BRANCH/LOCATION NO. OF NO. OF MANAGER MAXIMUM NO.

OF
EMPLOYEES/STAFF CUSTOMER IN PEAK
SEASON

ALI MALL 23 STAFF 2 MANAGER 501

SM-CUBAO 21 STAFF 2 MANAGER 550

SHOPWISE 20 STAFF 2 MANAGER 500

MANG INASAL CUBAO AREA

ALI MALL CUBAO

SM CUBAO

SHOPWISE CUBAO
STATEMENT OF THE PROBLEM:

This research study will investigate on the “Success Factors of Mang Inasal within the
malls of Cubao, Q. C. It will also seek answers to the following questions:

I.MANAGER/ EMPLOYEES:

Age:

_18-25 _26-30

_31-35 _36-40

_41-45 _46-above

Gender:

_Male _Female

Educational Attainment:

_Elementary Graduate _High School Graduate

_College Graduate _Masteral Graduate

_Doctorate Graduate

zzzz
Kindly rate your answer using this scale:

5- Highly important

4- Moderately important

3-important

2-less important

1-not important

1. What are the strengths of mang inasal?

Qualities 1 2 3 4 5

Food Quality

Speed of
Service

Affordable
Price

Intensive
Promotion

Wide spread
Distribution of
Outlet

2. What are the weaknesses of mang inasal?

Qualities 1 2 3 4 5

Low Food
Quaality

Poor Service

High Price

Lack of
Promotion

Limited
Distribution of
Outlet

3. What are the opportunities of mang inasal?

Qualities 1 2 3 4 5

Competitive
Advantage

Career
Advancement
of Employees

Convenient
Location

Profitability

Low cost and

expenses

4. What are the threats of mang inasal?

Qualities 1 2 3 4 5

Lack marketing
strategies
 Poor Job
Training and
Development

Inconvenient
Location

Risk to
recession

High cost and

expenses

5. What are the reasons why many customers prefer to eat at Mang Inasal?

6. What are the services offered by Mang Inasal?

7. What are the strategies that Mang Inasal formulate in order to attract customers and
meet their satisfaction?

8. What is the difference of their Chicken Inasal from the Chicken Inasal offered by their
competitors?

I. PERSONAL PROFILE ( CUSTOMERS)

Age:
 __ 16-23 __ 35-45 __ 56 above

__ 24-34 __ 46-55

Gender:

__ Male __ Female

II.
1. How many times do you usually eat at Mang Inasal?
__ Daily __ Weekly __ Monthly

2. Which menu of Mang Inasal do you usually order?

__bulilit meals

__sulit meals

__merienda meals

__paborito meals

__pinoy sabaw

3. How do you usually find out the Mang Inasal

__ word of mouth or thru recommendation

__ thru television or radio advertisement

__ thru billboard or outdoor signs

 __ thru internet

__ thru print media

4. What Factors affect your choice of preference in Mang Inasal

__ ambiance

__ speed of service

__ price

__ food quality

__ Quality service

5. What are the services offered by mang inasal you like and satisfy you?
_ blue pending number (for sc)

_ rice all you can

_ hassle free( crew will serve your food)

_ others

6. How’s the food quality of mang inasal?

_ the food is served hot and fresh

_ the menu has a good variety of items

_ the quality of food is excellent

 _the food is tasty and flavorful

_all of the above

7. You visit mang inasal mostly because

_ the food is good

_ It is convenient in terms of location

_ The food prices are good

8. How did you find mang inasal services and mang inasal staff. Kindly rate it.
_outstanding

_average

_good

_fair

_poor

RELATED STUDY

Anonymous said...
 Of all the inasal's everywhere in the malls "Mang Inasal" is the best inasal
chicken. So next time your craving an inasal chicken, you know where to go.

March 24, 2009 9:10 PM

Anonymous said...

Philippine business opportunities.blogspot.com is very informative. The article is very

professionally written. I enjoy reading Philippine business opportunities.blogspot.com every day.

Mang Inasal can certainly sustain success 

By Ned Roberto, Ardy Roberto
Philippine Daily Inquirer
First Posted 22:31:00 11/18/2010

Filed Under: Mergers - Acquisitions - Takeovers, business

Q: LAST FRIDAY, your column said that Mang Inasal would fail to sustain its success.
We’re a group of starters ourselves and have witnessed with real amazement the quick
success of Mang Inasal in a truly crowded industry. And it won using no more than what
every entrepreneur has at his/her disposal or what you called its five secrets. They are
so ordinary a tool of doing business no one of them can qualify as a “secret.”

