1.

0 Executive Summary

Kusina Ni Nanay is a restaurant inspired with the

traditional Filipino home-style dining. It offers excellent
Filipino dishes from the various regional cuisines at
affordable prices. Kusina Ni Nanay will let you feel at home
with the taste of traditional Filipino foods and with its
native ambience.

The restaurant will be family owned and operated by

Glades and Charvie Cacho. They are both accountants and have
taken a course in culinary cooking. Thus, practicing their
passion and profession in one.

The partners will be leasing a square foot space

located at the Jetty Port in Barangay Pook, Kalibo, Aklan.
Kusina Ni Nanay will be constructed out of native materials
to build a restaurant with an ambience of a bahay kubo.

Kusina Ni Nanay envisions to become a popular Filipino

restaurant that provides an at home feeling to every Filipinos
with the quality of foods and services that it offers and to
become well known to other nationalities the dishes that the
Filipino has.

1.1 Mission

Kusina ni Nanay is a great place to eat, combining an at

home atmosphere with excellent traditional Filipino food. The
mission is not only to have great tasting food, but have
efficient and friendly service because customer satisfaction
is paramount. We want to be the restaurant choice for all
families and singles, young and old, male or female. Employee

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welfare will be equally important to our success. Everyone
will be treated fairly and with the utmost respect. We want
our employees to feel a part of the success of Kusina ni
Nanay. Happy employees make happy guests.

We will combine menu variety, atmosphere, ambiance and

a friendly staff to create a sense of 'place' in order to
reach our goal of overall value in the home-style restaurant
experience. We want fair profits for the owners, and a
rewarding place to work for the employees.

1.2 Objectives

Kusina ni Nanay objectives for the first three years of

operation includes:

 Keeping food cost under 35% revenue.

 Keeping employee labor cost between 20-25% of revenue.

 Be a premier home-style restaurant with excellent food

and service.

1.3 Guiding Principles

Kusina ni Nanay gives the utmost importance to customer

satisfaction. We give our best to achieve this under our
guiding principle:

1. Reasonable Pricing - Kusina ni Nanay carefully

calculates the food cost and set the price that is
reasonable and fair on customers. We even include
“Reasonable Pricing” in our guiding principles
because we think it is very important to achieve
customer satisfaction. A reasonable price is the

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 price point for a good or service that is fair to both
parties involved in the transaction.
2. Fresh and hygienic foods - We go to local green
grocer every day to make sure the meats (fish, beef,
pork, chicken), fruits and vegetables we use are
fresh. We also take extra care to make sure the dishes
we serve you are hygienic. We train all our staffs on
personal hygiene as well as proper handling and
storage of ingredients. Food hygiene is as important
to Kusina ni Nanay as its taste.
3. Yummy to your tummy - Try our dishes for once and let
your tongue decide it. We cast a spell on our
dishes to give you a temptation you can’t resist
but come back to the traditional dishes of Kusina ni
Nanay.
4. Hospitable and Humble customer service - Walk-in to
Kusina ni Nanay. A beautiful smile awaits you. Your
comfortability and satisfaction is our goal.
5. Respect - We value and respect everyone who comes
through our doors, be they our customers or our
staffs.

1.4 Keys To Success

 Product quality - great food, great service and atmosphere.
 ‘Spice of Life' Menu - The menu will appeal to a wide and
varied clientele. Our menu features regional specialties
in the Philippines.
 Employee Retention Focus - Employee retention and
development programs will be a primary focus and success
platform for this business. Through these programs, we will

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 be able to draw seasoned and elite staffs and build a
committed work force.
 Cost Control Focus - We will control costs at all times,
without exception. Cost Control will be an integrated
function of the restaurant from the onset. Our focus is to
reduce the cost of goods sold to meet our profit margin
goals by managing the following crucial elements of cost:
Purchasing, Receiving, Storage, Issuing Inventory, Rough
Preparation, Service Preparation, Portioning, Order
Taking, Cash Receipts, Bank Deposits and Accounts Payable.
We will use of this restaurant/ethnic food business plan
to track actual costs against our forecasts in managing
the business.

