A strategic marketing plan for Fina's Barbeque as part of our final requirement in Strategic Marketing subject at De La Salle University - Dasmariñas.

1. 1
I. Executive Summary
Fina’s Barbeque is a small enterprise owned and managed by Mr. and Mrs. Seda. It
started on November 28, 2006. Fina’s Barbeque has a selling area of 10 Square Meters. It
is located along the main road of Juana-Rosario Complex which is inside the vicinity of
Barangay San Francisco of the town Biñan, Laguna.
Fina’s is a fast growing barbeque business in the geographical area of Juana and Rosario
Complex. Though it was in the market for not more than three years now, its yearly sales
revenue and profit continues to grow making the business’ name immediately known in
the area where it is located.
Since pork barbeque is the best-seller of all barbeque products, this marketing plan will
focus mainly on Fina’s pork barbeque.
This marketing plan will thoroughly study by observation and interview the historical
supply and demand of the barbeque market in Juana and Rosario Complex. This paper
will also study the different environments present around the market of barbeque
businesses. The competitor and customer will be analyzed by a thorough observation of
the present situation in the market and from there, strategic planning will be done to help
Fina’s achieve its marketing mission and objectives.
A plan on distribution, product positioning, pricing, promotion and marketing research
will be carefully and wisely implemented to accomplish the goals and objectives of
Fina’s Barbeque. The Fina’s Barbeque is a small business prepared to enter into a plane
of successes through a wise and customer-oriented marketing that will be thoroughly
explained in this paper.
Its positioning strategy for distribution will help Fina’s achieve its three-year goal for its
targeted sales revenue. Aside from distribution, the product positioning strategy of Fina’s

2. 2
Barbeque will also allow Fina’s achieve its mission to achieve their desired market share.
The pricing and promotion will also help Fina’s get its target market share, revenue and
profitability. The marketing research program will also help Fina’s attain the knowledge
it needs to come up with the right positioning strategy and a contingency plan.
Lastly, Fina’s positioning strategy will always be sensitive to the market in Juana and
Rosario Complex. The marketing plan will be based on the needs and trends in the
market so that the customers will be fully served and satisfied. If the strategic planning
won’t accomplish the objectives of the business, Fina’s will immediately implement its
contingency plan to be able to achieve its mission and objectives.
II. Situational Analysis
The market present in the barbeque industry around the area of Juana and Rosario
Complex is shown in the Situation Analysis of Fina’s Barbeque. The competitors,
company and customer analysis will help the management come up with the best
strategic planning needed for the business.
2.1 Competitor Analysis
Generally, Fina’s Barbeque competes in the arena of cooked food sellers.
Competitors in the same generic product-market are Atoy’s Porkchop, Donna
Mae’s Lechon Manok, Nemia’s Barbeque, J.E.E. Lapid’s Chicharon, Kyle’s
Binalot, Iloilo’s Lapaz Batchoy, MYK food house, Don Robert’s Restaurant,
Menk’s Inasal Bacolod, Mumsie’s Dine-in, Ministop, Rastapipap Bar and Grill,
17th St. Bar and Grill, Sinangag Republic, Country Chicken and other resident
barbeque sellers. These restaurants and food sellers are found around the area of
Juana-Rosario Complex, where Fina’s Barbeque is located.

3. 3
A specific product type in which Fina’s would compete is grilled foods.
Competitors under this product type would be Donna Mae’s Lechon Manok,
Nemia’s Barbeque, Don Robert’s, Menk’s Inasal Bacolod, Rastapipap Bar and
Grill, and other resident barbeque sellers. All these enterprises sell grilled foods.
Affordable and exotic outdoor foods such as chicken, fish, pork meat and other
chicken and pork parts are sold by Fina’s Barbeque. Under this product category,
competitors are Nemia’s Barbeque and three other resident barbeque sellers.
Nevertheless, along the main road of Rosario and Juana Complex, Nemia’s
Barbeque is the key competitor of Fina’s Barbeque.
Nemia’s Barbeque offers the same product variant, with same prices. It started on
the year 2001 that’s why Nemia’s Barbeque has been in the market for more than
seven years. Nemia’s Barbeque has achieved wide brand awareness and
positioning among consumers of Juana-Rosario Complex because of its long
years of stay and experience in the market.
Table 1
Competitor’s Market Share (2007 to 2009)
Nemia’s Fina’s Other
Year Barbeque Barbeque Barbeque TOTAL
Sellers
2007 73,000 27,375 54,750 155,125
2008 109,500 63,875 54,750 228,125
2009 182,500 100,375 54,750 337,625
Market 365,000 191,625 164,250 720,875
Share
Unit Price P 15 P 15 P 12
Sales P 5,475,000 P 2,874,375 P 1,971,000 P 11,955,375