Anyway, we do not share your diagnosis and prediction. That’s because you are not
considering the real big factor that will sustain Mang Inasal’s continuing success. If it
succeeded through the most ordinary of means and now has the magic of Jollibee as its
partner for shaping its future, how can you say Mang Inasal will fail? We know we’re
disagreeing with your diagnosis and we doubt if you’ll bother to answer our e-mail via
your column. But answering by an e-mail is more than what we can ask for.

A: Sorry to disappoint you because we’re answering via our column. Your question
deserves it.

We start with a clarification. Last Friday, we were talking about probabilities.What’s the
likelihood of Mang Inasal sustaining its success or failing? What are its chances? That’s
the most you can do when you’re looking at the unpredictable future.

And now to your hard but good question. Yes. What about the “Jollibee factor”?

Both were stellar successes. How can one smashing success when teamed up with
another lead to a more likely failure than more likely success? Or even more or ever
greater success?
That’s what we’d naturally like to see. It’s what Ms. Saigon says is “the movie in our
minds.” But this is not a movie. It’s real life. So let’s take a closer and objective look at
the “Jollibee factor” and state the issue with this question: “Will the merger with Jollibee
and its participation in managing the next 300 Mang Inasal stores lead to more or at
least continued success?” Let’s consider what’s working and what’s not working for
Mang Inasal with the Jollibee brand explicitly or implicitly behind it.

The literature on brand equity has shown us one case after another that an established
quality brand will further grow the advantage of even its already known and already
successful extension. This is particularly true when consumers of the extension brand
become uncertain or are made to feel unsure about its quality, which our last Friday’s
column may have inadvertently done to some Mang Inasal customers and to new,
would-be customers.

If we rely on history to predict what Jollibee will do with its branding and that of Mang
Inasal, it will probably let Mang Inasal be, in the same way that it let alone its two
previous acquisitions, namely, ChowKing and Greenwich. If this is true, then Mang
Inasal must do its future business by the strength of its own brand equity. So the
Jollibee brand is not around to help … at least not directly.

What about the known highly efficient Jollibee operations process? This is of course not
so much for impacting sales but it certainly helps bring down the “cost of goods” and
therefore raise gross profit. Remember that it’s profit that’s actually needed to grow any
business.
This line of thinking assumes that Jollibee’s operations process is superior or at least
compatible with Mang Inasal’s so their combination will yield synergy. But Mang Inasal
must be profitable or it could not have grown as fast and at a scale that it enjoyed over
its seven years. This must be true even if we grant that its franchising had given it the
needed capital to fund growth. You can’t grow your franchising if you’re not profitable.

But is the operations system of the two compatible? That largely depends on the
similarity of their respective patronizing market segments. It’s known and some even
say that it’s obvious that relative to Mang Inasal, Jollibee is catering to the upper end of
the downscale market while Mang Inasal’s must be at the mid-scale. UP professor
Estrella Domingo in her “Poverty Mapping of the Poor” study had a useful three-way
segmentation of the poor, i.e., “the borderline poor,” “the overall poor” and “the extreme
poor.”

Consumers at the upper end of the poor segment are the borderline poor while those in
the midscale are the overall poor. Cost-effectively serving the borderline poor
consumers requires a different and presumably a bit more expensive operations system
than doing so for the overall poor consumers. So bringing in the Jollibee operations
process into Mang Inasal’s would probably do less good than more. It’s more like a
clash of two proud work cultures than a merging of two mutually reinforcing practices.
What about Jollibee’s record in M&A (merger and acquisition)? It has a mixed record. Its
winning M&As are ChowKing and Greenwich. At the time of acquisition, both ChowKing
and Greenwich were ongoing and fairly successful businesses. This was true way
before the merger. In this sense, Jollibee is good at growing businesses that have
already been grown by their former owners. That would seem to be the category where
Mang Inasal belongs.

Subsequent to growing its own brand, Jollibee did not show a good record of growing its
own new businesses. Remember its Kenny Rogers look-alike, that is, Mary’s? That was
an embarrassment, to say the least. Then, when consumer research showed that the
carinderia was fast becoming a consumer-defined fast-food substitute, Jollibee put up
its own carinderia in Manong Pepe. This is still around but everyone is asking: “For how
long?” Mang Inasal is obviously not a Mary’s nor a Manong Pepe, and is therefore likely
to avoid their lackluster fate.

So what’s the overall score? Try grading the preceding paragraph by paragraph. The
net overall score is roughly the same as our prediction in last Friday’s column. Mang
Inasal’s probability of sustaining its success in the next 300 stores is still anywhere
between 12 percent and 17 percent. We therefore should modify our column’s heading
to instead read: “Mang Inasal cannot be certain to sustain success.”

