ENTREPRENEURSHIP FINAL REQUIREMENT

Note:

1. this will be your final requirement. However, market research shall be done as your midterm

exam. The summative of this paper will serve as your final term exam. Your scores will be dealt

properly according to the following criterion on the next page.

2. All instructions, directives, guidelines and or directions highlighted in red must be deleted before

printing.

3. Remove all the lines highlighted in red

4. Print your final paper in long bond paper without editing the indentions, line and paragraph

spacing.

5. This paper is a group work therefore everyone should and must to contribute for the completion

of this paper. Instantaneously, someone who will not contribute for the accomplishment of this

paper, any member in the group can privately message me so I can take proper actions.

Remember you will be graded as group. Meaning, you will be graded the same regardless of your

given effort.

6. In writing your business plan always use third person pronoun

 (FEASIBILITY STUDY) TITLE

This is in Partial Completion of the Prerequisites in the Course Entrepreneurship in Hospitality and

Tourism Industry, as Prescribed by the Commission on Higher Education, Implemented in the

College Hospitality Management Program Curriculum

LOGO of the business

Proposed Name of the Business

Tagline

Proponents

Date

Contact Information’s
 TABLE OF CONTENTS

page

Title page……………………………………………………………………….………………………………i

Table of contents……………………………………………………………………………………………..ii

List of tables………………………………………………………………………………………………….iii

List of figures ……………………………………………………………………………………………….iv

Acknowledgement……………………………………………………………………………………………v

Dedication………………………………………………………………………………...…………………..vi

EXECUTIVE SUMMARY…………………………………………………………………………………

Proposed Name of the Business…………………………………………………………………

Mission, Vision, Goals and Objectives………………………………………………………….

Business Description……………………………………………………………………………….

Address of The Business………………………………………………………………………….

Name of The Owner/S/ Shareholders……………………………………………………………

Funding Requirements and Source……………………………………………………………….

Wealth Improvement Approaches…………………………………………………………………

CHAPTER I- THE PROBLEM AND ITS BACKGROUND

Introduction

Statement of the Problem

 Theoretical/ Conceptual Framework

Scope and Delimitation of the Study

Significance of the Study

Definition of Terms

CHAPTER II- ENVIRONMENTAL ANALYSIS

Trend in the Industry…………………………………………………………………………………

PESTEL Analysis……………………………………………………………………………………

CHAPTER III- METHODOLOGY

Research Method

Respondents of the Study

Sampling Method Used

Research Instrument

Data Analysis

Data Gathering Procedure

Validation of the Instrument

Statistical Treatment of Data

CHAPTER IV- PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

SWOT analysis……………………………………………………………………………………

Strengths versus Weaknesses Strategy…………………………………………………………..

 Opportunities versus Threats Strategy……………………………………………………………

Strength versus Opportunities Strategy…………………………………………………..

Demand and Supply Analysis…………………………………………………………………..

Consumer analysis…………………………………………………………………………………

Competition analysis………………………………………………………………………………..

Market forecast………………………………………………………………………………………

Market share…………………………………………………………………………………………

CHAPTER V- SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

MANAGEMENT PLAN………………………………………………………………………………………

Type/Nature of the Business……………………………………………………………………….

Form of Business Organization…………………………………………………………………….

Size of the business…………………………………………………………………………………

Personnel Requirement……………………………………………………………………………..

Organizational Structure…………………………………………………………………………….

Job Description and Specification………………………………………………………………….

Salary Requirement…………………………………………………………………………………

Government Interventions and Tax Implications………………………………………………..

Five-year Strategic Plan……………………………………………………………………………

MARKETING PLAN…………………………………………………………………………………………

Product………………………………………………………………………………………………..

Price………………………………………………………………………………………………….

Place………………………………………………………………………………………………….
 Promotion…………………………………………………………………………………………….

People…………………………………………………………………………………………………

Process………………………………………………………………………………………………..

Physical Evidence……………………………………………………………………………………

Marketing cost……………………………………………………………………………………….

Five-year Strategic Plan

TECHNICAL PLAN………………………………………………………………………………………….

Production Plan………………………………………………………………………………………

Production System

Mode of Production……………………………………………………………………….

Production Process………………………………………………………………………

Production Schedule………………………………………………………………………

Operational Plan…………………………………………………………………………………..

Evaluation of suppliers……………………………………………………………………

Storage and Inventory Control System………………………………………………….

Processing Plant and Equipment……………………………………………………..

Production Cost…………………………………………………………………………..

Plant Layout………………………………………………………………………………

Five-year Strategic Plan…………………………………………………………………………….

FINANCIAL PLAN...............................................................................................................................
Budgetary Requirement…………………………………………………………………………

Return On Investment……………………………………………………………………………

Payback …………………………………………………………………………………………

Comprehensive Income Statement………………………………………………………………..

Balance Sheet………………………………………………………………………………………

Cash Flow………………………………………………………………………………………

Five-Year Strategic Plan…………………………………………………………………………..

DEDICATION
ACKNOWLEDGEMENT
 EXECUTIVE SUMMARY

PROPOSED NAME OF THE BUSINESS

(In this part explain why have you chose this name, is there any history or relevance to

your personal life? Or it’s the initials of the names of the owners, how does this name can influence

in general? Is there any significance)

(Name of the Business)

MISSION (A mission statement is a short statement of why an organization exists, what its overall

goal is, identifying the goal of its operations: what kind of product or service it provides, its primary

customers or market, and its geographical region of operation. [1][2] It may include a short statement

of such fundamental matters as the organization's values or philosophies, a business's main

competitive advantages, or a desired future state—the "vision".

A mission is not simply a description of an organization by an external party, but an expression,

made by its leaders, of their desires and intent for the organization. The purpose of a mission

statement is to communicate the organization’s purpose and direction to its employees, customers,

vendors, and other stakeholders. A mission statement also creates a sense of identity for its

employees. Organizations normally do not change their mission statements over time, since they

define their continuous, ongoing purpose and focus).

VISION (A vision statement is an inspirational statement of an idealistic emotional future of a

company or group. Vision describes the basic human emotion that a founder intends to be

experienced by the people the organization interacts with, it grounds the group so it can actualize

some existential impact on the world.)