4. 4
Competitors’ performance will also be seen by their total sales from the year 2007
to 2009. We can see Nemia’s market share as the largest in the market for the
years 2007 to 2009. Table below shows favorably high sales of Nemia’s Barbeque
compared with other competing barbeque business. Nemia’s Barbeque, Fina’s
Barbeque and other barbeque sellers have the following sales for 2007 to 2009.
Information from the researcher’s interview with the competitors shows that for
the past three years Fina’s had 28 percent of the total market sales. On the other
hand, other barbeque sellers show that they had 19 percent of the total sales of the
market while Nemia’s sales are 53 percent of the total barbeque market share in
the area of Juana-Rosario Complex for the three consecutive years 2007 to 2009.
2,874,375,
28%
1,971,000,
19%
Nemia's BBQ
Fina's BBQ
Other BBQ Sellers
5,475,000,
53%
Figure 1
Competitor’s Market Share (2007 to 2009)
Though Nemia’s Barbeque has taken over a larger number of market share,
Nemia’s have a big cost for allowances and returns because they usually over
stock their barbeques, not considering the growing market of barbeque sellers in
Juana-Rosario Complex. Up until now, Nemia’s Barbeque is still the market
leader in the barbeque market of Juana-Rosario Complex.

5. 5
2.2 Company Analysis
Fina’s Barbeque is owned and managed by the Seda couple; Ms. Josefina and Mr.
Ronel Seda. Located along the main road of Juana and Rosario Complex with a
selling area of 10 square meters, Fina’s Barbeque belongs to the industry of small
barbeque businesses. Fina’s Barbeque started last November 28, 2006; therefore,
it has been in the food market for almost 3 years now. An image of Fina’s
Barbeque stall from a front view is shown in the figure below.
Figure 2
Image of Fina’s Barbeque Stall
Fina’s barbeque is known for its flavorful, juicy and affordable barbeques. Aside
from the taste of their barbeques, sanitation is always observed in the selling area,
which is 10 square meters. Also, the employees maintain good rapport with their
customers. Fina’s has achieved 100 percent customer brand awareness 7 months
after the business started because many customers showed favorable response and

6. 6
likelihood to its barbeque taste and price allowing Fina’s to increase its supply to
100 percent at the mid of year 2007. Fina’s market share for the last three years is
28 percent of the total market sales as shown in Figure 1 of the competitor’s
analysis. Also, Fina’s Barbeque offers variety of barbeque products under the
product market of affordable outdoor grilled products with other outdoor food and
drink as shown in the table below.
Table 2
Products of Fina’s Barbeque
Products Price
Chicken Gizzard P 5.00
Pork Skin P 5.00
Pork Intestine P 5.00
Pork Liver P 5.00
Gulaman Drink P 5.00
Pork Ear P 6.00
Chicken Skin P 10.00
Pork Barbeque P 15.00
Hotdog P 18.00
Quarter Chicken Barbeque P 35.00
Grilled Pork Liempo P 35.00
Grilled Tilapia P 50.00
Grilled Pusit P 55.00
The best-seller in Fina’s Barbeque products is pork barbeque which is currently
priced at P 15.00 per stick. Aside from barbeques, Mr. and Ms. Seda use purified
drinking water for their gulaman and barbeque sauces.

