SlideShare a Scribd company logo
1 of 33
Download to read offline
Slide No. 1 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
WAIVER
This Final Project presentation in MBA 104 Financial
Management subject may contain images of PIZZAS and
other foods. It might make you hungry. It is not our
intention.
Slide No. 2 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
FINAL GROUP PROJECT
Traditional Paulie’s
Pizza House Business
Versus
Domino’s Pizza
Group 1 Assignment:
Ms. Anawin Valenzuela
Ms. Shella May Domocmat
Mr. Oliver Sta. Maria
Presented to:
Mr. Larry Ryan Jeff Brual
Slide No. 3 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
GROUP PROJECT
Preview of Tasks:
• Choose two companies that operates in the same industry.
• One that is traditional and the other adapting to changes and new
technologies.
• Present their respective financial plan (CAPEX / OPEX).
• Include marketing, office setup, materials, etc.
• Present risks and contingency plans
• Present dividend policy
• Analyze both companies and explain the difference between the two
• Present the “chosen” company and explain why it is preferred
Slide No. 4 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Industry Info
• While the operating
environment will remain
challenging, America’s
980,000 restaurants were
expected to post record
sales in the coming years.
Slide No. 5 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Industry Info
• According to the National Restaurant Association, Restaurant Industry sales have
reached a record $660.5 billion in 2013 a 3.8 percent increase over 2012 and marking
the third consecutive year that industry sales will have topped $600 billion.
Slide No. 6 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
The Pizza Segment of the Industry
• According to InfoUSA, Inc. there are now just over 72,000 Pizza
Restaurants as of December 31, 2012.
• Growth will continue to be an issue as the slow economy continues to
force Families to become even more concerned with the weekly budget.
• Profitability will be the issue as competition continues to hold pricing
down for the consumer while the operator focuses on margins.
• The volatility in commodities prices combined with the Recession and
Competition holding menu prices down will continue to test Operators’
ability to squeeze the most out of the margins.
Industry Info
Slide No. 7 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
PIZZA INDUSTRY
Slide No. 8 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Classifying Pizza Stores
Traditional Modern
Slide No. 9 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Traditional Modern
Selected Pizza Company
Slide No. 10 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
• The restaurant will cost an
estimated US$ 424,866 to
open.
• The minimum requirement for
investment is US$250,000
• Initial franchise fee of $60,000 plus
• Please note that these costs exclude
the real estate cost .
• A royalty fee of 7% of gross sales is
paid every month and each outlet
contributes a maximum of 6% of
sales towards national advertising.
Capitalization Requirement
Slide No. 11 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
CAPITAL: US$ 424,866
• Sources of funds:
• Equity – US$150,000
• Bank Loan – US$274,866
• TOTAL =
US$424,866
CAPITAL: US$310,000
• Sources of funds:
• Equity: US305,056
• Borrowings: US$122,912
• TOTAL =
US$427,968
Sources of Capital
Slide No. 12 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
Slide No. 13 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: CAPEX
CAPITAL: US$ 424,866 CAPITAL: US$427,968
Min Investment US$250,000
Initial franchise fee of $60,000
Liquid Capital Required US$75,000
Others US$42,968
Capital Budgeting
Open Paulie’s Pizza Business Plan
PDF for details of Capital Budget
Page 22
Slide No. 14 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: OPEX
Slide No. 15 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Financial Plan: OPEX
Slide No. 16 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
• Already established
International Brand
• Management will endeavor to
create and maintain a positive,
appealing image for the
restaurant.
• This image will be consistently
portrayed throughout all
marketing channels and sales
promotions.
Slide No. 17 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
• Customer Database
• Frequent Diner
• Email Campaign
• Mailer campaign
• Community/Charity Involvement
• Business Relationships
• 4 Walls Marketing
• Public Relations
• Direct Advertising
• Maximum of 6% of sales
towards national advertising
• Partnerships
• Brochures
• E-Marketing
• Mobile Advertisements
(delivery vans, etc)
The following exemplifies some of the tactics
these companies use to drive more sales.
Slide No. 18 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Marketing
Slide No. 19 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Traditional Restaurant Setup
• Counter
• Kitchen
• Dining Hall
• Modern Setup
• Counter
• Kitchen
Slide No. 20 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Successful Domino's sites have very high exposure (and
