FINAL PAPER

FRANCHISE FEASIBILITY ANALYSIS: RELISH

Nina Carlos
Karissa Cruz
Noel De la Paz
Bianca Pamen

FRANMAN K33
August 13, 2014

Table of Contents
SECTION 1. INTRODUCTION ..................................................................................... 1
1.1 What is Franchising? .............................................................................................. 1
1.2 Players of Franchising ............................................................................................ 1
1.3 Advantages and Disadvantages of Franchising .................................................... 2
1.3.1 Advantages ......................................................................................................... 3
1.3.2 Disadvantages and Challenges ........................................................................... 3
1.4 What is Franchise feasibility? ................................................................................ 4
1.5 What makes a franchise a success? ....................................................................... 5
1.6 Objectives................................................................................................................. 6
1.7 Scope and Limitation .............................................................................................. 6
SECTION 2. COMPANY BACKGROUND .................................................................. 6
2.1 History of Relish ...................................................................................................... 6
2.2 Products and Services ............................................................................................. 7
2.3 Branches and Location ........................................................................................... 7
SECTION 3. FRANCHISE TEST................................................................................... 8
3.1 iFranchise Group .................................................................................................... 8
3.2 Criteria for Franchisability .................................................................................... 9
3.3 Assessment of Relishs Franchisability ............................................................... 12
SECTION 4. CONCLUSION ........................................................................................ 17
SECTION 5. REFERENCES......................................................................................... 18

SECTION 1. INTRODUCTION

1.1 What is Franchising?

In the recent years, entrepreneurs have been sprouting out in various industries
and taking over different kinds of markets as they develop and introduce the most unique
products and services yet. Businessmen and entrepreneurs use different types business
strategies in order to gain profit and acquire a high level of market shares. Others opt to
start their own businesses; others continue the family business and; others choose to
franchise.
According to Gappa (n.d.), franchising is a network of interdependent business
relationships that allows a number of people to share brand identification, a successful
method of doing business, and a proven marketing and distribution system. In addition,
franchising is a right granted to an individual or group to market a company's goods or
services within a certain territory or location.
Franchising is a strategic alliance among business people, who share the common
goal of dominating a certain market. It is a strategy for gaining loyal customers by
consistently providing them products and services of good quality. Franchising is based
on an agreement in which the franchisor provides the privilege to utilize their business
system to a franchisee. A Franchise Agreement is the binding document between the
players, which serves as the legal document that states the obligations of both franchisor
and franchisee.

1.2 Players of Franchising

There are two main players in franchising- the franchisor and the franchisee.
Franchisors are those who grant the franchisee the right to use a developed concept,
including trademarks and corporate identity for a certain period of time. The franchisor is

also responsible for providing the best operating system possible in order to make the
business thrive in a competitive market. On the other hand, a franchisee is responsible for
providing time, capital, and desire to utilize the brand and services provided by the
franchisor. A franchisee is expected to utilize someone elses expertise and experience,
and maximize them in order to produce quality outputs, which is consistent with the
franchisors products and services. To have a clearer understanding of the players in
franchising, the table below summarizes their roles in a franchise which is from the
International Franchise Association.

Franchisor

Franchisee

Owns trademark or trade name

Uses trademark or tradename

Provides support

Expands business with franchisor support

in financing

in advertising and marketing

in training

Receives fees

Pays fees

1.3 Advantages and Disadvantages of Franchising

According to Entrepreneur Philippines (January 2014), there are mainly
advantages, disadvantages/challenges when evolving a business into a franchise.
Effective business practices and systems are handed down from the franchisor to the
franchisee to help ensure profitability and business success. Interested entrepreneurs
should completely understand franchising before deciding to invest in it.