7. 7
2.3 Customer Analysis
Since Fina’s Barbeque is located between the subdivisions of Juana 1, Juana 3,
and Rosario Complex, the current customers of Fina’s Barbeque are residents of
Juana 1, Juana 3 and Rosario Complex. Fina’s Barbeque serves the consumers
who love eating grilled foods. Consumers who love tasty barbeques prefers to buy
from Fina’s Barbeque because of Ms. Seda’s good relationship with their
customers. These consumers are residents, students and professionals who
commute and travel every day. Since Fina’s is located in the main road of
Rosario-Juana Complex, it is accessible for those who travel via the Southwoods
exit and Pacita Complex Road.
Customers patronize Fina’s Barbeque for their exquisitely delicious pork
barbeque. Customers also re-purchase Fina’s barbeque because of their tasty
barbeque sauces. Fina’s Barbeque’s brand awareness improved a year after the
business started because Fina’s Barbeque consistently offer tasty barbeques and
barbeque sauce in an affordable price.
III. Target Market Description
Fina’s Barbeque targets consumers in the area of Juana and Rosario Complex. Target
consumers may be student, professionals and other residents in the area. The target
market will be described further in the target market segmentation.
3.1 Segmentation
The target market will be segmented geographically, demographically, psycho
graphically and behaviorally. This segmentation will help Fina’s Barbeque clearly
identify its target segment and the opportunities it can grab from the unserved
need of the market found in the market segmentation.

8. 8
3.1.1 Geographic Segmentation
Consumers residing in Juana 1 and Juana 3 Subdivisions of San
Francisco, Biñan and Rosario Subdivision in San Pedro, Laguna are
the main target market of Fina’s Barbeque. Fina’s BBQ is located in
front of a bus and jeep stop along Juana and Rosario Main Road, that’s
why commuters who reside in this area are also potential consumers.
3.1.2 Demographic Segmentation
Male and female minimum wage earners, professionals, high school
students and college students from upper to lower class B families are
the immediate market of Fina’s Barbeque. Since the owner and
employees of this small business are all Filipino natives, literacy is not
a matter. Every verbally literate resident are able to buy from Fina’s
BBQ. Ages of this market are 13-40 years old.
3.1.3 Psychographic Segmentation
Barbeque from Fina’s BBQ is a fast food business able to cater
commuters taking the route of South Luzon Expressway via
Southwoods Exit. These commuters are residents of Juana 1, Juana 3
and Rosario who may be students or workers that are busy. This
market segment has hectic schedules almost every day and with their
take home works and study loads, fast and readily accessible and
available food will help them lighten responsibilities at home. Also,
target market of Fina’s BBQ are people who have taste for grilled meat
of fish, chicken and pork which is commonly below the age of 41
because people above this age are mostly conscious about the danger

9. 9
barbeques can cause to human health. Carcinogens promote the
development of cancer (N. Madison, 2009) while cholesterol, heart
attacks (Frank Mangano, 2005).
3.1.4 Behavioral Segmentation
Residents who look for convenient food which can be bought in an
accessible and available area are one of the behaviors of the target
market Fina’s Barbeque targets. Since Fina’s BBQ is located in front
of the bus and jeep stop, which is just outside the entrance of Juana 3,
Juana 1 and Rosario, it is accessible and convenient. Therefore,
decision to buy would be easy for the target market.
3.2 Market Needs
Since pork barbeque is Fina’s best-selling product, it will be the subject for
strategic planning. The market needs will identify the historical supply and
demand of Fina’s Barbeque and the market. Fina’s projected supply and projected
demand computed through a forecasting model will help the management come
up with its target market share. The details of the market needs will be discussed
in the historical supply and demand.
3.2.1 Historical Supply
Fina’s supply for the last three years was based on their daily supply of
pork barbeque sticks multiplied by the 365 days and the unit price of
pork barbeques. Fina’s Barbeque started with 50 pork barbeque sticks
for the first six months of the year 2007 and 100 sticks for the second
half of the year. The management gave the figures shown in the table
below as Fina’s historical supply for the past three years. The

10. 10
historical supply shows the number of pork barbeque that can be sold
by Fina’s Barbeque yearly and the total sales Fina’s Barbeque is able
to reach every year from the year 2007 to 2009.
Table 3
Historical Supply for Pork Barbeque
Year Annual Qty. Unit Price Total Sales
2007 27,375 P15 P 410,625
2008 63,875 P15 P 958,125
2009 100,375 P15 P 1,505,625
The projected supply for the year 2009, 2010 and 2011 was forecasted
using the time series forecasting model. The projected supply of Fina’s
Barbeque after the computation of its time series regression, is shown
in the table below. The projected supply is then multiplied with the
unit price of pork barbeques to come up with the total yearly sales.
Table 4
Projected Supply
Projected
Year Unit Price Total Sales
Supply
2010 136,875 P15 P 2,053,125
2011 173,375 P15 P 2,600,625
2012 209,875 P15 P 3,148,125