2.0 Company Description

Kusina Ni Nanay is a restaurant offering every Filipino

a place where they can have their favorite Filipino cuisines
and a place for foreigners where their pallets can explore
our dishes. It will be located in the Food Terminal of the
Port in barangay Pook, Kalibo, Aklan mainly targeting the
passengers. It will serve varieties of Filipino dishes from
various regional cuisines for breakfast, lunch and dinner.

2.1 Ownership

Kusina Ni Nanay will be wholly owned by Glades Cacho.

Charvie Cacho will be employed as the operations manager.
They both have the passion for cooking and patronized Filipino
cuisines. They have taken a course in food technology which
contributes on their cooking skills. Aside from that, both
are Certified Public Accountants in profession. With the

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skills and knowledge they have, they have decided run a
restaurant business.

2.2 Legal Form

Kusina Ni Nanay will be organized as a sole

proprietorship, wholly owned and operated by Glades Cacho.
This will be registered in the municipality of Kalibo as a
commercial business.

2.3 Start-up Summary

The costs to open the restaurant is Php 5,000,000.

Majority of the expenses will be for the construction of the
restaurant and purchase of furnitures, fixtures and
equipment.

Start-up costs will be funded by the owners partially

from their own assets and from borrowings from financing
institutions.

3.0 Marketing Analysis

Kusina ni Nanay focuses on local and tourist restaurant

seekers. People that have a desire for traditional Filipino
food and a home-style atmosphere.

3.1 Industry Analysis

Food is a necessity. The industry that deals with

preparing food items/products refers to the food service
industry. The food service industry is and will always remain
in high demand because of its genre. Kusina Ni Nanay belongs
in the food service industry.

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 The country’s food service industry has continued to
improve over the past years due to the stronger consumers’
purchasing power, influenced by today’s fast-paced lifestyle.
With a strong economic performance in 2016, and the increase
in the number of foodservice establishments, the sales in the
Philippines foodservice market continued to increase. The
foodservice establishments increased by at an average rate of
1.75% in number year-on-year since 2014 to 2017 due to an
increase in the frequency of eating out influenced by the
growing affluence, increasingly busy lifestyles, the desire
for convenience and the entry of several international brands
in the Philippines foodservice industry.

The Philippines foodservice market is expected to reach

USD 12.8 billion in 2017, growing at a CAGR of 6.18% during
the forecast period 2018 – 2023.

3.2 Market Size

Businesses under the food service industry in Kalibo,

Aklan include about more or less 50 registered restaurants
with the combinations of local restaurants and franchised
restaurants.

3.3 Competitors

Out of the number of entities participating in the food

service industry in Kalibo, Aklan, about 20% of which are the
major competitors that serve traditional menus. To name a few
are as follows:

 Bahay-kubo  Ninos Ihaw-ihaw

 Panimalai  La Nenas Manokan

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 3.4 Target Market

Glades and Charvie selected the location of the

restaurant in the port terminal mainly targeting passengers
coming back and forth in the surrounding islands of Panay
such as in the Boracay and Romblon.

4.0 Marketing Strategy and Implementations

Kusina ni Nanay will position itself as the premier home

style restaurant in the port terminal in barangay Pook,
Kalibo, Aklan. It will be providing excellent home style meals
prepared with quality ingredients at reasonable prices.
Kusina ni Nanay will give a relaxing atmosphere and an
ambience of home. Customers will be welcome by warm smiles,
greeted and accommodated just as they were arriving home.

4.1 SWOT Analysis

4.1.1 Strength
 Easy access of the location
 Quality dishes at affordable prices
 Large variety of Filipino cuisines
 High level of customer service
 Strong value on staffs empowerment
4.1.2 Weaknesses
 Recruiting and retaining quality staffs
 Unavailability of raw materials/Shortage of
supplies
 Power interruptions

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 4.1.3 Opportunities
 Branching out on other ports and airports
 Additional food services
4.1.4 Threats
 Government rules and regulations
 Surrounding small carenderias
 Inflation of raw materials prices
 Inflation of operating costs
 Consumers mindset that meals cook at home are
safer and healthier
4.2 Strategy Pyramid

Strategy: Be the premier home-style Filipino food

restaurant in Kalibo, Aklan about customer
satisfaction.