RELATED LITERATURE

A Story of Successful Filipino Entrepreneur with mang Inasal

Only an Ilonggo knows how an authentic chicken inasal should taste. This is what
Treena Cueva-Tecson, a genuine Ilongga, born and raised in Bacolod, carries with her
when she openned her Tambokikoy restaurant which sells authentic mang inasal
cooked and prepared the way a genuine inasal should be.
The inasal in Manila are sweet, dry and not cooked well, I know how inasal should taste
like. Ilonggos would really know the authentic taste of inasal, said Treena, who has a
full-time marketing and PR career before giving it up to be a full time wife and mom two
years ago. And the inasal places in Manila sell inasal by the stick. No one is selling
whole chicken inasal.

Being a marketing and PR woman, Treena applied blue ocean strategy in his business
by offering something that the saturated market does not have yet; a whole chicken with
an authentic inasal taste.

Treena started his Tambokikoy just last September, armed only with P250,000 in
capital, her mom’s recipe and her husband’s full support. Tambokikoy, which means
chubby in Ilonggo, is envisioned by Treena as a take-out place that will sell authentic-
tasting whole chicken inasal.

With a very ideal location, which is just right across the Mandaluyong City Hall on
Maysilo Circle, market response has been very good. Office people and families have
been dropping by to order take out, starting at lunch time until dinner. They open at 11
a.m. up to 11 p.m., Monday to Sunday.

Treena cooked her mang inasal rotisserie-style over charcoal and not on electric grill.
By chopping it two minutes after it is cooked, she said the juice goes back and it does
not dry out.

Treena is expecting to recoup her investments by December. This early, inquiries of

franchising have already been received by Treena, although she said she is not yet
ready for franchising.
MarketingRx
How can Mang Inasal sustain its success?

By Ned Roberto, Ardy Roberto

Philippine Daily Inquirer
First Posted 22:45:00 11/11/2010

Filed Under: Restaurants & catering, Food, business

Your column on Mang Inasal’s success secret is still the continuing topic of our
group’s conversations. We’re a foursome of Asian Institute of Management
(AIM) Master in Entrepreneurship (ME) graduates and you taught our batch.
There’s one question raised during our past two weekly gatherings that we all
tried answering. But we heard as many different answers as there were
members. So we thought we’d pass on the question to you: “Assuming it’s true
that the five secrets you identified as responsible for Mang Inasal’s Edgar Injap
Sia’s P3-billion success were correct, would these be the same five secrets
that will sustain Mang Inasal’s future success with Jollibee Foods Corp. as its
new owner?”

A: Conventional wisdom prescribes that to do a good job at managing the

future do so via the success of the past. But experience tells us that navigating
the future with this mindset has proven to be a recipe much more for disaster
than for success. For a more enlightened answer, we need a more
enlightening framework. Because we’re talking about the future, we need a
better foresighting basis for diagnosing what can sustain Mang Inasal’s
success under Jollibee.

A particularly appropriate foresighting framework is in micro-economics and

another one in the literature on sustainable competitive advantage. We
diagnose by taking each at a time.

It’s about ‘complementarities’

Stanford University professor of micro-economics and “auctionomics,” Paul

Milgrom, coined the term “complementarities” to explain synergies from
combining compatible business practices. In the case of Sia’s Mang Inasal, its
sustained competitive advantage over the seven years when it scaled up to
303 stores came from not only repeating each one of its five secrets of
success. The more significant factor was its maintaining the five practices’
complementarity role for one another in the mix. In fact, it’s more the mix that
counted in the success than the individual elements in that mix.
Jollibee
to buy
Let’s recall those five factors and practices that were supposedly behind Mang
70% of
Inasal’s superior competitive advantage. These are: (1) Ready, fire, aim!; (2)
Mang
Work your butt off!; (3) Think innovation. Copy but add something of value; (4)
Inasal
Think BIG!; and (5) Think marketing.
for P3
Billion
We’ll skip the explanation of each and rely on your memory to remember the
Mang Inasal column three Fridays ago (or check out www.marketingrx.org or
www.inquirer.net.) But what needs underscoring at this point is that none of
these five practices can be said to be anything new or innovative. So treated
separately, not a single one of them can be claimed to be a success secret.