11. 11
3.2.2 Historical Demand
The historical demand of the barbeque market is based on the overall
sales capacity of the market or the total number of barbeques that can
be sold in the market yearly.
A thorough observation and personal interview with the competitors
was done by the researchers for the management to identify the
market’s total demand. Historical market demand shows a 47.06
percent increase upon entry of the year 2008. This market demand
movement indicates the fast growing market of barbeque sellers in
Juana-Rosario Complex. Historical data is shown in the table below.
Table 5
Historical Demand for Pork Barbeque
Year Total Demand Ave. Unit Price Total Sales
2007 155,125 P14 P 2,171,750
2008 228,125 P14 P 3,193,750
2009 337,125 P14 P 4,719,750
In computing for the projected demand for the years 2009, 2010 and
2011, the time series regression technique was used. After computing
for the regression time series of the historical demand for the year 2010,
there is a projected 422,125 pork barbeques that can be demanded by
the market, for the year 2011 a 513,125 barbeques and for the year
2012, 604,125 pork barbeques.

12. 12
The table below shows the possible market demand for pork barbeques
based on the computed time series regression analysis for the years
2010, 2011 and 2012. The market demand is the total demand from the
areas Juana 1, Juana 3 and Rosario Complex or the number of pork
barbeques the market is willing to buy every year. Projected demand
shows total market sales of P 5,909,750 for 2010, P 7,183,750 for
2011 and P 8,457,750 for 2012.
Table 6
Projected Demand
Qty. of Pork
Year Ave. Unit Price Total Sales
BBQs
2010 422,125 P14 P 5,909,750
2011 513,125 P14 P 7,183,750
2012 604,125 P14 P 8,457,750
3.3 Market Trends
The market trend in the industry of barbeque sellers are flavorful and juicy
barbeques with a right blend of barbeque sauces. These factors are the trends in
the market. Aside from it, since barbeque seller’s target market is the class B
population, the market wants barbeques that are affordable.
Barbeques are fast foods. Aside from being flavorful and juicy, the market also
wants convenience and accessibility when buying a food. Therefore, convenience,
accessibility, flavor and well-blended sweet and spicy sauces are the necessary
factors for the market considers in buying barbeques.

13. 13
3.4 SWOT Analysis
The analysis of Fina’s Barbeque business’ strengths, weaknesses, opportunities
and threats will help the management come up with a right strategic marketing
plan. Also, this analysis will allow Fina’s to clearly see the current opportunities it
can target and focus its strategy into.
On the other hand, the weaknesses that will be discussed will be further improved
on the main strategic positioning plan of Fina’s Barbeque. This part of the paper
is based on its current strength and weaknesses seen in its environment. The
opportunities and threats are based on the analysis of the competitors or the
market’s performance.
3.4.1 Strengths
The market sees Fina’s Barbeque as a business with competitive
pricing, taste and servicing. Aside from price and taste, the owner
together with their employees, has built good rapport with their daily
customers. From November 2006, Fina’s Barbeque was able to gain
loyal customers that have their brand preferences directed towards
Fina’s Barbeque products. Summary of its strengths is shown below.
 Affordable Prices
 Tasty Barbeque Products
 Best Sweet and Spicy Barbeque Sauces
 Friendly employees
 Owner directly manages the store
 Loyal customers
 Accessible

14. 14
3.4.2 Weaknesses
The weaknesses Fina’s Barbeque currently have are its mediocre
market performance, limited market offer, lower brand preference in
the area compared to other competitors and an unrecognizable delivery
number. Summary of it weaknesses is shown below.
 Target market limited only to class B customers
 Accommodates only takeout orders
 Brand preference is low in neighboring Towns and Barangays
 Unrecognizable hotline number
3.4.3 Opportunities
The opportunities Fina’s Barbeque sees in the market is summarized in
the data below. These opportunities will help Fina’s come up with its
strategic marketing plan for the next three years.
 Catering dine-in customers by extending store area
 Product innovation- Rice meal
 Big market for future possible consumers
 Increased brand preference by product innovation
3.4.4 Threats
Fina’s Barbeque sees its competitors, most especially their key
competitor as a major threat in the market. Their competitors offer
products and services that cannot be offered by Fina’s Barbeque the
same way other competitors does to their customers.