Tactics: Create a buzz- signage in front of the

restaurant will invite the customers go in and
we will acknowledge their presence with the
warmest greeting, accommodate and give our
excellent customer service.

Programs: Provide employee training on customer service

and retention; give on-going training programs
as to keep with the current industry trends
and food safety and rotation of tasks and
duties.

4.3 Promotion and Advertising Strategies

1. Online Restaurant Directories – being easy to find
online with customer reviews helps legitimize your
operation and specific feedback of previous patrons can
help attract more customers.

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 2. Email Newsletter – Get email addresses through simple
offering such as a chance to win a meal for two if you
provide your contact information. Email newsletters help
send large email blasts to segmented groups and keep in
touch with previous customers.
3. Events – Hosting a tasting event allows people to try
them all and meet new friends.
4. Contest – creating contest that engages patrons to
utilize social media channels of the restaurant like
posting a photo in our page captured in the restaurant
with a catchy captions and offering free meals for the
winners.
5. Social Media – it is an essential part of the business
reaching more people outside the location, creating more
awareness and getting involved in the conversation.

5.0 Services

Kusina Ni Nanay will be opened for 6 days in a week for

breakfast, lunch and dinner requiring multiple shifts. The
schedules will be written in a manner that will allow the
ability to increase or decrease hourly labor according to
sales volume in order to maintain a consistent labor cost
control.

Proper labeling and rotation techniques, accompanied by

ample storage facilities will ensure that high quality
prepared product will be sufficiently available to meet the
demands during peak business hours.

The owner will be responsible for ordering, receiving

and maintaining sufficient inventory to meet production
demands. Ordering schedules will be staggered with perishable

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products being ordered multiple times per week to preserve
freshness. Standard grocery and supply orders will be ordered
less often, according to a predetermined schedule and storage
capacity.

Kusina ni Nanay will rely on operational checklists to

verify that each work shift has been properly prepared for
and to insure the operational standards are followed before,
during and after work shifts.

The restaurant layout, including the dining room,

kitchen and serving line, has been designed for efficiency
and flexibility to accommodate the fluctuation in customer
traffic and peak meal periods.

Upon arrival, guests will be greeted immediately by

either the assistant manager or a server and asked for the
seating preference. Drink orders will be taken and guests can
munch on our complimentary rolls. Once the customer’s order
is taken, the order will automatically be printed to a
requisition printer located in the food display area. The
cashier will use the printed ticket to keep track of orders
and place the meal under the heating lamps until the order is
complete. The kitchen preparation line has been designed to
be operated by a minimum staff of 1 line cook and a maximum
of 4 cooks. This design allows line staffing to be adjusted
to the business volume. Shift changes for all staff will
involve cleanup, restocking and preparation. All monies will
be settled at the end of each shift. The closing shift will
involve designated closing duties that will leave the
restaurant clean and fully prepared for the next day.

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It opens in 6 days a week with hours as follows:

TIME
DAYS Closing
Opening

6:00 AM 10:00 PM
Sunday

REST DAY
Monday
7:00 AM 9:00 PM
Tuesday
7:00 AM 9:00 PM
Wednesday
7:00 AM 9:00 PM
Thursday
7:00 AM 9:00 PM
Friday
6:00 AM 10:00 PM
Saturday