1.3.1 Advantages

High rate of success. Franchising involves tried and tested business models. Thus,
entrepreneurs who decide to buy and operate franchises are exposed to lower calculated
risks. This makes it better than starting up new businesses from scratch, which usually
comes with greater risks.
Effective operating and management practices. Most of the time, franchisors have
already discovered and perfected processes and efficiencies that are passed on to
franchisees. Thus, franchisees could either be guided to overcome lack of business
experience or be trained in polishing acquired business sense.
Established brand. The entrepreneur doesnt have to worry about establishing the brand
to make it a household name. The strength of the chosen brand of franchise would be
enough to entice customers and guarantee success.
Easy options for recapitalization. Franchisees can ride on the outstanding reputation of
the brand or franchisor. This way, they could easily apply for and obtain approvals for
loans from financial institutions or banks. A reputable franchise is already an
appreciating asset on its own. It can be resold or liquidated any time, making it attractive
for lenders.
Greater profit. It is possible to incur lower costs on materials and supplies through the
help of the franchisor. If sales reach or exceed targets, the franchisee will surely enjoy
greater profits. This makes franchising an easier ticket to business success.

1.3.2 Disadvantages and Challenges

A disadvantage of franchising is a loss of control. While they gain the use of a

system, trademarks, assistance, training, and marketing, the franchisee is required to
follow the system and get approval of changes with the franchisor. In response to the
soaring popularity of franchising, an increasing number of communities are taking steps
to limit these chain businesses.
3

Franchisors imposing control. Some franchisors require their franchisees to religiously

follow their prescribed system or processes. You may eventually find adhering to such
degree of control as difficult and restricting.
Additional costs. Depending on the franchise agreement, franchisees may be required to
shoulder a percentage of their operations revenues. The amount is on top of royalty and
franchise fee that are collected by the franchisor every month. There may even be more
charges like advertising costs that are regularly given to franchisees.
Possible conflict with franchisor. It is not uncommon for a possible conflict to arise
between a franchisor and a franchisee. In some cases, the franchisee thinks that a
franchisor is being unreasonable and is squeezing too much for profits. Moreover, some
franchisors may think that franchisees are getting too lax when adhering to the franchise
contract.
No specific law for franchising in the Philippines. Currently, a law covering franchising
in the country is yet to be filed and implemented. However, all parties involved are
expected to abide by the provisions of the Civil Code as well as the Intellectual Property
Code. The franchising contract can contain odd stipulations as long as those dont fall
into conflict with existing laws, morals, national security, and public policies.

1.4 What is Franchise feasibility?

Franchise Feasibility is the assessment of a companys potential to be a successful
franchisor. Through this assessment, strength and weaknesses of a business are analyzed
and put into consideration on whether it is ready to expand its operations through
franchising. The franchise feasibility analysis is a method of evaluation of the
sustainability and adaptability of a business system. In addition, there is a specific
criterion to which analysts could consider a business franchisable.

1.5 What makes a franchise a success?

According to Panos Mourdoukoutas of Forbes, there are five important factors to
consider and make into making a franchise a success. Mourdoukoutas researches and
observes back in late 2013 some top franchises that are booming globally. Factoring all
their common traits, he came up with 5 factors:
Having the Right Business Model- having and passing a great and clear business
model will set a franchises success and consistency. Franchise pioneer
McDonalds, for instance, delivers customers a quick, convenient and inexpensive
meal, compared to traditional restaurants. Another examples is what KFC offersthe same meal attributes but with a different menu.
Scale- the proper production scales are implemented within each franchise. With a
proper scale, the business wont have loss and their sales assumptions will not be
undermet.
Scope- the scope of their market is not limited. A franchise has to have a wide
scope and at the same time, effective.
Location- the benefits associated with occupying primary location sites for
franchise stores. A good location for each franchise would be at an advantage into
reaching all target and future markets. Location is also important especially if the
certain franchise is offering convenience or lounging.
Market Saturation- the degree of market penetration. The lower the degree of
penetration, the higher the room for the company to grow by opening new stores.
Summarizing everything, a successful franchise chains begin with the right
business model, and proceed with the amassing of the right scale and scope in the right
locations, until they reach a good market saturation/popularity of a business.

1.6 Objectives
In this study, the researchers aim to prove the franchisability of Relish, by
conducting a Franchise Feasibility analysis. The researchers will utilize the criteria of
franchisability in assessing the eligibility of Relish to franchise and develop its business
further. Recommendations will also be provided at the end of the study.