signage) with high outbound traffic flow.
• Size around 100m2 with minimum shop frontage of 6m
• Ample public access car parking
• Good tenancy mix
• Three phase power, air conditioning, grease trap and
gas line preferable
Slide No. 21 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Setup
• Ownership: Limited Liability Company
• Facility: A pre-existing lease space
approximately 1500 sq. feet with 10-
year lease agreement with Shopping
Center Landlords, Inc. which owns the
center.
• Sales Projection: Assume a modest
weekly sales projection of just under
US$18,000 or US$930,000/year. This
equates to around US$621 per sq. ft. in
sales annually.
• Ownership: Franchising rights
• Facility : A Pre-existing lease space of
approximately 100 sq. meter.
• Sales Projection: Same-store sales,
which exclude recently opened or
closed locations, grew 10.7% at
Domino's domestic franchise stores,
as company-owned domestic stores
logged 10% growth. Analysts had
anticipated 6.3% growth at franchised
stores and 5.7% at the stores
Domino's owns, according to
Consensus Metrix.
Slide No. 22 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Materials
Slide No. 23 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Materials
In terms of materials, both companies use almost the
same materials in making their products.
Slide No. 24 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Risks
Possible risk/s
• Competition
• Franchisees
• Data and Security
• People
• Property
• Corporate Governance
• Food Production,
• Storage
• and Suppliers
Possible risk/s
• cross contamination,
• sanitation,
• thermometer maintenance,
kitchen equipment safety,
electrical hazards,
• and knife safety
Slide No. 25 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Contingency Plans
Contingency
• continuous employee training
• create policy and procedure
guidelines on food handling,
• manufacturing practices,
• sanitation,
• and storage
Contingency
• continuous employee training
• create policy and procedure
guidelines on food handling,
• manufacturing practices,
• sanitation,
• and storage
Slide No. 26 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Dividend Policy
• The owner gets 100% of profit. • Domino's Pizza Inc's dividend
payout ratio for the three months
ended in Dec. 2015 was 0.27.
• During the past 13 years, the
highest Dividend Payout Ratio of
Domino's Pizza Inc was 0.36. The
lowest was 0.08. And the median
was 0.31.
• As of Today, the Trailing Annual
Dividend Yield of Domino's Pizza
Inc is 1.00%.
Slide No. 27 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Current Situation
CURRENT RATIO 8.98
ACID TEST/ QUICK RATIO 8.83
DEBT TO EQUITY RATIO 0.32
DEBT TO TOTAL ASSETS RATIO 0.24
TOTAL CAPITALIZATION 0.10
RECEIVABLE TURNOVER Na
AVERAGE COLLECTION PERIOD Na
PAYABLE TURNOVER (Assuming all
purchases were on credit) 6.12
PAYABLE TURNOVER IN DAYS 59.66
INVENTORY TURNOVER 24.08
TOTAL ASSET TURNOVER 1.02
Financial Ratios
CURRENT RATIO 0.89
ACID TEST/ QUICK RATIO 0.66
DEBT TO EQUITY RATIO 1.07
DEBT TO TOTAL ASSETS RATIO 0.52
TOTAL CAPITALIZATION 0.65
RECEIVABLE TURNOVER (Assuming all
sales were on credit) 16.01
AVERAGE COLLECTION PERIOD 22.80
PAYABLE TURNOVER (Assuming all
purchases were on credit) 1.96
PAYABLE TURNOVER IN DAYS 185.93
INVENTORY TURNOVER 17.35
TOTAL ASSET TURNOVER 0.85
Slide No. 28 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Current Situation
Inventory Beginning 11,707
Purchases 213,634
Goods Available for Sale 225,341
Inventory, ending 12,282
Cost of Sales 213,059
Inventory, beginning 13,498
Purchases 332,026
Total Goods available 345,524
Inventory, ending 14,038
Cost of Sales 331,486
Cost of Sales
Slide No. 29 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
• puts franchisees and Company-
owned stores at the foundation of all
thinking and decisions;
• provides a strong infrastructure to
support stores;
• builds excellent store operations to
create loyal customers.
• putting people first;
• demanding integrity;
• delivering with smart hustle and
positive energy; and
• winning by improving results every
day.
Strategies
• Television advertisement
• Sponsorship
• Social Media Presence
• Price Discrimination
• Price Discounting
• Targeting core groups of
consumers
• Charity Joint Ventures
• Coupons
• Magnets
• Community Events
Slide No. 30 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Analysis: Future of Business
• High demand, high
maintenance
• Limited capacity for expansion
• Agility issues
• High demand is supported by
online/offline sales
• Well established relationships
with clients and suppliers gives
assurance
• Great marketing schemes
• High Profitability
Slide No. 31 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Best to Invest
Taking everything in to considerations, our group is
recommending to invest in :
Slide No. 32 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
Group 1 Members
Ms. Anawin Valenzuela
Currently in UAE
Ms. Shella May Domocmat
Currently in the Philippines
Mr. Oliver Sta. Maria
Currently in KSA
Slide No. 33 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria
End of Presentation