5.1 Menus
5.1.1 Breakfast
 KanKamTuy (Kanin + Kamatis + Tuyo)
 TapSiLog (Tapa + Sinangag + Itlog)
 ToSiLog (Tocino + Sinangag + Itlog)
 HotSiLog (Hotdog + Sinangag + Itlog)
 BangSiLog (Bangus + Sinangag + Itlog)
 DangSiLog (Danggit + Sinangag + Itlog)
 SpamSiLog (Spam + Sinangag + Itlog)
 ChoSiLog (Chorizo + Sinangag + Itlog)
 CornSiLog (Corned Beef + Sinangag + Itlog)
 AdoSiLog (Adobo + Sinangag + Itlog)

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 5.1.2 Lunch and Dinner

 Inihaw na Bangus  Binagoongang Baboy

 Inihaw na Pusit  Chicken Afritada

 Inihaw na Baboy  Pork Menudo

 Inihaw na Manok  Bistek

 Inihaw na Liempo  Kare-kare

 Dinuguan  Bicol Express

 Tinolang Tahong  Crispy Pata

 Lechon Kawali  Pork Giniling

 Beef Pares  Sinigang na Baboy

 Beef Kaldereta  Sinigang na Bangus

 Ginataang Tilapia  Nilagang Baboy

 Chicken Pochero  Nilagang Baka

 Adobong Baboy  Laing

 Adobong Manok  Lumpiang Shanghai

 Adobong Pusit  Lumpiang Sariwa

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 Kusina ni Nanay offers Filipino dishes not limited to
menus listed above. It also offers soups and stews, noodle
dishes and vegetables.

5.2 Pricing Strategy

The menu is a main driving force in getting customers in

the door, and they want to pay for the quality they are
receiving. The prices on the menu directly affect your
restaurant’s profitability and these guidelines can help you
get the most out of your pricing decisions.

Kusina ni Nanay will be using the competition pricing

method which is the price slightly lower than the competitors
and pricing a little bit higher seasonal dishes to maximize
profit.

6.0 Operations Management

The strength of our management staff positions us for

success. Kusina Ni Nanay assembled a team that embraces
different disciplines, accomplished professionals with
expertise in all areas of the business, including marketing
and restaurant management.

Management Team

Day to day operational management will be conducted by

Glades and Charvie, as hands on managers.

Glades Cacho: General Manager

(Marketing, Financial and Business Development)

Glades has a background in business and skillful to

financial aspects of the business. She is a Certified Public

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Accountant and has taken trainings related to food
technology. As the registered owner, Glades Cacho is
responsible for overseeing the business growth. She is a
strong business leader responsible for strategic planning and
continued growth of restaurant services and business
development. In addition, Glades will be the management lead
for all public relations, financial and investor services.

Charvie Cacho: Operations Manager

(Restaurant Operations)

Charvie Cacho is responsible for the concept and the

daily operations management. With a course and training in
related to food industry, she is charged with leading the
Restaurant Operations, Staff Selection, Menu Definition and
Training initiatives for Kusina ni Nanay

Managing Partner Responsibilities

In addition to the management of day to day operations,

both managers, as principals within the company, will oversee
menu development, purchasing, portioning, pricing and
inventory control, including approval of all financial
obligations of the company. They will plan, develop, and
establish customer service policies and objectives, and
write, explain, and enforce an employee's manual for all
employee-related policies.

Responsibilities for hiring and firing employees lie

solely with the two operations managers, and any decisions in
these areas will be made jointly.

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Personnel Plan

We believe the personnel plan is in good proportion to

the size of the restaurant and projected revenues. The staff
will include 7 full-time employees and 5 part-time employees,
who will work a total of 616 hours per week for every
employee. Wage rates of the staffs will be based on the
minimum daily wage rate of the Aklan Province for 8 hours of
work.

Kitchen:

The Chef will be assisted by:

 Assistant cooks (2)

 Kitchen Assistants/Dishwasher (2)

 Servers (3)

Restaurant Operations:

Glades Cacho will manage the Financial Management,

Bookkeeping, marketing, and Investor Services.

Charvie Cacho will be the Restaurant Manager. He will be

the primary responsible for daily Restaurant Operations. The
chef and the assistant cooks will be supervised by Charvie
and she will have servers that will work as ‘captains' (these
people have experience in managing and waiting tables) and
take care of service and make sure the restaurant is in
excellent shape.