GOALS (These are the long term plans that are connected to your mission and vision)
OBJECTIVES (these are the short term plans in order for you to achieve your goals)

BUSINESS DESCRIPTION

(briefly describe your business, (1)like what you offer, the product or services you have,

(2)the industry you belong and (3)the nature/ type of business and the form of business

organization. Later on your business plan you will be describing your business in a more detailed

approach which includes your strategic plans)

ADDRESS OF THE BUSINESS

(Write down the EXACT location/ address of your business)

NAME OF THE OWNER/S/ SHAREHOLDERS

(Simply describe you as the owner; You can be the manager or a partner in the business)

Include also some of your personal and professional information (kahit po kunwari lang) that is

relevant to your position or as the owner of the business)

(Owner/ Proprietor or Partner 1)

(Partner 2)

(Partner 3)

FUNDING REQUIREMENTS AND SOURCE

(funding requirements may include information’s such as, how are you going to get fund?

Where can you get fund? And who do you think you can borrow money if you need to borrow. On

the other hand, if you are going to use the type of business organization in raising fund for your

business, include details of your contribution. Therefore, this section entails details about how are

you going to accomplish your business capital)

WEALTH IMPROVEMENT APPROCHES

(It will present a brief information’s about your five years’ strategic plan on each aspects of the

business)

MANAGEMENT STRATEGY

TECHNICAL STRATEGY

MARKETING STRATEGY

FINANCIAL STRATEGY
CHAPTER I- THE PROBLEM AND ITS BACKGROUND

INTRODUCTION

(it’s like writing statement of the problem in a research paper. You can include information that can

answer the following questions: What did you observe that makes you eager to pursue the

business? Will this business can be a solution in an existing problem? Is the number of existing

target market increasing? Or is there any promising market that you can offer your product? You

can also state here facts about the industry your business belongs to, like the present condition of

the industry and its market)

STATEMENT OF THE PROBLEM

THEORETICAL FRAMEWORK

CONCEPTUAL FRAMEWORK

SCOPE AND DELIMITATION OF THE STUDY

SIGNIFICANCE OF THE STUDY

DEFINITION OF TERMS
CHAPTER II - ENVIRONMENTAL ANALYSIS

TREND IN THE INDUSTRY

(What’s new in the industry? What makes it exiting? Is there a need to create product

innovation? This part can be composed of literatures or studies attesting that the industry of your

proposed business is healthy).

PESTEL ANALYSIS (identify the variables of forces in each segment of PESTEL) then explain/

discuss how does this forces can affect the business)

POLITICAL

ECONOMIC

SOCIETAL

TECHNOLOGICAL

ENVIRONMENTAL
 

LEGAL

CHAPTER III- METHODOLOGY

RESEARCH METHOD

RESPONDENTS OF THE STUDY

SAMPLING METHOD USED

RESEARCH INSTRUMENT

DATA ANALYSIS

DATA GATHERING PROCEDURE

VALIDATION OF THE INSTRUMENT

STATISTICAL TREATMENT OF DATA

 CHAPTER IV

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

CONSUMER ANALYSIS

MARKET

INSTRUCTIONS: Describe your key customers – who they are and what their key attributes are. If

your company is targeting multiple customer groups (also called ‘segments’), describe each group

here. If you can, include details about how many people are in each segment and how large the

total. How are we going to categorize each segment? here are some techniques in order for us to

so do the demographic profiling, psychological segmentation, geographical segmentation and

behavioral segmentation

MARKET SEGMENT
NAME OF SEGMENT/
ATTRIBUTE
CATEGORY
Segment 1

__________________

Segment 2

__________________

Segment 3

__________________
 COMPETITION

EXISTING PRODUCTS/

BUSINESS SERVICES BEING

OFFERED
they are the

competitors or What do you share in

manufacturers common??

existing in the STRATEGY

Products (substitute
market?
products) existing in What will you do to overcome the competition

the market?

What products and

services are people

using instead of

yours?

Example: you are in Barbeque

the food industry

Chicken

The griller
Pork

Satay

grilled seafood’s
OUR ADVANTAGES

Explain why your product or service is better than the others. Also, be sure to describe any

competitive advantages you may have, such as a patent or other unique component to your

business. State facts about your business and your products.

MARKET SHARE FORCAST

(Let’s assume that you conducted a survey. From the current competition in the market at what

percentage do you think you can penetrate the market use the pie graph below change the name

and make sure you include all the existing business which maybe in one way or another is

considered as your competitor)

 15%

25%

25%

35%

Your Business business 1 business 2 business 3

SWOT ANALYSIS

(BASAHIN PO ITO AT IDISCUSS SA GROUP. MAGSAHRE PO KAYO NG IDEAS)

How to Develop a Strategy for Success?

Use SWOT Analysis to assess your organization's current position before you decide on any new

strategy.

Find out what's working well, and what's not so good. Ask yourself where you want to go, how you

might get there – and what might get in your way. These are big issues, and you'll need a powerful

but simple technique to help you: SWOT Analysis.

This article, video and infographic will help you to discover what SWOT Analysis is, how to carry

one out, and how to apply its benefits to the max.

What Is a SWOT Analysis?

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Analysis is

a technique for assessing these four aspects of your business.

You can use SWOT Analysis to make the most of what you've got, to your organization's best

advantage. And you can reduce the chances of failure, by understanding what you're lacking, and

eliminating hazards that would otherwise catch you unawares.

Better still, you can start to craft a strategy that distinguishes you from your competitors, and so

compete successfully in your market.

How to Do a SWOT Analysis

  You can approach a SWOT Analysis in two ways: to get people together to "kick off"

strategy formulation informally, or as a more sophisticated and formal tool.

In either case, gather a team from a range of functions and levels in your organization.

Use Brainstorming  techniques to build a list of ideas about where your organization currently

stands. Every time you identify a Strength, Weakness, Opportunity, or Threat, write it down in the

relevant part of the grid.

To clarify which section an idea belongs to, it may be useful to think of Strengths and

Weaknesses as internal factors – that is, to do with the organization, its assets, processes, and

people. Think of Opportunities and Threats as external factors, arising from your market, your

competition, and the wider economy.

Let's look at each area in more detail and consider what questions you could ask as part of

your analysis.

Strengths

Strengths are things that your organization does particularly well, or in a way that

distinguishes you from your competitors. Think about the advantages your organization has over

other organizations. These might be the motivation of your staff, access to certain materials, or a

strong set of manufacturing processes.

Your strengths are an integral part of your organization, so think about what makes it

"tick." What do you do better than anyone else? What values drive your business? What unique or
lowest-cost resources can you draw upon that others can't? Identify and analyze your

organization's Unique Selling Proposition  (USP), and add this to the Strengths section.

Then turn your perspective around and ask yourself what your competitors might see as your

strengths. What factors mean that you get the sale ahead of them?

Remember, any aspect of your organization is only a strength if it brings you a clear

advantage. For example, if all of your competitors provide high-quality products, then a high-quality

production process is not a strength in your market: it's a necessity.