1.7 Scope and Limitation

The researchers constrain the study to a franchise feasibility of Relish; thus, a
franchising plan will not be created for the said company. The study will not include the
legal aspects of a franchise plan, specifically a (mock) Franchise Agreement and an
Operations Manual. However, the study will tackle the responsibilities of the franchisor
and franchisee, given the assessment of Relishs eligibility to franchise. The researchers
will also discuss the necessary information about Relish, which will be used as
testimonies to its franchisability.

SECTION 2. COMPANY BACKGROUND

2.1 History of Relish

The Almario Family Chona Aquino, Cynthia Almario, Ivy Almario, Pacita
Almario, Bobby Almario, Louie Almario and Cecile Modolo started Relish in 2009.
After observing the dying restaurant in Ponte, Makati, one of the Almario sisters took
advantage of the opportunity to establish a new restaurant, later called Relish at Ponte.
The different aspects of the business are distributed among the owners. Interior designers
Ivy and Cynthia Almario created the design of the restaurant, while the other siblings are
responsible for operations management, supplier relationship, client relationship, and of
course, finances. All restaurant specialties come from the household of the owners. The
siblings put together all their specialties in creating the menu of Relish. At the beginning,
they only had 7 main dishes, until customers demanded for more entres. In 2012, the
6

Almario family put up their second branch in Scout Limbaga, Quezon City called Relish:
Hello Happiness.

2.2 Products and Services

Relish at Ponte and Relish: Hello Happiness serves cross-continental food based
on specialties of the Almario family. The family business provides a fine dining
experience at an affordable price. In 2011, Relish started to provide catering services to
small events, as well as large events with up to 600 guests.

2.3 Branches and Location

Relish has two company-owned branches. The main branch is located in Salcedo
Village, Makati (Relish at Ponte) and, the second branch, which opened in 2012, is
located in Scout Limbaga, Quezon City (Relish: Hello Happiness). The strategic
locations of Relish are key factors to the companys success in the food industry. Relish
is among the market leaders, and continues to compete with confidence with other
restaurants such as Apartment 1B and Bugsys Bar and Bistro.
The branches and locations of Relish is one of the determinants of the target
markets of Relish. Relish aims to provide its products and services to young
professionals, singles, and couples who belong to the upper class C to class B market.
Since Relish is located in the metropolitan area, it is unproblematic for the business to
reach its target market.

SECTION 3. FRANCHISE TEST

3.1 iFranchise Group

The iFranchise Group is a franchising consulting service that provides state-of-the-art
franchise consulting and development services to start up and existing franchisors. For
them, not all business can be franchised because before a business can be franchised, it
should be franchisable and it should be first observed if franchising is the right strategy.
To develop a franchise, the iFranchise Group gives 6 aspects - which are listed below that
a business has to have to franchise.
Strategic business planning. If the decision to franchise a business is made, a
franchisor should develop a business plan outlining the companys growth and
strategy for the next five years. A franchisor needs certain new capabilities and will
need to be sure that these capabilities are seamlessly integrated into existing
organizational functionality.
Franchise operations manual and training programs. To ensure successful
franchisees and maintain quality control, the franchisor will need to develop a stateof-the-art operations manual for its franchisees. This manual will serve as a sales
tool demonstrating franchisor competence to new prospects, as a training guide for
new franchisees, as a reference guide for established franchisees, as a liability
limiter for the franchisor, and as a legally binding quality control device for the
entire chain. A franchisor should also develop training programs to use that is at par
with the operations manual. Tools such as training videos, computer based tools,
etc can be used to train employees and future franchisees
Legal Documents. To be legally entitled to sell franchises, the franchisor will need
guidance on developing a franchise agreement and a FDD (Franchise Disclosure

Document), and will need to file with appropriate state authorities on a national
basis, and other needed documents for the business.
Franchise Marketing Plans. A company will also need to sell franchises which
will require a specific marketing plan designed to get the franchisors message to
the targeted franchise prospect.
Franchise Marketing Tools. Once the prospect has been identified, the franchisor
will also require marketing tools to assist it in the sale of franchises.
Franchise Sales Training. The franchisor will need to understand the nuances of
the sales process and the legal constraints of franchise sales.