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7.0 Financial Plan

7.1 Total Project Costs

Presented in the table is the estimates of the project’s

initial cost/asset requirements that are based on the
materials, supplies, equipment, facility and manpower needs
of the project.

Descriptions Amounts

Land Leasehold (2 Years) Php 360,000.00

Business Permits 15,000.00

Construction of Restaurant 550,000.00

Supplies, Tools and Equipment 800,000.00

Raw Materials 1,500,000.00

Cash 1,775,000.00

Total Investments Php 5,000,000.00

Note: Cash is appropriated for other annual expenses needed

to run the operations.

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 7.2 Financial Assumptions

 Total sales increase each year ranging to 5% to 15% based

from previous year’s sales

 Ending inventory is estimated to be 10% of the total

inventory available for production for the year

 Cost of sales is 35% for the first two years of operations

and increases to 40% in the next year.

 Freight-in costs for the first year is Php 10,000.00 and

increase by 5% each year based on previous year’s costs.

 Salaries and wages expense is increase based on the

percentage of increase of rate from last year.

 Operating expenses is 45% of total sales in each year for

the first year of operations and decreases to 40% on the
following years.

 80% of cash on hand will be deposited in the bank for the

first two years and 85% on the succeeding year.

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 7.3 Projections

7.3.1 Projected Profit and Loss

The profit and loss demonstrates modest increases

in revenues over the three expected years with
adjustments for inflation.

Year 1 Year 2 Year 3

Income:
Sales Php Php Php
3,240,000 3,402,000 3,776,220
Less: Cost of 1,134,000 1,190,700 1,510,488
Sales
Gross Profit Php Php Php
2,106,000 2,211,300 2,265,732
Less: Expenses
Transportation Php Php Php
Expense 10,000 10,500 11,025
Rent Expenses 180,000 180,000 180,000
Utility Expenses 190,000 197,800 211,758
Insurance Expense 30,000 30,000 30,000
Salaries and Wages 750,000 779,200 810,772
Miscellaneous 298,000 333,400 266,933
Expenses
Total Php Php Php
1,458,000 1,530,900 1,510,488
Net Profit Php Php Php
541,000 680,400 755,244

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 7.3.2 Projected Cash Flows

Year 1 Year 2 Year 3

Cash, beg - Php Php
591,900 1,099,000
Cash from Operation Php 3,402,000 Php
3,240,000 3,776,220
Cash from Financing 2,000,000 - -
Cash from Investing - - -
Total Cash Php Php Php
Available 5,240,000 3,993,900 4,875,220
Less: Expenses
Expenses for Php Php Php
Operation 2,158,100 2,302,900 2,607,400
Loan Repayments 640,000 592,000 544,000
Expenses for PPEs 2,400,000 100,000 285,000
Total Php Php Php
4,648,100 2,994,900 3,436,400
Cash, end Php Php 999,000 Php
591,900 1,438,820

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 7.3.3 Projected Balance Sheet

Year 1 Year 2 Year 3

Assets
Current Assets
Php Php Php
Cash
591,900 999,000 1,438,820
Inventory 132,300 167,832
126,000
Other Current
2,050,900 1,948,353 1,594,112
Assets
Noncurrent Assets
Php Php Php
Long Term Assets
2,400,000 2,500,000 2,785,000
Php Php Php
TOTAL ASSETS
5,168,800 5,579,653 5,985,764
Liabilities and
Capital
Current
Liabilities
Php Php Php
Accounts Payable
968,800 1,236,900 1,650,850
Noncurrent
Liabilities
Long Term
1,200,000 800,000 400,000
Liabilities
TOTAL Php Php Php
LIABILITIES 2,168,800 2,036,900 2,050,850
Php Php Php
Owners, Capital
3,000,000 3,542,753 3,907,914
TOTAL LIBILITIES Php Php Php
AND CAPITAL 5,168,800 5,579,653 5,958,764

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