Weaknesses

Now it's time to consider your organization's weaknesses. Be honest! A SWOT Analysis

will only be valuable if you gather all the information you need. So, it's best to be realistic now, and

face any unpleasant truths as soon as possible.

Weaknesses, like strengths, are inherent features of your organization, so focus on your

people, resources, systems, and procedures. Think about what you could improve, and the sorts of

practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do they notice

weaknesses that you tend to be blind to? Take time to examine how and why your competitors are

doing better than you. What are you lacking?

Opportunities

Opportunities are openings or chances for something positive to happen, but you'll need to

claim them for yourself!

They usually arise from situations outside your organization, and require an eye to what might

happen in the future. They might arise as developments in the market you serve, or in the

technology you use. Being able to spot and exploit opportunities can make a huge difference to

your organization's ability to compete and take the lead in your market.
 Think about good opportunities you can spot immediately. These don't need to be game-

changers: even small advantages can increase your organization's competitiveness. What

interesting market trends are you aware of, large or small, which could have an impact?

You should also watch out for changes in government policy related to your field. And

changes in social patterns, population profiles, and lifestyles can all throw up interesting

opportunities.

Threats

Threats include anything that can negatively affect your business from the outside, such

as supply chain problems, shifts in market requirements, or a shortage of recruits. It's vital to

anticipate threats and to take action against them before you become a victim of them and your

growth stalls.

Think about the obstacles you face in getting your product to market and selling. You may

notice that quality standards or specifications for your products are changing, and that you'll need

to change those products if you're to stay in the lead. Evolving technology is an ever-present

threat, as well as an opportunity!

Always consider what your competitors are doing, and whether you should be changing

your organization's emphasis to meet the challenge. But remember that what they're doing might

not be the right thing for you to do, and avoid copying them without knowing how it will improve

your position.

Be sure to explore whether your organization is especially exposed to external challenges.

Do you have bad debt or cash-flow problems, for example, that could make you vulnerable to even

small changes in your market? This is the kind of threat that can seriously damage your business,

so be alert.

How to Use a SWOT Analysis?

 Once you've examined all four aspects of SWOT, you'll likely be faced with a long list of

potential actions to take. You'll want to build on your strengths, boost your weaker areas, head off

any threats, and exploit every opportunity.

But, before you leap into action, look for potential connections between the quadrants of your

matrix. For example, could you use some of your strengths to open up further opportunities? And,

would even more opportunities become available by eliminating some of your weaknesses?

As a result of the team's analysis, Alice decides that the consultancy's main strengths lie in

its agility, technical expertise, and low overheads. These allow it to offer excellent customer service

to a relatively small client base.

The company's weaknesses are also to do with its size. Alice will need to invest in training, to

improve the skills base of the small staff. She'll also need to focus on retention, so that she doesn't

lose key team members.

Alice sees opportunities in offering rapid-response, good-value services to local businesses and to

local government organizations. The company can likely be first to market with new products and

services, given that its competitors are slow adopters.

The threats require the consultancy to keep up-to-date with changes in technology. It also

needs to keep a close eye on its largest competitors, given its vulnerability to large-scale changes

in its market. To counteract this, the business needs to focus its marketing on selected industry

websites, to get the greatest possible market presence on a small advertising budget.

Note:

It's also possible to carry out a Personal SWOT Analysis . This can be useful for

developing your career in ways that take best advantage of your talents, abilities and

opportunities.

Key Points SWOT Analysis is a simple but useful framework for analyzing your

organization's strengths, weaknesses, opportunities, and threats. It helps you to build on

 what you do well, to address what you're lacking, to minimize risks, and to take the

greatest possible advantage of chances for success.

It can be used to kick off strategy formulation informally, or in a more sophisticated way as a

serious strategy tool. You can also use it to get an understanding of your competitors, which can

give you the insights you need to craft a coherent and successful competitive position.

When carrying out your analysis, be realistic and rigorous. Apply it at the right level, and

supplement it with other option-generation tools where appropriate.

*Use the matrix or the next page in creating your SWOT analysis

*Note that in writing the SWOT analysis matrix, your strengths should be greater than your

weakness it goes the same with your opportunities over your weaknesses

*be truthful and realistic in writing your SWOT analysis

 STRENGTHS WEAKNESSES

What makes your business/ product/ services What will be the reason that will make your

the best? (Write as many as you can in bullet business/ product/ services fail to succeed?

form) Evaluate the following factors:

Evaluate the following factors: Product/ Services quality

Product/ Services quality 

 

 Management style

Management style 

 

 Technical/ facilities

Technical/ facilities 

 

 Financial Standing

Financial Standing 

 

OPPORTUNITIES THREATS

What do you think are the things or What do you think are the things or
eventualities that you can explore or engage eventualities that can cause huge impact in
with for your business to be more successful? your business so it will close of fall into
(Write as many as you can in bullet form) bankruptcy?
 

 

 

STRATEGIES

STRENGTHS VERSUS WEAKNESS

 (Gamit ang iyong mga kalakasan or strengths, Ano ang mga gagawin mo para maalis o

matangal o mabawasan ang iyong mga kahinaan?)

STRENGTHS VERSUS OPPORTUNITIES

(Paano mo gagamitin ang iyong mga kalakasan or strengths para mag take advantage k

sa mga opportunies n present sa comminity?)

OPPORTUNITIES VERSUS THREATS

(Paano mo gagamitin ang mga opportunies n present sa community para mabawasan ang

impact ng threats s business?)

DEMAND AND SUPPLY ANALYSIS

CHAPTER V

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

MANAGEMENT PLAN

NATURE/ TYPE OF BUSINESS

(BASAHIN PO ITO AT IDISCUSS SA GROUP. MAGSHARE PO KAYO NG IDEAS)

5 TYPES/NATURE OF BUSINESS

There are three major types of businesses:

1. Service Business- A service type of business provides intangible products (products

with no physical form). Service type firms offer professional skills, expertise, advice, and

other similar products. Examples of service businesses are: salons, repair shops, schools,

banks, accounting firms, and law firms

2. Merchandising Business- This type of business buys products at wholesale price and

sells the same at retail price. They are known as "buy and sell" businesses. They make

profit by selling the products at prices higher than their purchase costs. A merchandising

business sells a product without changing its form. Examples are: grocery stores,

convenience stores, distributors, and other resellers

3. Manufacturing Business- Unlike a merchandising business, a manufacturing business

buys products with the intention of using them as materials in making a new product. Thus,

there is a transformation of the products purchased. A manufacturing business combines

raw materials, labor, and overhead costs in its production process. The manufactured

goods will then be sold to customers.