15. 15
The summary of threats Fina’s Barbeque sees in the environment is
shown below.
 Other competitors in the barbeque industry
 High class restaurants for sophisticated customers that may
also cater whole selling for special events
 Fast food restaurants with recognized hotline numbers for
instant delivery
IV. Marketing Strategy
The marketing strategy of Fina’s barbeque is focused on increasing customer’s brand
awareness, preference, and loyalty towards Fina’s barbeques. The marketing mission
and objective of Fina’s Barbeque shows its goals that would allow the management to
come up with its strategic planning.
The marketing strategy of Fina’s Barbeque is also focused on satisfying current
customers and prospect market by giving the best barbeque product in the market.
The target market share, based on the projected supply and demand is also shown in
the marketing strategy. The target market is the portion of the market on which Fina’s
Barbeque will focus its strategic positioning plan on to.
4.1 Marketing Mission
Fina’s Barbeque is committed to providing affordable, tasty and quality-wise
barbeque products to its customers in Juana and Rosario Complex. Fina’s
Barbeque is also committed in accommodating all customers with a friendly and
warm service. Fina’s Barbeque will also continue to maintain cleanliness in its
selling area and dining area for its customers’ health and safety.

16. 16
4.2 Market Objectives
The management’s objective is for Fina’s Barbeque to be the most friendly and
accommodating barbeque seller that provides the tastiest barbeque and barbeque
sauce in the neighboring Barangays of Juana and Rosario Complex. Through the
marketing strategy, management desires to generate repeat purchase and as much
as possible, attract new customers. Also, management desires to increase the
target segment’s level of brand preference to Fina’s Barbeque products by 135
percent by the year 2012 through implementing effective advertising and
promotion. Fina’s Barbeque also desires to increase its market share to 60 percent
and achieve sales revenue of P 4,257,900 by the year 2012. Generation of 74.25
percent gross margin is also expected to be implemented on Fina’s Barbeque
selling price on 2012 to achieve a profitability margin of 33.70 percent at end of
the business year 2012.
4.3 Target Market
The table below shows the total number of market share Fina’s Barbeque will
focus its strategic marketing plan into for the years 2010 to 2012. 60 percent will
be targeted by Fina’s by the year 2012 for it to be the market leader by that time.
Table 7
Target Market
Year Supply Demand Gap Target Market
Market Share
2010 136,875 422,125 285,250 40% 114,100
2011 173,375 513,125 339,750 45% 152,888
2012 209,875 604,125 394,250 60% 236,550

17. 17
The target market of Fina’s Barbeque is the consumers who are able and willing
to buy pork barbeques and living in the area of Juana-Rosario Complex for the
years 2010 to 2012. The excess or gap of the projected supply and projected
demand for the year 2010 to 2012 is then multiplied with the target market share
of Fina’s Barbeque which is 40 percent for 2010, 45 percent for 2011 and 60
percent for 2012.
V. Marketing Program Positioning Strategy
The marketing positioning strategy will help Fina’s Barbeque achieve its marketing
mission and objectives for the next three business years. The product positioning,
value chain or distribution, pricing, and promotion will be carefully and wisely
planned and implemented for Fina’s to achieve its mission and goals for its market
share, sales revenue and profitability in the next three-year period.
5.1 Product/ Brand Strategy
Today, the size of Fina’s Barbeque stall is just enough for their employees to
accommodate takeout orders. Fina’s selling area is around 10 square meters.
Management’s positioning objective is to create a bigger area to accommodate
takeout orders and dine-ins at the same time. Top view of the store is shown.
Selling Area
Dining Area
Waiting Area
Figure 3
Top view of Fina’s Barbeque Store

18. 18
To fulfill this, management will provide tables, much like those found in
convenience stores. The high table can accommodate an additional of eight
customers aside from the round table Fina’s Barbeque already have as a waiting
area for takeout customers. This expansion will allow Fina’s Barbeque to cater a
larger number of customers, at the same time allowing it to increase in its market
share. The additional chairs and tables will help Fina’s to serve their target market
share. The store expansion will also be helpful for the product positioning of
Fina’s pork barbeque as a viand for rice meals.
In this expansion, one additional personnel is needed to maintain the new dining
area along with 2 other personnel inside the selling area. Additional plastic chairs
would be worth 800 pesos each and tables for 500 pesos each. Details of the
budget for store expansion are shown below.
Table 8
Store Expansion Budget
Description Qty. Cost Total Cost
Chair 8 P 300 P 2,400
Table 2 500 1,000
Construction 1 6,000 6,000
Additional personnel 4 50,400 201,600
Total Cost P 211,000
The management will build Fina’s Barbeque brand equity by gaining customer
loyalty, perception of quality, awareness and increase market purchases. Aside
from this, management will position its barbeque products as a delicious viand for
rice meal. Management will provide rice meals in banana leaves on native plates