3.2 Criteria for Franchisability

According to iFranchise Group, there are twelve (12) criteria that will serve as a
business indicator of being a successful franchisor and all are listed below.
Credibility. In order to attract future investors, a company must be credible.
Credibility could be reflected through organization size, number of branches, years in
operation, promotions strategy, and consumer awareness of the brand. However, the
most prominent reflector of a companys credibility is the strength of the
management.
Differentiation. Uniqueness is one of the growth strategies used by companies around
the world. An example would be Apple. Apple is known for its distinct products,
showing off an elitist image of the brand. Even though Apple does not offer the most
practical products, demand is still high because of the consumers desire to get hold
of a one of a kind brand, Differentiation is important as a potential franchisor
because it gives the company as edge over its competitors. Unique product and

services, a reduced investment cost, an inimitable marketing strategy and a diverse

market are indicators of differentiation.
Transferability of Knowledge. One of the most important aspects of a franchise is
that it can be taught to others. Transferability of knowledge is a key to a successful
franchise. A franchisor should be able to educate franchisees the system of the
business, even if given a limited time. Thus, complexities in operations, management
and the like would be a disadvantage, and could be the factor that would lead to an
unsuccessful franchise. Some companies have pursued franchising without carefully
looking into this criterion of franchisability. In effect, franchises are forced to shut
down operations.
Adaptability. The next criterion of franchisability is how well a concept can be
adapted from one market to another. This is a challenge for most companies,
especially those who have a very narrow target market. For instance, gastro pubs,
despite being unique, are limited to a certain market only. Because gastro pubs
usually serve high-end beers and liquors, it would not be easily adapted to serve a
different kind of market. Adaptability could be a success through proper site
selection, where the type of market is similar to that of the original.
Refined and successful prototype operations. Prototype operations serve as a testing
ground for new products, services, marketing techniques, merchandising, and
operational deficiencies. A refined and successful prototype operation is essential in
demonstrating a systems instrumentality to the franchisees training. There should
be a guarantee that the system is effective and beneficial to the transfer of knowledge
to prospective franchisees.
Documented Systems. An unwritten system does not represent a franchisable
business. In order to be franchisable, businesses are required to have their systems
documented, which is usually stated in an Operations Manual. Included in the manual
are the business policies, procedures, systems, forms, and business practices.

10

Affordability. Affordability reflects a franchisees ability to pay. In order to catch the

attention of investors, a business must be affordable. Charging too high of an
investment cost will drive potential franchisees away, especially if the business is
franchising for the first time.
Return on Investment. Profitability is one of the most important criterions of
franchisability. A franchised business must allow franchisees to earn an adequate
return on investment after all necessary charges have been deducted. Profitability can
be assessed through various ratios such as the Gross Profit Margin (GPM), Operating
Margin (OM), Return on Assets (ROA), Return on Equity (ROE), Return on Sales
(ROS), and Return on Investment (ROI). According to iFranchise Group, a successful
franchise is expected to achieve at least an ROI of twenty percent after two to three
years of operations.
Market trends and conditions. In franchising, it is important to keep track of market
trends and conditions. Changing consumer demands is a huge factor in a business
strategies of growth and expansion. If the market is consolidating, should a business
even franchise? Market trends and conditions determine whether the products and
services of a business is still relevant over time, and if consumers actually need them.
Moreover, it is essential to observe the competition in the market so as to create a
strategy that would undercut the competitors. Through an analysis of market trends
and conditions, a business could predict its long-term success.
Capital. A franchisor needs resources in order to implement a franchise program.
Financial resources, specifically a capital, are necessary to expand the business
through franchising. A franchisor must prepare to invest in start-up costs, as well as
advertising expenses, which is essential in making the business intention to expand
known to potential franchisees.