More Related Content

Viewers also liked

Insights into Comparative Corporate Governance of Family Businesses
Insights into Comparative Corporate Governance of Family BusinessesInsights into Comparative Corporate Governance of Family Businesses
Insights into Comparative Corporate Governance of Family BusinessesOmar Qaise
 
Chapter 2 Presentation
Chapter 2 PresentationChapter 2 Presentation
Chapter 2 Presentationguest2495ca5
 
Introduction to the corporate governance
Introduction to the corporate governanceIntroduction to the corporate governance
Introduction to the corporate governanceRehanshk
 
Corporate governance
Corporate governanceCorporate governance
Corporate governancebilgen kenar
 
Chapter 2 corporate goverance
Chapter 2 corporate goveranceChapter 2 corporate goverance
Chapter 2 corporate goveranceMudassir Ijaz
 
Chapter 1 corporate goverance
Chapter 1 corporate goveranceChapter 1 corporate goverance
Chapter 1 corporate goveranceMudassir Ijaz
 
Basic concepts of strategic management 1csp& sim
Basic concepts of strategic management 1csp& simBasic concepts of strategic management 1csp& sim
Basic concepts of strategic management 1csp& simVinita Kulshrestha
 
Corporate Governance - AIB (MBA) 2015
Corporate Governance - AIB (MBA) 2015Corporate Governance - AIB (MBA) 2015
Corporate Governance - AIB (MBA) 2015Rohana K Amarakoon
 
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Mohit Singla
 
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talk
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talkتيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talk
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh TalkSaleh AlShebil
 
Corporate governance
Corporate governance Corporate governance
Corporate governance Gayatri Iyer
 
تحليل سوات نهائى
تحليل سوات نهائىتحليل سوات نهائى
تحليل سوات نهائىaymzn2
 

Viewers also liked (16)

Insights into Comparative Corporate Governance of Family Businesses
Insights into Comparative Corporate Governance of Family BusinessesInsights into Comparative Corporate Governance of Family Businesses
Insights into Comparative Corporate Governance of Family Businesses
 
Chapter 2 Presentation
Chapter 2 PresentationChapter 2 Presentation
Chapter 2 Presentation
 
Introduction to the corporate governance
Introduction to the corporate governanceIntroduction to the corporate governance
Introduction to the corporate governance
 
Corporate governance
Corporate governanceCorporate governance
Corporate governance
 
