours,
Kwan, Gibran
Mabana, Jasper Carl
Cruz, Joseph
Santiago, Senden Claire
Mercado, Cyrielle Joy
Noted by,
Dr. Emma R. Guno
(Professor)

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QUESTIONARES FOR MANAGERS/EMPLOYEES/OWNERS

I. PERSONAL INFORMATION
Directions: Please check the box
Gender:

Male

Female

Age:
20 Years old and below
21-30 years old
31-40 years old
41-50 years old
51 years old and above
II. SURVEY QUESTIONS
1. What are the strengths of the bakeshop that helped you to be successful in your
business?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Significant
4 Significant
3 Moderately Significant

2 Less Significant
1 Not Significant

Quality Products
Affordable price
Accessible location
Quality Service
Variety of breads

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2. What are the weaknesses of the bakeshop that affected the success of your
business?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Important
4 Important
3 Moderately Important

2 Less Important
1 Not Important

Poor quality
Expensive Prices
Inaccessible location
Poor service
Limited variety of breads

3. What are the opportunities that contributes to the success of your business?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Important
4 Important
3 Moderately Important

2 Less Important
1 Not Important

Expansion of business
Going into franchising
Increase in customers
Advance use of technology
Offer other products (coffee, soft drinks, milk tea)

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4. What are the threats that may hinder the success of the bakeshop?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Significant
4 Significant
3 Moderately Significant

2 Less Significant
1 Not Significant

Many competitors
Price increase in supplies
Customers Preference
Robbery/Theft
Natural Calamities

5. What are the different marketing strategies that helped the bakeshop to be
successful?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Important
4 Important
3 Moderately Important

2 Less Important
1 Not Important

Promotions
Discounts
Food Sampling
Events
Release of new products

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QUESTIONARES FOR CUSTOMERS

I. PERSONAL INFORMATION
Directions: Please check the box
Gender:

Male

Female

Age:
20 Years old and below
21-30 years old
31-40 years old
41-50 years old
51 years old and above

II. SURVEY QUESTIONS

Directions: Please check the box
1. How often do you buy in this bakeshop?
Everyday/Daily
Weekly
Monthly
Occasionally
Rarely
2. What products do you usually buy?
Pandesal
Tasty
Monay
Spanish Bread
Others (Please specify) __________________________

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

Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Important
2 Less Important
4 Important
1 Not Important
3 Moderately Important
5

Good quality products

Affordable price
Accessible location
Good service
Variety of breads

4. What are the reasons why you dont buy their products?
Directions: Kindly rate them from 5 to 1 wherein:
5 Highly Significant
2 Less Significant
4 Significant
1 Not Significant
3 Moderately Significant

Poor quality
Expensive Prices
Inaccessible location
Poor service
Limited variety of breads

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VINCITY MAP

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