11

Commitment to relationships. A healthy relationship between the franchisor and

franchisee makes a strong market status. Businesses must focus on building long-term
relationships in order to effectively sell their product despite changing consumer
demands. A strong franchisor-franchisee relationship motivates the franchisees to
provide products and services to the customers, consistent to that of the franchisor.
Strength of management. According to iFranchise Group, expertise at the
management level is the most important contributor of a franchises success. A
franchisor has to be knowledgeable in all of the aspects of the business. Fields such as
franchise marketing, franchise sales, ad fund management, and multi-unit operations
management are as important as knowing the products and services itself. In order to
implement a successful franchise operation, a franchisor has to be eligible in
answering queries regarding the different fields, as well as in decision-making.

3.3 Assessment of Relishs Franchisability

In this section, the researchers will analyze the eligibility of Relish to franchise.
Using the 12 criteria of franchisability, they will evaluate which ones are met by the
business.
Credibility. Relish has two branches, one in Makati City and another in Quezon
City. Both branches are located in the metropolitan area; thus, the target markets
are reached, and consumers are well aware of the brand. The founders and owners
of Relish started their operations in 2009, making them active in the restaurant
industry for almost five years now. Relish has been featured in various
publications, as well as in the television show, Kris TV, in May 2014. According to
one of the owners, a lot of new customers dined in Relish to try the panna cotta,
after Kris Aquino stated that it was the best panna cotta she has ever eaten. All of
the stated facts are testimonies to the credibility of Relish. However, the most
prominent reflector of credibility relies on the strength of the management. The

12

operations manager is Ms. Chona Almario-Aquino. Being one of the co-owners of

Relish, she is specifically tasked on ensuring the smooth flow of operations in both
branches of Relish. The main branch has 2 managers, whom are also part of the
Almario family; and the Quezon City branch has 1 manager, recruited by one of the
co-owners of the business. Since the family is very hands on with managing the
restaurant, management strength is high; thus, it reinforces Relishs credibility as a
business.
Differentiation. As what Paolo Aquino said in the interview, the secret of Relish is
that their restaurant was started, and is still being run by their family. Yes, there are
a lot of other restaurants that are like this but most of them just started as this. Most
of these kinds of restaurants are being forgotten once the family that owns it sees
that their business is already stable. The concept that Relish is trying share is the
experience you get when you eat at someones home. The food is prepared by the
family, and the restaurant is being run by the family. They are not trying to
replicate the home-cooked meals you get at your house, but rather they are just
trying to share the home-cooked meals being served in their house. As what
Spot.ph said in their review, Its like eating in the house of a friend that really
cooks well their food are not tweaked or infused to suit the costumers taste, but
are served as their family would have it. There are even instances when some of the
family members would go to the restaurant to play their musical instruments.
Transferability of Knowledge. According to an interview with Paolo Aquino, the
son of one of the co-owners of Relish, some members of the staff are welcomed to
the homes of the Almario family in order to learn the new recipes. Product
development and innovation is done in the homes of the owners as well, so they are
the ones who directly teach the staff of new knowledge relating to the business.
With regards to the system and other business operations, transfer of knowledge is
done with no complexities, since the management also educates the staff of both
branches in order to assure the customers that their products and services are
consistent.

13

Adaptability. Relish accentuates its goal of making the customers feel like they are
a part of the family through their family-inspired food. Just like many Filipino
families, Relish sets its eyes on providing products of high quality, at affordable
prices. This affordable, fine dining experience with the family concept is easily
adaptable to the market, since the Filipinos have always been known for their
hospitality and care for their families. Thus, Relish will be able to attract consumers
even outside their target markets.
Refined and successful prototype operations. Being the operations manager of
Relish, Ms. Chona Almario-Aquino is responsible for training the managers and
staff of both branches of the business. She is present in the daily operations of the
business, going back and forth to Makati and Quezon City; thus, she is able to
monitor the staff of Relish. Through constant supervision, Ms. Aquino is able to
attest to the effectiveness of the systems implemented in the business. Moreover,
Ms. Aquino ensures that the staff undergoes a training seminar every 2 months in
order to continuously improve on business operations, as well as review the
systems implemented in the restaurants. With regards to testing for new products,
services, marketing techniques, and operational deficiencies, the operations
manager makes certain that all are discussed with the board of directors and
business owners first before conveying the decision to the staff. With this, there is a
systematized transfer of knowledge about the products and services, as well as the
changes in systems and operations if necessary.
Documented Systems. For documentation, yes, they document their necessary
actions, from the training of their employees to their daily operations. Training new
employees is easier because there is already a standard on how they train their
employees because it is already documented and will just be repeated when there is
a new recruit. They use a POS system for their daily operations to make them more
efficient also to make documentation easier.