4. Agricultural Business- Is engaged in the production of agricultural goods and animals, it

may sell its product as raw materials or as a finish goods. Example of agricultural business
 ventures are mushroom production, potted ornamental plants, poultry products, dairy

products, piggery products and agricultural crop products such as fruits and vegetables.

5. Hybrid Businesses are business ventures that possess the characteristics of a

combined type of business entities that may be classified in more than one type of

business. For example, a bakery and a coffee shop, agricultural crops which engaged in

restaurants a company owning multiple business entities for example San Miguel

corporation, they have been engaged in manufacturing beer and at the same time they

have agricultural farm.

WHAT TYPE/ NATURE OF YOUR BUSINESS IS ENGAGED WITH? WHY DO YOU THINK

THIS IS THE BEST TYPE OF BUSINESS FOR YOUR BUSINESS?

FORM OF BUSINESS ORGANIZATION

FORMS OF BUSINESS ORGANIZATION

These are the basic forms of business ownership:

1. Sole Proprietorship-A sole proprietorship is a business owned by only one person. It is

easy to set-up and is the least costly among all forms of ownership. The owner

faces unlimited liability; meaning, the creditors of the business may go after the personal

assets of the owner if the business cannot pay them. The sole proprietorship form is

usually adopted by small business entities.

2. Partnership-A partnership is a business owned by two or more persons who contribute

resources into the entity. The partners divide the profits of the business among

themselves.

In general partnerships, all partners have unlimited liability. In limited

partnerships, creditors cannot go after the personal assets of the limited partners.

3. Corporation- A corporation is a business organization that has a separate legal

personality from its owners. Ownership in a stock corporation is represented by shares of

stock.
 The owners (stockholders) enjoy limited liability but have limited involvement in the

company's operations. The board of directors, an elected group from the stockholders,

controls the activities of the corporation.

WHAT FORM OF BUNINESS ORGANIZATION YOUR BUSINESS IS ENGAGED WITH? WHY

DO YOU THINK THIS IS THE BEST TYPE OF BUSINESS FOR YOUR BUSINESS?

SIZE OF THE BUSINESS

Here is a quick guide to properly differentiate a micro business from other types of businesses:

Category Assets No. of Employees

Micro ₱3 million and below 9 employees or less

Small ₱3−15 million 10-99 employees

Medium ₱15−100 million 100-199 employees

₱100 million and

Large 200 employees and up
above

MSMEs businesses are driven by profitability and stable long-term value.

A startup business’ objectives are focused on top-end revenue and growth potential. As

defined by Steve Banks : “Start-up entrepreneurs have a more idealistic mentality, being more

socialist, vs. the SME entrepreneurs, which are more financially driven. It is a “temporary

organization designed to search for a repeatable and scalable business model.” A startup is

searching for answers to the product it will sell, the customer it will serve and the way it will

make money from delivering value to its customers.

Barangay Micro Business Enterprise (BMBE)[edit]

A business which falls under the Republic Act 9501 Magna Carta for Micro, Small, Medium

Enterprise (MSME) is eligible of the following incentives from the BMBE:

1. Income tax exemption from income arising from the operations of the enterprise

2. Exemption from the coverage of the Minimum Wage Law (BMBE employees will still

receive the same social security and health care benefits as other employees)

3. Priority to a special credit window set up specifically for the financing requirements of

BMBEs

4. Technology transfer, production and management training, and marketing assistance

programs for BMBE beneficiaries.

The government, in its objective to strengthen Barangay Micro Business Enterprises in the

country and provide more jobs, livelihood and a better quality of life for Filipinos, has enacted

Republic Act 9178, otherwise known as the “Barangay Micro Business Enterprises Act of

2002”.

In other words, a business or activity may be eligible to register as BMBE if they meet the

following criteria:

1. The business enterprise is engaged in production, processing, or manufacturing of

products, including agro-processing, as well as trading and services.

2. The business enterprise has total assets of ₱3 million or less including those arising

from loans but excluding the land on which the plant and equipment are located.

3. The business enterprise or service provider, in connection with his or her exercise of

profession, is not a professional who is duly licensed by the government after having

passed a government licensure examination for aspiring accountants, lawyers,

doctors, and other professions.

4. The business enterprise is not a branch, subsidiary, division or office of a large scale

enterprise or it is not a franchisee.

PERSONEL REQUIREMENT
(this is determined by the size of your business) How many employees do you need in your

business? and justify why do you need so (is can be because of the workload)

ORGANIZATIONAL CHART

Create an organizational chart base on the hierarchy of the position in your business and total

number of employees

JOB DESCRIPTION AND SPECIFICATION

POSITION NO. JOB DESCRIPTION JOB QUALIFICATION

OF (Describe here the (explain here the qualities

STAFF nature of the work the that an employee must have

staff in going to do) to obtain the position)

GOVERNMENT INTERVENTIONS AND TAX IMPLICATIONS

(This refers to the governments regulation in opening a business, such as permits and

registrations)

SALARIES AND WAGES

In this notion please refer to the governments legal guidelines for employee

compensation (this would include their monetary compensation, benefits and privileges as

required by the law) also consider about provincial rates.

POSITION WAGES BENEFITS MONTHLY ANNUAL

(how much does you SALARY SALARY

employee earn an hour,

daily and weekly

hourly daily weekly

FIVE-YEAR MANAGEMENT STRATEGIC PLAN

Use the SMART objectives in writing your strategic plan.

SMART refers to a specific criteria for setting goals and project objectives. SMART stands for

Specific, Measurable, Attainable, Relevant, and Time-bound. The idea is that every project

goal must adhere to the SMART criteria to be effective. Therefore, when planning a project's

objectives, each one should be:

1. Specific: The goal should target a specific area of improvement or answer a specific

need

2. Measurable: The goal must be quantifiable, or at least allow for measurable progress

3. Attainable: The goal should be realistic, based on available resources and existing

constraints

4. Relevant: The goal should align with other business objectives to be considered

worthwhile

5. Time-bound: The goal must have a deadline or defined end

Specific

The goal should target a specific area of improvement or answer a specific need. Because it’s

the first step in the SMART goal process, it’s important to be as clear as possible. For

example, note the difference between “I will make lunch” and “I will use wheat toast, peanut

butter, and strawberry jam to create a tasty sandwich for myself to eat”. See how specific it is?

This example also illustrates the importance of word choice. Not only are you noting which

ingredients or tools will be used to achieve the final goal, but you’re also articulating who

benefits. Details like these

color your goal description, making it easier for collaborators to visualize and align intentions

with your project.