Chapter 2 corporate goverance
Chapter 2 corporate goveranceChapter 2 corporate goverance
Chapter 2 corporate goverance
 
Chapter 1 corporate goverance
Chapter 1 corporate goveranceChapter 1 corporate goverance
Chapter 1 corporate goverance
 
Corporate governance
Corporate governanceCorporate governance
Corporate governance
 
Wheelen10 ppt01
Wheelen10 ppt01Wheelen10 ppt01
Wheelen10 ppt01
 
Basic concepts of strategic management 1csp& sim
Basic concepts of strategic management 1csp& simBasic concepts of strategic management 1csp& sim
Basic concepts of strategic management 1csp& sim
 
Corporate Governance - AIB (MBA) 2015
Corporate Governance - AIB (MBA) 2015Corporate Governance - AIB (MBA) 2015
Corporate Governance - AIB (MBA) 2015
 
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
 
Work vs. prison
Work vs. prisonWork vs. prison
Work vs. prison
 
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talk
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talkتيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talk
تيد اكس الرياض: عودة الوناسة للدراسة My TedxRiyadh Talk
 
Corporate governance
Corporate governance Corporate governance
Corporate governance
 
Presentation3
Presentation3Presentation3
Presentation3
 
تحليل سوات نهائى
تحليل سوات نهائىتحليل سوات نهائى
تحليل سوات نهائى
 

Similar to Group1PROJECT-2PizzaCo (1)

Planning business growth in new year
Planning business growth in new yearPlanning business growth in new year
Planning business growth in new yearKimberly Deas
 
Resturant Background-Linkedin-3-16
Resturant Background-Linkedin-3-16Resturant Background-Linkedin-3-16
Resturant Background-Linkedin-3-16David Kebrdle
 
Kim Keller Resume
Kim Keller ResumeKim Keller Resume
Kim Keller ResumeKim Keller
 
Agusta december 4th
Agusta december 4thAgusta december 4th
Agusta december 4thSylvia Wower
 
Amanda+Berry+Resume
Amanda+Berry+ResumeAmanda+Berry+Resume
Amanda+Berry+ResumeAmanda Berry
 
Mastering the Renewal and Maximizing Cross-Sell
Mastering the Renewal and Maximizing Cross-SellMastering the Renewal and Maximizing Cross-Sell
Mastering the Renewal and Maximizing Cross-SellGainsight
 
Schul Doc 8_10_15
Schul Doc 8_10_15Schul Doc 8_10_15
Schul Doc 8_10_15Rich Schul
 
Schul Doc 8_10_15
Schul Doc 8_10_15Schul Doc 8_10_15
Schul Doc 8_10_15Rich Schul
 
brewery business plan example template..
brewery business plan example template..brewery business plan example template..
brewery business plan example template..ECorp
 
convenience store business plan example
convenience store business plan exampleconvenience store business plan example
convenience store business plan exampleECorp
 
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptx
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptxALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptx
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptxDebtconsolidationbc
 
2018 resume tampa
2018 resume tampa2018 resume tampa
2018 resume tampaDavid Katz
 
Q1 2014 Family Dollar Stores Earnings Conference Call Presentation
Q1 2014 Family Dollar Stores Earnings Conference Call PresentationQ1 2014 Family Dollar Stores Earnings Conference Call Presentation
Q1 2014 Family Dollar Stores Earnings Conference Call Presentationfamilydollar22
 
AGILENT INTERNSHIP PPT
AGILENT INTERNSHIP PPTAGILENT INTERNSHIP PPT
AGILENT INTERNSHIP PPTYasshpal singh
 

Similar to Group1PROJECT-2PizzaCo (1) (20)

Planning business growth in new year
Planning business growth in new yearPlanning business growth in new year
Planning business growth in new year
 
Resturant Background-Linkedin-3-16
Resturant Background-Linkedin-3-16Resturant Background-Linkedin-3-16
Resturant Background-Linkedin-3-16
 