14

Affordability. The materials and ingredients used in the Relish restaurants are not
too expensive; hence, possible franchisees can afford to franchise this. Even if their
materials are not the most expensive, they make sure that the materials and
ingredients they would use are still of good quality. This is further proven by their
change of suppliers due to cost cutting. Since the restaurant is making sure that they
dont spend too much on business expenses, this shows that possible franchisees
would not need to worry on having a big amount of expenses.
Return on Investment. The accountant of Relish chose not to disclose any
information regarding their financial statement; hence, we cannot fully study their
return on investment. However, according to a 2011 article of ABS-CBN, Relish is
one of the top 50 taxpayers in Makati, paying Php 241, 191. Since tax is 30% of the
income, it is safe to say that in 2011, after 2 years of operation, their profit if Php
803, 970. In addition, they were able to put up a second branch in just 3 years of
operation. The previously mentioned scenarios prove that Relish is profitable
because a restaurant that doesnt have enough profit would not be able to pay their
tax accordingly or put up a second branch right away.
Market trends and Conditions. In the Philippines, we can say that we Filipinos
have a way of liking the own comforts of a home-cooked meal, as we call it,
lutong-bahay. We enjoy food that reminds us of a place and time, and this is what
Relish also offers. In todays restaurant food business, good and presentable meals
are innovated along with how much heart is put into one meal. Relish offers these
but at the same time, having a competitive edge by what they offer. In their existing
branches, there have been four relevant reviews that appear in top comment/review
website: zomato.com, spot.ph, muchpunch.com and tripadvisor.com. In average,
their reviews give a four over five. In their munchpunch page, people post their
cravings and reviews- with an average of then a month and with a trend for over
522 crave on their page. As for Relish competitive edge, they not only serve
unique home-cooked and family inspired meals but also offering a fine dining
twist at an affordable price. This can serve as a good opportunity into their target

15

market of top class C and above. With their restaurant ambiance and affordable fine
dining prices, Relish would be a place of comfort and people would rather choose
this compared to the busier parts especially the Makati City area.
Capital. Based on the interview of Paolo Aquino, Relish is a well established
business that can afford the capital needed to franchise, even if they are not open to
this strategy yet. Relish has the capital to this because they were able to afford to
buy a new land for their second branch as well as rebuilt everything in it. Since the
branches in both Makati and Quezon City are doing well, they would be gaining
more profit hence, this means that they would be able to afford the needed capital if
they wish to start franchising.
Commitment to relationships. Due to cost cutting, the management had to change a
supplier of one of their resources.

However, ever since theyve acquired the

suppliers they have until today, the management is proud to say that Relish has a
good relationship with all of their suppliers. Moreover, customer-owner
relationship is great. The goal of Relish is to bring food from the owners tables to
their customers, so as to make them feel like theyre part of the family.
Management is very accommodating to the customers needs, so they ensure that
the experience of the customers in the restaurant is more than satisfactory. A good
relationship with the suppliers and customers are indicators that Relish is
committed to relationships not just because of gaining profit but, because of the
goal of offering the best products and services to the market, and all its
stakeholders.
Strength of management. All aspects of the business are distributed among the
owners of Relish. Since the owners are part of the same family, communication is
constant and effective. When problems arise, the Almario family resolves them as
soon as possible, and even calls a board meeting if necessary. Since the family is
very hands on with the operations, all owners are knowledgeable with the different

16

aspects of the business. This strength possessed by the managers is a key indicator
of a successful franchisor.