Measurable

The goal must be quantifiable, or at least allow for measurable progress. In this step, you’ll

choose what your progress markers or project KPIs are and how you’ll measure them. This

might mean adopting the right tools or restructuring your KPI’s to something that you can

easily monitor. You’ll also need to define who is in charge of measuring your progress, when

these measurements will take place, and where the information will be shared.

Attainable

The goal should be realistic and based on available resources and existing constraints. Typical

project constraints include team bandwidth, budgets, and timelines. Project managers should

look to data from similar past projects for insight into what’s achievable this time around.

Relevant

The goal should align with other business objectives to be considered worthwhile. You can

also break your project goal down into smaller, equally relevant goals that will keep the whole

team focused. Be diligent about eliminating irrelevant goals and sub goals to save significant

time.

Time-bound

The goal must have a deadline or a defined end. This can be measured in hours and minutes,

business days, or years depending on the project scope. To set your project timelines, get

feedback from major stakeholders about their deadline expectations, and compare it to team

members' inputs.

You can write down your SMART goals and share them with your team using a shared

document or an OKR template. An OKR template allows you to identify, build, discuss, track,

and rate goals for both teams and individuals on any given project.
Where did the idea of SMART goals come from?

Although the term SMART first appeared in a 1981 issue of a business management

magazine, SMART goals were born from a 1960s psychological theory where researchers

began testing the relationship between conscious decision-making and output. In Dr. Edwin

Locke’s often-quoted paper on the subject, he notes that “an individual's conscious ideas

regulate his actions” and have a direct relationship to goal execution.

His study also finds that it isn’t money, results, or external pressures that motivate high

performance. It’s simply the act of breaking down a hard goal into a conscious purpose that

others willingly share. Although you can’t force someone to be excited about a project, you can

set them up for success with highly structured objectives using the SMART goal method.

Examples of SMART goals for project managers

As you’ll see from the below examples, SMART goals can be applied to all aspects of project

management. Simplifying your SMART goal into one simple sentence is a powerful tool for

aligning your whole team around a shared intention.

Adopt a work management tool (specific) that organizes at least 50 (measurable) incoming

work requests per week (attainable) so that our team can streamline task assignment

(relevant) within 30 days of receipt (time-bound).

Create a social media marketing campaign template (specific) that plans out one daily Tweet

for the next 30 days (measurable and attainable) to increase existing audience engagement

(relevant) before our launch on the first of the upcoming month (time-bound).

Realign the current project deliverables schedule (specific) by assigning new due dates to all

three small tasks (measurable) over the next seven days (attainable) so that the original

deadline remains the same (relevant) and clients can review the tasks by Friday (time-bound).

Here are the factors that you have to consider in five-year management strategic plan:

Pre-Operating Business Activities (For the initial year)

Business (What do you plan for your business, will you engage in a bigger scale of business?)

People

Owners (Is there any change in ownership? Will you sell a share to another prospective

shareholder?)

Clients (will you be expanding your business? Will you cater new market segment?)

Employees (what do you intend to do in your employee? Will you be adding more staff?

Will you promote them? Are you going to send them for training and other professional

growth activities?)

Industry (Do you have a plans of partnering with other business? Will you be joining

industry organizations? For example, here in Aurora province we have business owner’s

association of aurora province, we also have hotel and restaurant association of aurora

and we also have

GANTT CHART

What is a Gantt chart?

Definition

A Gantt chart is a project management tool assisting in the planning and scheduling of projects

of all sizes, although they are particularly useful for simplifying complex projects. Project

management timelines and tasks are converted into a horizontal bar chart, showing start and

end dates, as well as dependencies, scheduling and deadlines, including how much of the task

is completed per stage and who is the task owner. This is useful to keep tasks on track when

there is a large team and multiple stakeholders when the scope changes.

As it's in a bar chart format it is possible to check on progress with a quick glance. You can

easily see:

 a visual display of the whole project,

 timelines and deadlines of all tasks,

  relationships and dependencies between the various activities,

 project phases

Project management solutions that integrate Gantt charts give managers visibility into team

workloads, as well as current and future availability, which allows for more accurate

scheduling.

How to use a Gantt chart. The underlying concept of a Gantt chart is to map out which tasks

can be done in parallel and which need to be done sequentially. If we combine this with the

project resources we can explore the trade-off between the scope (doing more or less work),

cost (using more or less resources) and the time scales for the project. By adding more

resources or reducing the scope the project manager can see the effect on the end date.

To create a chart, you need to know all of the individual tasks required to complete the project,

an estimate of how long each task will take and which tasks are dependent on others. The very

process of pulling this information together helps a project manager focus on the essential

parts of the project and begin to establish a realistic timeframe for completion.

In summary:

 When you set up a Gantt chart, you need to think through all of the tasks involved in

your project and divide them into manageable components.

 Then decide who will be responsible for each task and delegate to the team.

 Identify task relationships and decide on the completion date sequence for each

task, showing the expected time duration of the whole project and the sub tasks. A

Gantt chart will show the tasks in a sequential order and display task dependencies

(ie. how one task relates to another).

 Determine and allocate your resources.

 Anticipate the risks and problems you may encounter and create a contingency plan

for potential problems.

Why use a Gantt chart?

A Gantt chart is used for the following activities:

 Establish the initial project schedule - who is going to do what, when and how long will

it take.

 Allocate resources - ensure everyone knows who is responsible for what.

 Make project adjustments - the initial plan will need many adjustments.

 Monitor and report progress - helps you stay on schedule.

 Control and communicate the schedule - clear visuals for stakeholders and

participants.

 Display milestones - shows key events.

 Identify and report problems - As everything is depicted visually you can immediately

see what should have been achieved by a certain date and, if the project is behind

schedule, you can take action to bring it back on course.

C Year One

o Management durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec

d Activities on date date

e
C Year Two

o Management durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec

d Activities on date date

e
C Year Three

o Management durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec

d Activities on date date

e
C Year Four

o Management durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec

d Activities on date date

C Management durati Start End Year Five

o Jan Feb March April May June July Aug Sept Oct Nov Dec

d Activities on date date

e
 MARKETING PLAN

THE SEVEN P’S OF MARKETING

The 7 P’s of marketing include product, price, promotion, place, people, process, and

physical evidence. Moreover, these seven elements comprise the marketing mix. This mix

strategically places a business in the market and can be used with varying levels of force. This is to

ensure the target audience is satisfied, value perception is accurate, and to stand out from

competitors. Implementing these P’s in the best way you see fit for your company can become

extremely beneficial, but you must completely understand each piece of the 7 P’s puzzle first.