19. 19
for dine-in customers and Styrofoam containers for takeouts. Through this, Fina’s
Barbeque will be able to serve both dine-in and takeout customers. As part of
product brand name positioning, brand logo will be printed in Fina’s Barbeque
packaging. A recognizable delivery hotline number will be advertised together
with Fina’s brand logo on plastic bags and Styrofoam containers.
Fina’s Barbeque
0917-333-FINA/ 0919-444-FINA
Juana 1 Main Road, Brgy. San Francisco, Biñan, Laguna
Figure 4
Fina’s New Logo
This logo will be the trademark of the business and will be registered and paid for
as the business’ main logo. This will always include Fina’s hotline number, which
by its digits will help customers remember Fina’s Barbeque brand always. The
hotline number will also be a strategic plan to promote for Fina’s distribution and
deliveries of wholesale orders. Budget for packaging and plates are shown below.
Table 9
Packaging Budget
Description Qty. Unit Amount Total Cost
Styrofoam and Printing 20,000 Pc. P 1.50 P 28,500
Plastic and Printing 51,000 Pc. 1.50 25,500
Native Plates 50 Pc. 20.00 1,000
TOTAL P 55,000

20. 20
Styrofoam units will be 20,000 every year and plastic bags will be 51,000 every
year for Fina’s to accommodate all its target market for the next years.
Most importantly, management will maintain friendly and warm service with
trained employees to build and maintain good customer relationship. Cleanliness
will also be maintained inside the vicinity of the store for both dine-in and takeout
customers.
Through these product positioning programs, Fina’s Barbeque will be able to gain
better brand equity that will also allow Fina’s Barbeque to receive a perception of
quality, awareness and increased market purchase from its target market.
5.2 Distribution Strategy
Fina’s Barbeque will use exclusive and direct distribution to the consumers of
Juana and Rosario Complex. But since the store is located nearer Juana 1 and 3, a
smaller retail kiosk will be placed at the end of Rosario Complex main road and
will be operated by two part-time personnel for 4 weeks or one month during
Christmas and New Year seasons.
For physical distribution, a motorcycle for transportation of wholesale orders will
be provided for delivery. There will be two additional personnel to do the
deliveries who will be waged the same as the other personnel. If without delivery,
the drivers will help and assist in the dining area. Payment for wholesale orders
may be done in partial or during delivery.
The expansion, retail and motor vehicle for delivery are necessary in
accomplishing the target market sales and profit though Fina’s Barbeque have to
allot budget cost for this program. The motor vehicle will assist Fina’s Barbeque

21. 21
in catering wholesale orders to extend its market share. Details of the seasonal
retail kiosk and motor vehicle distribution budget are shown in the table below.
Table 10
Distribution Budget
Description Retail Kiosk Motorcycle Total Cost
(P 12,000) (P 56,000)
Cost (Depreciation) P 600 P 11,200 P 11,800
No. of Personnel 2 part-time 2 regular
Salary 8,400 100,800 109,200
Advertising 2,600 1,000 3,600
Total Cost P 11,600 P 113,000 P 124,600
5.3 Pricing Strategy
Fina’s pricing strategy will be based on a cost-oriented pricing. The variable costs
of a pork barbeque comprise of pork, soy sauce, sugar, other condiments and
stick. The total variable cost of producing each product would be P 10.33
multiplied with the profit margin to come up with the unit selling price.
Computation of unit selling price is shown in the table below.
Table 11
Unit Cost-Based Price
Description 2010 2011 2012
Variable Costs P 10.33 P 10.33 P 10.33
Profit Margin 45.21 % 54.89 % 74.25 %
Selling Price P 15.00 P 16.00 P 18.00