Kim Keller Resume
Kim Keller ResumeKim Keller Resume
Kim Keller Resume
 
JR_Berry_Resume_11-2015
JR_Berry_Resume_11-2015JR_Berry_Resume_11-2015
JR_Berry_Resume_11-2015
 
FastFoodIndustry
FastFoodIndustryFastFoodIndustry
FastFoodIndustry
 
Agusta december 4th
Agusta december 4thAgusta december 4th
Agusta december 4th
 
Amanda+Berry+Resume
Amanda+Berry+ResumeAmanda+Berry+Resume
Amanda+Berry+Resume
 
Mastering the Renewal and Maximizing Cross-Sell
Mastering the Renewal and Maximizing Cross-SellMastering the Renewal and Maximizing Cross-Sell
Mastering the Renewal and Maximizing Cross-Sell
 
Schul Doc 8_10_15
Schul Doc 8_10_15Schul Doc 8_10_15
Schul Doc 8_10_15
 
Schul Doc 8_10_15
Schul Doc 8_10_15Schul Doc 8_10_15
Schul Doc 8_10_15
 
brewery business plan example template..
brewery business plan example template..brewery business plan example template..
brewery business plan example template..
 
convenience store business plan example
convenience store business plan exampleconvenience store business plan example
convenience store business plan example
 
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptx
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptxALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptx
ALLEVIATE FINANCIAL STRESS – STRATEGIES FOR BUSINESS OWNERS.pptx
 
2018 resume tampa
2018 resume tampa2018 resume tampa
2018 resume tampa
 
Q1 2014 Family Dollar Stores Earnings Conference Call Presentation
Q1 2014 Family Dollar Stores Earnings Conference Call PresentationQ1 2014 Family Dollar Stores Earnings Conference Call Presentation
Q1 2014 Family Dollar Stores Earnings Conference Call Presentation
 
Resume Updated 4.6.16
Resume Updated 4.6.16Resume Updated 4.6.16
Resume Updated 4.6.16
 
resume
resumeresume
resume
 
AGILENT INTERNSHIP PPT
AGILENT INTERNSHIP PPTAGILENT INTERNSHIP PPT
AGILENT INTERNSHIP PPT
 
LarekRes_0521
LarekRes_0521LarekRes_0521
LarekRes_0521
 
LarekRes_0521
LarekRes_0521LarekRes_0521
LarekRes_0521
 

Group1PROJECT-2PizzaCo (1)