SECTION 4. CONCLUSION
The Franchise Feasibility report is conducted by management consultants in order
to prove a business eligibility to become a successful franchisor. In this study, the group
was able to assess the franchisability of Relish through the 12 Criteria of Franchise
Feasibility by iFranchise Group. After the analysis, the group has come to the conclusion
that Relish is indeed franchisable. Since all of the twelve criteria are met, the group
believes that Relish is ready to implement franchise operations and further expand their
successful business. Given that both branches of Relish are already located in strategic
locations in the metropolitan area in Luzon, the managers may opt to select a site where
the same type of market can be accommodated. Lastly, this study can be improved further
with the access to all necessary documents needed to fully assess Relishs franchise
feasibility. The quantitative data and analysis will certainly strengthen the results of this
report.
Although there are already countless restaurants in todays market there is still a
need to franchise and further expand because what Relish offers cannot be found
everywhere. In todays market, there are a lot of international cuisines being offered
everywhere, and most Filipinos would be curious enough to try them out. But no matter
how much we love these international cuisines, we Filipinos still go back to the taste that
we grew up with and are used to. Not just the Filipino cuisines that is being offered
everywhere, but the family-inspired home-cooked meals we are used to. Yes, there are a
lot of these around but as mentioned before, what makes Relish different is that the
Almario family arent trying to replicate the food you eat at home; they are not trying to
be your kitchen away from home, but rather they are offering to you their own kitchenthe kitchen that the Almario family are using. They are just sharing their home-cooked
meals to you. What they are simply trying to do is to bring you to their home and let you
eat their food. There are not a lot of these kinds of restaurants out there, this concept can

17

really be interesting to the people because we all have experienced this, going to a
friends home and eating their food and loving it. This experience that they are trying to
replicate is quite rare in the market. And since they have proven that their home food is
loved by many, this can really be wanted by a lot in the market.

SECTION 5. REFERENCES
Bibby, N. (n.d.). Doing a Franchise Feasibility Study. All Business. Retrieved August 9,
2014,

from

http://www.allbusiness.com/buying-exiting-

businesses/franchising/4353430-1.html
Criteria for Franchisability | iFranchise Group. (n.d.). Criteria for Franchisability |
iFranchise

Group.

Retrieved

August

7,

2014,

from

http://www.ifranchisegroup.com/franchise-your-business/criteria-forfranchisability/
Definition of Franchising. (n.d.). , Franchisor and Franchisee. Retrieved August 9, 2014,
from

http://www.franchoice.com/franchise-information-guide/what-is-

franchise/definition-of-franchising
Franchise Feasibility Studies Law & Legal Definition. (n.d.). Franchise Feasibility
Studies

Law

&

Legal

Definition.

Retrieved

August

9,

2014,

from

http://definitions.uslegal.com/f/franchise-feasibility-studies/
Franchising Philippines: Advantage and Disadvantage of Franchising. (October 2006),
Retrieved

from

http://www.franphil.com/advantage-and-disadvantage-of-

franchising/
Gappa, B. (n.d.). What Is Franchising?. Franchising.com. Retrieved August 9, 2014,
from http://www.franchising.com/articles/what_is_franchising.html
Humarang, J. (January 2014) Advantages and Challenges of Franchising. Retrieved
August

9,

2014

from

Entrepreneur

Philippines:

http://www.entrepreneur.com.ph/franchising/
Lara, T. (2014, June 12). A restaurant that makes you say, 'Hello, Happiness!'.
philstar.com. Retrieved August 11, 2014, from http://www.philstar.com/food-andleisure/2014/06/12/1333706/restaurant-makes-you-say-hello-happiness

18

Mercado, C. (2010, October 13). Food Review: Relish at Ponte. spot.ph. Retrieved
August 13, 2014 from http://www.spot.ph/eatdrink/46707/food-review-relish-atponte/
Mourdoukoutas, P. (October 2013). 5 Things That Make A Franchise Successful.
Retrieved

August

9,

2014,

from

http://www.forbes.com/sites/panosmourdoukoutas/2013/10/04/5-things-thatmake-a-franchise-successful/
What

is

franchise?

(n.d.).

Retrieved

August

11,

2014

from

http://www.franchise.org/franchiseesecondary.aspx?id=52625
Which Makati resto paid P17-M in taxes in 2011? (21 August 2011). Retrieved August
12, 2014 from http://www.abs-cbnnews.com/business/08/21/13/which-makatiresto-paid-p17-m-taxes-2011

19