22. 22
The profit margin for the unit selling price will increase to 74.25 percent by the
year 2012 to help the management reach its target revenue of P 6,228,900 by that
year. Nevertheless, the profit margin will still be enough to accommodate all the
necessary business expenses and future variable costs inflation, but not putting
aside the needs and expectations of the market.
5.4 Promotion/ Integrated Marketing Communication Strategy
Four tarpaulins of at least four square meters will be bought by the management
to give brand awareness to a bigger population Juana and Rosario Complex. One
will be placed at the plaza of Rosario, another at the intersection of Juana 1 and 3,
and another along the main road of Juana 6. Tarpaulin design is shown below.
Fina’s Barbeque
0917-333-FINA/ 0919-444-FINA
Pork Barbeque
Chicken Barbeque
Chicken Gizzard
Pork Skin
Pork Ear
Pork Intestine
Hotdog
Pork Liver
Grilled Pork
Grilled Tilapia
Grilled Pusit
WHOLESALE ORDERS and DELIVERIES
Are accepted
Figure 5
Fina’s Tarpaulin

23. 23
Direct advertising of Fina’s Barbeque logo stickers printed with Fina’s delivery
hotline number will be distributed to public vehicles that pass by the road of Juana
and Rosario Complex. Stickers will be at least a quarter of a square meter in size.
Promotion objective is to increase customers brand preference, sales and market
share of Fina’s Barbeque. Promotion mix will also help Fina’s generate repeat
purchase and attract new customers. The promotion strategy will allow Fina’s
new rice meal gain positioning in the market and Fina’s barbeque will now be
associated as a viand to rice meals.
Through this, dine-in customers will increase leading also to an increase in its
market share. Also, wholesale orders will have quantity discount. Deliveries will
also be no-charge delivery so customers’ level of brand preference towards Fina’s
wholesaling will increase and customers will be encouraged to continue in
wholesale ordering for every special event.
To sum up the advertising strategy, promotional or advertising tools that will be
used by Fina’s for the year 2010 are stickers and tarpaulins. These promotional
tools are for awareness and response from prospect consumers. Promotional
budget is shown in detail on the table below.
Table 12
Promotion Budget
Description Qty. Unit Amount Total Cost
Tarpaulins 4 Sq.m. P 25.00 P 400
Stickers 100 Pc. 22.50 2,250
TOTAL P 2,650

24. 24
5.5 Marketing Research
Before the implementation of store expansion, a descriptive research on the
perception of regular consumers regarding the said plan will be researched
through interviews by Fina’s Barbeque’s personnel. A separate experimental
research during the operation of the store expansion dine-in area will also be done
by the personnel for 3 months to measure the consumers’ level of preference to
the pork barbeque rice meal.
These researches will allow Fina’s to determine if the said strategic planning for
the product positioning and distribution is feasible or will be successful in the
market. The research will be done by Fina’s personnel and during normal
operating hours to minimize costs. Sample respondents that will be used are the
regular customers of Fina’s Barbeque.
VI. Forecast and Budget
The budget for the strategic implementation of Fina’s Barbeque marketing plan is
shown in detail on this part of the paper. Also, the forecasted sales and profit will be
explained in the following pages.
The profitability will be analyzed by dividing the forecasted income with the
forecasted sales. This will determine the success of the strategic plan prepared for
Fina’s Barbeque.
The cost and other marketing tools to be implemented will also be analyzed as to
whether it will still yield profit for the business. Information of the projected budget,
forecasted sales, forecasted income statement and projected profitability will be
presented in tables.

25. 25
6.1 Projected Budget
Product positioning includes store expansion and Fina’s Barbeque packaging
while distribution includes, retail and delivery. Promotion and other general
details of the budget are shown in the table below.
Table 13
Projected Budget
Description 2010 2011 2012 Total Amount
Store Expansion P 211,000 P 201,600 P 201,600 P 614,200
Packaging 55,000 55,000 55,000 165,000
Distribution 124,600 121,000 121,000 366,600
Promotion 2,650 0 0 2,650
Total Cost P 393,250 P 377,600 P 377,600 1,148,450
6.2 Sales Forecast
Percentage of target market on the projected supply and demand gap showed
Fina’s Barbeque target market shares as 114,100, 152,888 and 236,550 for the
years 2010, 2011 and 2012.
Table 14
Sales Forecast
2010 2011 2012
Units Produced 114,100 152,888 236,550
Selling Price per unit P15 P 16 P 18
Total Sales P 1,711,500 P 2,446,208 P 4,257,900