  • 1. Slide No. 1 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria WAIVER This Final Project presentation in MBA 104 Financial Management subject may contain images of PIZZAS and other foods. It might make you hungry. It is not our intention.
  • 2. Slide No. 2 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria FINAL GROUP PROJECT Traditional Paulie’s Pizza House Business Versus Domino’s Pizza Group 1 Assignment: Ms. Anawin Valenzuela Ms. Shella May Domocmat Mr. Oliver Sta. Maria Presented to: Mr. Larry Ryan Jeff Brual
  • 3. Slide No. 3 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria GROUP PROJECT Preview of Tasks: • Choose two companies that operates in the same industry. • One that is traditional and the other adapting to changes and new technologies. • Present their respective financial plan (CAPEX / OPEX). • Include marketing, office setup, materials, etc. • Present risks and contingency plans • Present dividend policy • Analyze both companies and explain the difference between the two • Present the “chosen” company and explain why it is preferred
  • 4. Slide No. 4 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Industry Info • While the operating environment will remain challenging, America’s 980,000 restaurants were expected to post record sales in the coming years.
  • 5. Slide No. 5 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Industry Info • According to the National Restaurant Association, Restaurant Industry sales have reached a record $660.5 billion in 2013 a 3.8 percent increase over 2012 and marking the third consecutive year that industry sales will have topped $600 billion.
  • 6. Slide No. 6 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria The Pizza Segment of the Industry • According to InfoUSA, Inc. there are now just over 72,000 Pizza Restaurants as of December 31, 2012. • Growth will continue to be an issue as the slow economy continues to force Families to become even more concerned with the weekly budget. • Profitability will be the issue as competition continues to hold pricing down for the consumer while the operator focuses on margins. • The volatility in commodities prices combined with the Recession and Competition holding menu prices down will continue to test Operators’ ability to squeeze the most out of the margins. Industry Info
  • 7. Slide No. 7 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria PIZZA INDUSTRY
  • 8. Slide No. 8 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Classifying Pizza Stores Traditional Modern
  • 9. Slide No. 9 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Traditional Modern Selected Pizza Company
  • 10. Slide No. 10 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: CAPEX • The restaurant will cost an estimated US$ 424,866 to open. • The minimum requirement for investment is US$250,000 • Initial franchise fee of $60,000 plus • Please note that these costs exclude the real estate cost . • A royalty fee of 7% of gross sales is paid every month and each outlet contributes a maximum of 6% of sales towards national advertising. Capitalization Requirement
  • 11. Slide No. 11 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: CAPEX CAPITAL: US$ 424,866 • Sources of funds: • Equity – US$150,000 • Bank Loan – US$274,866 • TOTAL = US$424,866 CAPITAL: US$310,000 • Sources of funds: • Equity: US305,056 • Borrowings: US$122,912 • TOTAL = US$427,968 Sources of Capital
  • 12. Slide No. 12 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: CAPEX
  • 13. Slide No. 13 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: CAPEX CAPITAL: US$ 424,866 CAPITAL: US$427,968 Min Investment US$250,000 Initial franchise fee of $60,000 Liquid Capital Required US$75,000 Others US$42,968 Capital Budgeting Open Paulie’s Pizza Business Plan PDF for details of Capital Budget Page 22
  • 14. Slide No. 14 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: OPEX
  • 15. Slide No. 15 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Financial Plan: OPEX
  • 16. Slide No. 16 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Marketing • Already established International Brand • Management will endeavor to create and maintain a positive, appealing image for the restaurant. • This image will be consistently portrayed throughout all marketing channels and sales promotions.
  • 17. Slide No. 17 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Marketing • Customer Database • Frequent Diner • Email Campaign • Mailer campaign • Community/Charity Involvement • Business Relationships • 4 Walls Marketing • Public Relations • Direct Advertising • Maximum of 6% of sales towards national advertising • Partnerships • Brochures • E-Marketing • Mobile Advertisements (delivery vans, etc) The following exemplifies some of the tactics these companies use to drive more sales.
  • 18. Slide No. 18 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Marketing
  • 19. Slide No. 19 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Setup • Traditional Restaurant Setup • Counter • Kitchen • Dining Hall • Modern Setup • Counter • Kitchen