PRODUCT/ SERVICES

The first P stands for product. As you can probably guess, this is referring to the products

or services a business is offering. Decisions within this element include a product or service’s

purpose, how a product looks, packaging, any warranties, and more. Additionally, when focusing in

on the first P, you need to think deeply about consumers. Consumers need to know what is

included, what they can get out of it, what need or want it fulfills, and why your product or service is

better than the competition.

List all the products you are about to sell and describe each product accordingly.

PRODUCT/ SERVICES PRODUCT DESCRIPTION

Ex. Barbeque Ex. Our barbeques are available in 3 different flavors chicken, pork
and beef. Meats that are selected only form the healthy breed of
animals in Don Paquitos farm. What makes this meat so delicious and
special is that the animals don’t eat commercialized feeders, they only
eat non-pesticide non- chemical fertilizer, only organic vegetables that
which only grown only for the animal’s consumption. Moreover, we
used special herbs and spices for a more flavorful meat
 PRICING STRATEGY

Price encompasses the entire pricing methodology for products or services, and how

customers will react to it. Furthermore, this segment goes into depths beyond selling prices. Price

includes discounts, terms, fees, and so on. When arranging pricing, you should consider your

business’ current position among other competitors. If you advertise as having a very high-quality

product, your pricing should reflect that claim.

Pricing strategies

How to price your product? 5 COMMON STRATEGIES

Deciding how much to charge for your product requires more thought than simply calculating

your costs and adding a mark-up.

“How much the customer is willing to pay for the product has very little to do with cost and has

very much to do with how much they value the product or service they’re buying,” says Eric

Dolansky, Associate Professor of Marketing at Brock University in St. Catharines, Ont.

Pricing a product is one of the most important aspects of your marketing strategy. Generally,

pricing strategies include the following five strategies.

1. Cost-plus pricing—simply calculating your costs and adding a mark-up

2. Competitive pricing—setting a price based on what the competition charges

3. Value-based pricing—setting a price based on how much the customer believes what you’re selling

is worth

4. Price skimming—setting a high price and lowering it as the market evolves

5. Penetration pricing—setting a low price to enter a competitive market and raising it later

How do you arrive at a value-based price?

Eric Dolansky provides the following advice for entrepreneurs who want to determine a

value-based price.

o Pick a product that is comparable to yours and find out what the customer pays for it.

o Find all of the ways that your product is different from the comparable product.
o Place a financial value on all of these differences, add everything that is positive about your

product and subtract any negatives to come up with a potential price.

o Make sure the value to the customer is higher than your costs.

o Demonstrate to customers why the price will be acceptable, which includes talking to them.

o If there is an established market, the current price range will help educate you about the

customers’ price expectations.

o You still have to make sure the value to the customer is higher than your costs. Otherwise you will

lose money with every product you sell.

Value-based pricing: Best for differentiated businesses

Dolansky says entrepreneurs often used cost-based pricing because it’s easier. They may

also copy the prices of their competitors, which, while not ideal, is a slightly better strategy.

In an ideal world, all entrepreneurs should use value-based pricing, Dolansky says. But

entrepreneurs who sell a commodity-like service or product, for example warehousing or plain

white t-shirts, are more likely to compete on low costs and low prices.

For entrepreneurs offering products that stand out in the market—for example artisanal

goods, high-tech products or unique services—value-based pricing will help better convey the

value they offer.

4 ways value-based pricing can provide an advantage

In value-based pricing, the perceived value to the customer is primarily based on how well

it’s suited to the needs and wants of each customer. Dolansky says a company can gain an

advantage over its competitors in the following ways.

 The price is a better fit with the customer’s perspective.

 Value-based pricing allows you to be more profitable, meaning you can acquire more resources

and grow your business.

 When a price doesn’t work, the answer isn’t just to lower it, but to determine how it can better

match customer value. That may mean adapting the product to better suit the market.

 Pricing needs to match your target market

To sum up, pricing is one of the most important aspects of your market strategy, which

also includes promotion, placement (or distribution) and people.

 “It’s important when you are considering your price that you realize it is not for yourself, but

for your target customers,” says Dolansky.

All pricing strategies are two-edge swords. What attracts some customers will turn off

others. You cannot be all things to all people. But, remember you want the customer to buy your

product, which is why you must use a strategy that’s appropriate to your target market.

WHAT PRICING STRATEGY YOU ARE GOING TO ADOPT IN SELLING YOUR

PRODUCT/SERVICES AND WHY?

HOW MUCH ARE YOU GOING TO SELL PRODUCT? (You can change the format if your prices

ranges in different sizes, volume or bulk orders)

PRODUCT/ SERVICES PRICE

SMALL MEDIUM LARGE

PROMOTION and ADVERTISING

Promotion is essentially the act of marketing directly to consumers. This P covers the idea of

making your product or service known to the public. It is key to make your product known to

acquire new customers—increasing sales.

The 7 Types of Promotion

Ultimately, almost all promotional strategy consists of a mix of specific promotion types. Each

of these delivers the organization’s message in a different way: reaching different parts of the

buying public at different points in the buying process. Though there are thousands or millions of

different

ways to combine them in your promotional campaign, almost every campaign uses one or more of

just seven different promotional types: personal selling, direct marketing, advertising, public

relations, sponsorship, sales promotion, and digital.

1. Personal selling- is the oldest form of promotion. It takes place generally face to face or over the

telephone, when a company representative speaks with someone in charge of purchasing

decisions (such as a manger, consumer, or company buyer) and persuades them to place an

order.

The advantage of personal selling is that the message is always custom-tailored to the

prospective customer. If the consumer doesn't understand or respond to one message, the sales

rep can take a different approach in order to address the customer's needs better.

Unfortunately, the in-person nature of personal selling can also be a major drawback.

Personal selling is labour intensive and many sales reps have a personality that does not quite

resonate with the client. Many people have experienced sales people who were overly aggressive,

annoying, or repetitive in their pitch, and this can turn off customers.

2. Social Media Marketing- Mastering social media is a must-have if you intend for your business to

survive a competitive marketplace. Even if you feel like social channels are wasting too much time,

you have no excuse. Nine out of 10 companies report they don’t have the requisite skills to

leverage social media as a business tool.

3. Direct marketing- is a form of promotion where the company reaches out directly to the

prospective client using mail or other media. Direct mail is the best-known version of this, and it is

often cheaper than traditional forms of advertising. Direct mail makes it possible to precisely tailor

your message and laser-target your market. (Direct mail should always be selectively sent to

people who are likely to buy, rather than shipped out to everyone in a database.) The advantage

is that direct marketing promotions are easy and fast to roll out. It's often possible to design and

mail a promotion within a few days or weeks. It's also an effective way to test out prices and

products while keeping control of which customer receives which promotion or offer.