The application and exercise of complementarities have shown that business

Published: October 18, 2010

Fastfood empire Jollibee Foods Corp. (JFC) will buy 70 percent of

Mang Inasal Philippines, Inc. (MIPI) for P3 billion, reports
Business World. JFC will pay a down payment of P200 million to
MIPI owner, Injap Investments, Inc. led by Edgar Sia III. According
to the report, "The deal will be completed in 30 days, subject to
due diligence by Isla Lipana & Co. and law firm Romulo Mabanta."

Entrepreneur.com.ph cited JFC's disclosure to the Philippine

Stock Exchange: "JFC will build shareholder value by growing the
sales of Mang Inasal's existing stores through the application of
JFC's knowledge of consumers and its available recipes and
products, continued expansion of Mang Inasal's store network,
cost improvement on its raw materials and greater operational
efficiency."
According to Yahoo News, the Mang Inasal chain
consists of 303 stores, 24 of which are owned by the company
while 279 are franchised. Meanwhile, the JFC Group of
Companies has 1,578 stores in the Philippines: Jollibee with 703,
Chow King with 404, Greenwich with 218, Red Ribbon with 215,
Delifrance with 23 and Manong Pepe's with 15.Mang Inasal
Business Franchise

Philippine business franchise is one of the most convenient

ways to establish your own enterprise. Let Mang Inasal
Philippines win your heart in the franchise business as it
captured the taste of the Manilenos.

Chicken Inasal business boomed several years ago due to

its distinct and flavorful taste that passed the discriminating
choices of the Filipino diners. Chicken Inasal is not just an
ordinary barbequed chicken dish that gives the fresh-from-
the-grill taste but also incorporates the achuete oil that spells
the difference to other recipes. While the chicken was grilled,
it was brushed with the achuete oil, the secret mix and spice
for the chicken inasal.

Inasal originally meant grilled dish in skewer. The native

Filipino dish is an original recipe of the Ilonggos that began
to spread its wings and conquer even the hidden spots of
Metro Manila. Chicken Inasal is a rave among the Manilenos
for its pocket-friendly price and great tasting chicken. It
continued to tickle their appetites after tasting the specialty
of Negros province.

Mang Inasal Philippines has been in the business since

2003. The family-owned business was the pioneer of the fast
food industry in the sidewalks of Iloilo. The savory Ilonggo
fast food also offered franchise deals to cater the Filipino
appetite the choice of a little sweetness and saltiness in their
dishes.

The concept of Mang Inasal Philippines was to spread the

business in various locations to promote the goodness of
Filipino dishes. Aside from the financial capability to own a
Mang Inasal franchise, commitment and dedication to serve
the Filipino customers with the best are the must-have
attitudes an entrepreneur must have to join the bandwagon
of the success of Mang Inasal Philippines franchise. For
800,000PHP, an entrepreneur can use the name of Mang
Inasal.

Formal training programs and seminars on how to operate

your own franchise of Mang Inasal would be provided by the
company for a month to ensure that an entrepreneur would
be guided in the operation and management of his business.
More or less, the investment for Mang Inasal store branch
would cost 4 to 6 million PHP depending on these factors:

* Outlet floor area

* Store location
* Rent
* Store supplies and equipments
* Setup of the store itself
* Working capital
* Furniture and fixture
* advertisements

To ensure that an entrepreneur would gain profit from his

business, Mang Inasal Philippines would be the one to select
the store location. They are also open for the entrepreneur's
location suggestion and would do a project study before the
approval of the suggested store location.
For the company's approval, present a letter of intent
together with your resume, and the proposed site (if there
are any). Upon the approval of you application to Mang
Inasal, the Franchise Program would introduce the
businessman to the Mang Inasal franchise and other matters
concerning the business operation.

For you to see the opportunity offered by Mang Inasal in

Metro Manila, why not check out the following branches and
see the business for yourself: Alabang Metropolis, SM
Bicutan, SM Mall of Asia, and Harbor View in CCP Complex.

It's sometimes confusing which is which of the inasal

chicken. We are drawn to a not so good inasal chicken
houses in malls. Only to find out in dismay, it carries almost
the same logo but not the inasal chicken house we ate the
last time and a not so good inasal restaurant.

Mang Inasal's business franchising contact information:

IloIlo Corporate Office

Fuentes St., Iloilo City
Tel: (033) 508-9000 / 508-7555
Fax: (033) 508-5111
Email: info@manginasal.com
web: www.manginasal.com

Manila Corporate Office

305 Villa Bldg., Makati Avenue
cor. Jupiter St., Makati City
Tel: (02) 890-2654, Fax: (02) 890-2654

2316 Aurora Blvd. (formerly Tramo St.), Pasay City

Tel.: (02) 854-3346
Fax: (02) 854-5692