  • 20. Slide No. 20 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Setup • Successful Domino's sites have very high exposure (and signage) with high outbound traffic flow. • Size around 100m2 with minimum shop frontage of 6m • Ample public access car parking • Good tenancy mix • Three phase power, air conditioning, grease trap and gas line preferable
  • 21. Slide No. 21 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Setup • Ownership: Limited Liability Company • Facility: A pre-existing lease space approximately 1500 sq. feet with 10- year lease agreement with Shopping Center Landlords, Inc. which owns the center. • Sales Projection: Assume a modest weekly sales projection of just under US$18,000 or US$930,000/year. This equates to around US$621 per sq. ft. in sales annually. • Ownership: Franchising rights • Facility : A Pre-existing lease space of approximately 100 sq. meter. • Sales Projection: Same-store sales, which exclude recently opened or closed locations, grew 10.7% at Domino's domestic franchise stores, as company-owned domestic stores logged 10% growth. Analysts had anticipated 6.3% growth at franchised stores and 5.7% at the stores Domino's owns, according to Consensus Metrix.
  • 22. Slide No. 22 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Materials
  • 23. Slide No. 23 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Materials In terms of materials, both companies use almost the same materials in making their products.
  • 24. Slide No. 24 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Risks Possible risk/s • Competition • Franchisees • Data and Security • People • Property • Corporate Governance • Food Production, • Storage • and Suppliers Possible risk/s • cross contamination, • sanitation, • thermometer maintenance, kitchen equipment safety, electrical hazards, • and knife safety
  • 25. Slide No. 25 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Contingency Plans Contingency • continuous employee training • create policy and procedure guidelines on food handling, • manufacturing practices, • sanitation, • and storage Contingency • continuous employee training • create policy and procedure guidelines on food handling, • manufacturing practices, • sanitation, • and storage
  • 26. Slide No. 26 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Dividend Policy • The owner gets 100% of profit. • Domino's Pizza Inc's dividend payout ratio for the three months ended in Dec. 2015 was 0.27. • During the past 13 years, the highest Dividend Payout Ratio of Domino's Pizza Inc was 0.36. The lowest was 0.08. And the median was 0.31. • As of Today, the Trailing Annual Dividend Yield of Domino's Pizza Inc is 1.00%.
  • 27. Slide No. 27 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Analysis: Current Situation CURRENT RATIO 8.98 ACID TEST/ QUICK RATIO 8.83 DEBT TO EQUITY RATIO 0.32 DEBT TO TOTAL ASSETS RATIO 0.24 TOTAL CAPITALIZATION 0.10 RECEIVABLE TURNOVER Na AVERAGE COLLECTION PERIOD Na PAYABLE TURNOVER (Assuming all purchases were on credit) 6.12 PAYABLE TURNOVER IN DAYS 59.66 INVENTORY TURNOVER 24.08 TOTAL ASSET TURNOVER 1.02 Financial Ratios CURRENT RATIO 0.89 ACID TEST/ QUICK RATIO 0.66 DEBT TO EQUITY RATIO 1.07 DEBT TO TOTAL ASSETS RATIO 0.52 TOTAL CAPITALIZATION 0.65 RECEIVABLE TURNOVER (Assuming all sales were on credit) 16.01 AVERAGE COLLECTION PERIOD 22.80 PAYABLE TURNOVER (Assuming all purchases were on credit) 1.96 PAYABLE TURNOVER IN DAYS 185.93 INVENTORY TURNOVER 17.35 TOTAL ASSET TURNOVER 0.85
  • 28. Slide No. 28 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Analysis: Current Situation Inventory Beginning 11,707 Purchases 213,634 Goods Available for Sale 225,341 Inventory, ending 12,282 Cost of Sales 213,059 Inventory, beginning 13,498 Purchases 332,026 Total Goods available 345,524 Inventory, ending 14,038 Cost of Sales 331,486 Cost of Sales
  • 29. Slide No. 29 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria • puts franchisees and Company- owned stores at the foundation of all thinking and decisions; • provides a strong infrastructure to support stores; • builds excellent store operations to create loyal customers. • putting people first; • demanding integrity; • delivering with smart hustle and positive energy; and • winning by improving results every day. Strategies • Television advertisement • Sponsorship • Social Media Presence • Price Discrimination • Price Discounting • Targeting core groups of consumers • Charity Joint Ventures • Coupons • Magnets • Community Events
  • 30. Slide No. 30 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Analysis: Future of Business • High demand, high maintenance • Limited capacity for expansion • Agility issues • High demand is supported by online/offline sales • Well established relationships with clients and suppliers gives assurance • Great marketing schemes • High Profitability
  • 31. Slide No. 31 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Best to Invest Taking everything in to considerations, our group is recommending to invest in :
  • 32. Slide No. 32 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria Group 1 Members Ms. Anawin Valenzuela Currently in UAE Ms. Shella May Domocmat Currently in the Philippines Mr. Oliver Sta. Maria Currently in KSA
  • 33. Slide No. 33 MBA104-Financial Management Anawin Valenzuela * Shella May Domocmat * Oliver Sta. Maria End of Presentation