Unfortunately, direct marketing, in particular direct mail, is often viewed by customers as "junk

mail." Therefore, companies run the risk of being seen as obtrusive.

4. General Advertising- Advertising refers to impersonal paid promotions which use mass media to

deliver a message. These include things like newspaper or magazine space ads, TV spots, Internet

banners, and outdoor billboards or posters.

The upside of advertising is it's an excellent way to reach a large numbers of people. Though

it's not targeted, it can be an excellent way to do a branding campaign or boost awareness.

Unfortunately, because advertising is not very targeted the return on investment tends to be

lower. In industries where everyone advertises, the ads may also get "lost in the noise."

5. Sponsorship- generally involves supplying resources (such as money) to a group or an event in

exchange for advertising or publicity. Companies will often help fund athletes, teams, or events in

exchange for having their logo prominently visible, for example.

Sponsorship provides an excellent way to "buy" publicity and place the company logo

somewhere people pay close attention -- such as on the clothing of a well-liked athlete. The

downside is sponsorship is often extremely expensive and may not provide the ROI of other

advertising methods, and there is a risk if the sponsored individual does something unpopular that

it will reflect badly on the company.

6. Sales promotions -use short-term offers or giveaways such as promotional pens to incentivize a

purchase.

The idea is that customers will feel compelled to "act now" to take advantage of the limited

time offer, or will be more likely to prefer a brand they've received something useful. However, too

many short-term sales promotions can increase customer price sensitivity or eliminate the

response.

WHAT TYPE OF PROMOTIONS ARE YOU GOING TO USE? WHY DID YOU CHOOSE THIS

TYPES OF PROMOTION AND EXPLAIN? HOW ARE YOU GOING TO USE STRATEGY

EFFECTIVELY IN PROMOTING YOUR BUSINESS/PRODUCT/ SERVICES? (at least 3 type of

promotion and 3 strategies each type of promotion)

PLACE

This P encompasses many locations—where a product is made, viewed in ads,

distributed, and sold. You need to ensure that customers can find your product or service with

ease. Furthermore, it needs be available to consumers at the right place and the right time. You

can use this P step to consider selling products through e-commerce, in-store, or through third-

party means.

WHY DID YOU CHOOSE THIS LOCATION? WHAT DO YOU THINK ARE THE ADVANTAGES

OF YOUR LOCATION TO THE FOLLOWING?

MARKET_______________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

____________________________________________________________________________

SUPPLIERS____________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

_____________________________________________________________________________

BUSINESS IT SELF

PEOPLE

People are not just those who you are selling and advertising to. It includes staff,

salespeople, customer service teams, and anyone involved in the marketing and sales processes.

You want your employees to be effective and perceived positively by customers.

OUT BOOST YOUR STAFFS HERE, WHAT ARE THEIR ATTRIBUTES THAT WILL HELP IN THE

GROWTH AND PROMOTION OF YOUR BUSINESS. (you can add tables if you have more than

three employees

POSITIONS ATTRIBUTES (ANSWER THIS PORTION IN SENTENCE CASE)

PROCESS

This step refers to the delivery of your product or service to a customer. Maps need to

made to outline functions, activities, tasks, and processes. Doing so keeps your processes

functioning smoothly and efficiently. Check your processes frequently to guarantee they are simple

and increasing your ability to generate revenue. This step may come with many trial and error

phases.

PROCESS LAYOUT MAP

USE THE LAYOUT BELOW ON HOW ARE YOU GOING TO DO YOUR PRODUCT.

FROM BUYING OF RAW MATERIALS UP TO THE FINAL PRODUCT. (HOWEVER WE WILL

THOROUGHLY BE DEFINING THOSE PROCESSES IN YOUR TECHNICAL ASPECTS. (it’s not

necessary that you have 6 stages, just indicate all the stages you think are requisite in producing

your product)

STAGE 1 STAGE 2 STAGE 3

PHYSICAL EVIDENCE

Describe here all the physical things that your consumer can be seen, this includes the

ambiance of your location, your stall, products packaging and the like. Photos are the best thing to

include here with explanation

THE STORE/ STALL

PICTURES

THE PRODUCT PACKAGING

PICTURES
 THE LOGO

FIVE-YEAR MARKETING STRATEGIC PLAN

Writing your marketing strategic plan goes the same with management strategic plan. You

have to use the smart goals in order for you to accomplish this task
Here are the factors that you have to consider in five-year marketing strategic plan:

Product (Is there any product/ services innovation? Are you going to offer new product/

services?)

Promotion (should you be able to adapt new advertising/ promotion strategies?)

Price (Are you going to adopt new price strategy? Will there be a change in price?)
 GANTT CHART

C Year One

o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
Marketing Activities
d on date date

e
C Year Three

o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
Marketing Activities
d on date date

e
C Year Four

o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
Marketing Activities
d on date date

e
C Year Five

o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
Marketing Activities
d on date date

e
 TECHNICAL PLAN

The technical plan presents or describes the activities related to the production of goods. The

production plan is the result of your SWOT analysis, particularly the opportunities.

LOCATION OF THE BUSINESS

(where do you plan to build your business? On this part, describe here how can people get

to your business, this would include land marks, streets they have to go through and the type of

vehicle they can ride. Later part of the business plan you will going to discuss why did you choose

this area as the site of your business)

LOCATION MAP

(For example the location of Jollibee)

7M’s OF PRODUCTION
1. Man: Refers to the workforce/ labor required to complete the whole production process.

2. Methods: Every product has a process, techniques or procedures that it must go through before it

is ready to be delivered as a final product to a customer. The methods used to perform value

added work to the product must be consistent and controlled. The machine should verify that each

process took place properly and that each part or assembly being processed is correct or meets

the quality specifications of the part.

3. Machines: Each machine used in a process must be able to perform its intended function or task

with precision and reliability. This may include, machineries, tools and equipment that are being

used in the production process.

4. Materials: This refers to the raw materials being used for the production of product or I the delivery

of services.

5. Money: Denotes the amount being used for the acquisition of raw materials

6. Management: This undergoes with the total production process. It serves as the support during the

production process while ensuring the quality of the products, maintenance of equipment, supplies

available and the range of the total production output.

7. Measurement: Although management has a huge factor in the production process, measurement

in this sense refers to the guidelines, laws, rules and regulation set fort for standardization and

quality control.

PRODUCTION PLAN

PRODUCTION SYSTEM

this activity will allow you to determine the 7M’s in your technical plan.
 Input

Process

Output

INTERPRETATION OF PRODUCTION SYSTEM. You have to spell out, materials you will use in

production as in specific in a single production and the exact processing procedure as to how your

product will be converted into final product and how long this conversion process takes time.

Input

Process
Output

MODE OF PRODUCTION SYSTEM

INTERMITTENT PRODUCTION SYSTEM is adopted when the production process is time

bound and machineries are frequently changed. Under intermittent mode of are the following

methods

Project method (ginagamit sa mga pangmalakihang projects engineering works are

best example of this such as cargo vessel, aircrafts and buildings)

Job order method (dto nmn kapag ang isang trabaho or project ay ginagawa at

tinatapos ng isang tao o isang groupo)

Batch method (dto naman kapag ang product na ginagawa ay dumadaan sa ibat-

ibang proseso o nililipat sa ibang trabahador o mga kagamitan)

Continuous PRODUCTION SYSTEM- dto naman kapag ang product n ginagawa at patuloy

ang pangangailangan ng mga consumer. Halimbawa ng mga products n ito ay ang mga basic

commodities tulad ng bigas, tinapay, noodles at marami pang iba)

Just- in- time PRODUCTION SYSTEM- dto nmn po kapag yung pangangailangan sa

product ay tumataas, o dikaya nmn kung kelan kelangan ang product. Example po dto ay yung

mga nasa service industry tulad ng sa fastfood, restaurant

PRODUCTION PROCESS

PROCESS LAYOUT MAP

USING THE PROCESS MAP YOU LAID-OUT IN YOUR MARKETING PLAN you are now going to

explain each stage. (it’s not necessary that you have 6 stages, just indicate all the stages you think

are requisite in producing your product) this includes the following:

1. exact processing procedure

2. material, parts, or ingredients required

* You can include the recipes if you have multiple products like food

STAGE 1 STAGE 2 STAGE 3

STAGE 4 STAGE 5 STAGE 6

STAGE 1. ,

STAGE 2. ,
STAGE 3. ,

STAGE 4. ,

STAGE 5. ,

STAGE 6. ,

PRODUCTION SCHEDULE

The production schedule entails details about the time schedule of your production which

includes the total units to produce in a day and the expected time you operate your business.

BUSINESS SCHEDULE

Explain here how many days your business is open in a week. How many hours your

business is open in a day and you may also consider the calendar schedule.
SYSTEMATIC CHART OF PRODUCTION SCHEDULE

NO. OF TIME REQUIREMENT

TOTAL NO. OF
PRODUCTION PEOPLE
PRODUCTS TO
ACTIVITIES REQUIRE Day Time duration
BE PRODUCE
D

EMPLOYEE SCHEDULE

MON TUES WEDS THUR FRI SAT SUN

OPENING

AFTERNOO

CLOSING

OPERATIONAL PLAN

EVALUATION OF SUPPLIERS

Technically you are going to describe here how will you evaluate your suppliers. This is a

standard procedure in quality control management and is essential to avoid unexpected

circumstances.

NAME OF

THE ATTRIBUTES

SUPPLIER
STORAGE AND INVENTORY CONTROL SYSTEM

Create a guidelines or procedures for receiving raw materials. This is for quality control assurance

purposes. How will you do the receiving procedures and how are you going to measure quality of

your materials. Review the FIFO system and product quality assurance procedures

PROCESSING MATERIALS, TOOLS AND MACHINERIES, AND PLANT AND EQUIPMENT

This section will determine what are the things or the raw materials needed as well as the

machineries, tools and equipment for the production of your product or for the delivery of your

services and how much it will cost your business.

RAW MATERIALS QUANTITY

TOOLS

MACHINERIES/ EQUIPMENT
PRODUCTION COST

This segment will ascertain how much will it cost you in purchasing the raw materials

needed as well as the machineries, tools and equipment for the production of your product and or

for the delivery of your services.

RAW MATERIALS QUANTITY AMOUNT PER TOTAL

UNIT

TOOLS

MACHINERIES/ EQUIPMENT

TOTAL COST

PLANT/FACILITY LAYOUT

Below is an example of a facility layout of a restaurant

FIVE-YEAR PRODUCTION AND OPERATION STRATEGIC PLAN

Writing your technical strategic plan goes the same with management strategic plan. You have

to use the smart goals in order for you to accomplish this task

Here are the factors that you have to consider in five-year marketing strategic plan:

Facilities (will you be expanding your facility? Will you upgrade your tools, machineries an

equipment?)

Place (Will you be able to do extensions or branches?)

 GANTT CHART

C Year One
PRODUCTION AND
o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
OPERATION
d on date date
Activities
e
C Year Two
PRODUCTION AND
o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
OPERATION
d on date date
Activities
e
C Year Three
PRODUCTION AND
o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
OPERATION
d on date date
Activities
e
C PRODUCTION AND durati Start End Year Four
o Jan Feb March April May June July Aug Sept Oct Nov Dec
OPERATION
d on date date
Activities
e
C Year Five
PRODUCTION AND
o durati Start End Jan Feb March April May June July Aug Sept Oct Nov Dec
OPERATION
d on date date
Activities
e
 FINANCIAL PLAN

Budgetary Requirement

Return On Investment

Payback

MONTHLY SALES FORCAST

TOTAL NO. OF PRODUCT

PRODUCT PRICE OF PRODUCT SUB TOTAL
TO BE SOLD

TOTAL

PROJECTED MONTHLY INCOME STATEMENT

SALES

COST OF SALES

GROSS PROFIT

OPERATING EXPENSES

Utilities

salaries

TOTAL OPERATING EXPENSES

OPERATING PROFIT

NET INCOME BEFORE TAX

NET INCOME AFTER TAX

NET INCOME
EXAMPLE

Balance Sheet

Cash Flow
1 YEAR SALES FORCAST

Indicate at what percentage per month you are going to increase your sales

TOTAL NO. OF
PRICE OF % INCREASE IN
PRODUCTS PRODUCT TO BE SUB TOTAL
PRODUCT SALES
SOLD

JAN

FEB

MAR

APRIL

MAY

JUNE

JULY

AUG

SEPT

OCT

NOV

DEC

TOTAL
PROJECTED ANNUAL INCOME STATEMENT

JAN FEB MAR APRL MAY JUN JUL AUG SEPT OCT NOV DEC

SALES

COST OF SALES

GROSS PROFIT

OPERATING EXPENSES

TOTAL OPERATING

EXPENSES

OPERATING PROFIT

NET INCOME BEFORE

TAX

NET INCOME AFTER TAX

NET INCOME