26. 26
The sales came from the target market share of the projected supply and demand
gap, multiplied with the strategic selling price of Fina’s Barbeque for the years
2010, 2011 and 2012. A chart of the forecasted sales (see on Figure 6) of Fina’s
Barbeque shows that there will be an increasing amount of sales which Fina’s will
have on the next three years. The sales forecast for 2010 will increase by 44.10
percent upon entry of the year 2011, and sales on year 2011 will increase by 74.80
percent upon the entry of year 2012.
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000 sales
1,500,000
1,000,000
500,000
0
2010 2011 2012
Figure 6
Sales Forecast
6.3 Income Forecast
The income forecast will allow Fina’s Barbeque to see its target profit and costs
based on the strategies indicated on the positioning program of Fina’s barbeque.
Fina’s Barbeque has a projected profit after tax of P 1,434,738.50 by the year
2012. This profit is expected to be achieved after a strategic implementation of the
positioning strategy of Fina’s Barbeque marketing plan.

27. 27
Forecasted Sales less cost of goods sold or variable cost shows the gross profit
Fina’s Barbeque is able to achieve in the next three years. The gross profit is then
subtracted with the projected expenses from the positioning program made by the
management to come up with the projected net profit after tax. The Income
statement forecast is shown in the table below.
Table 15
Forecasted Income Statement
2010 2011 2012
Sales P 1,711,500 P 2,446,208 P 4,257,900
Less: COGS 1,178,653.00 1,579,333.04 2,443,561.50
Gross Profit 532,847.00 866,874.96 1,814,338.50
(Gross Margin) 31.13% 35.44% 42.61%
Business Expenses:
Store Expansion 9,400 0 0
Packaging 55,000 55,000 55,000
Distribution Expense 15,400 11,800 11,800
Promotion Expense 2,650 0 0
Salaries:
6 regular 302,400 302,400 302,400
2 part time 8,400 8,400 8,400
Total Expenses 393,250 377,600 377,600
Net Profit 139,597 489,275 1,436,739
Less: Business and 2,000 2,000 2,000
License fees
Net Profit after Tax P 137,597.00 P 487,247.96 P 1,434,738.50

28. 28
Improvement on Fina’s sales and net profit will be observed as the year progress.
As Fina’s Barbeque reach its third year of operation after implementation of its
strategic positioning plan, we will find an increase in sales, margin and profit. A
chart showing the forecasted sales, gross profit and net profit that Fina’s Barbeque
will achieve by the year 2010, 2011 and 2012 is shown in the figure below.
4,500,000
4,000,000
3,500,000
3,000,000
Sales
2,500,000
Gross Profit
2,000,000
1,500,000 Net Profit
1,000,000
500,000
0
2010 2011 2012
Figure 7
Forecasted Income Statement
6.4 Profitability Analysis
The profit margin was computed by determining the profits’ fraction towards the
yearly sales. Details of Fina’s profitability for the year 2010, 2011 and 2012 are
shown in the table given below.
Table 16
Profitability Margin
2010 2011 2012
Net Profit P 137,597.00 P 487,274.96 P 1,434,738.50
÷ ÷ ÷
Sales 1,711,500 2,446,208 4,257,900
Profitability 8.04% 19.92% 33.70%

29. 29
Analysis of Fina’s Barbeque profitability for the years 2010, 2011 and 2012
shows an increase to 8.04 percent by the year 2010, 19.92 percent by the year
2011 and 33.70 percent by the year 2012. The profitability analysis shows that
Fina’s Barbeque strategy over its projected yearly sales is increasingly profitable
for the business.
VII. Contingency Plan
7.1 Firstly, if variable cost increases drastically, Fina’s Barbeque will put a delivery
charge on wholesale deliveries to accommodate the cost incurred by the business.
7.2 But if variable cost decreases, an allowance for sales discounts will be allotted for
wholesale orders and rice meals. This is to continually support and position Fina’s
wholesaling and newly offered rice meals.
7.3 Secondly, if market share and profit will decrease by the first half of the strategic
three-year operation, Fina’s will stop the operation of dine-in area and focus on
take-out orders only to decrease total cost from employee’s salary. Also,
deliveries will still be catered by the current employees of Fina’s barbeque but
additional personnel will not be anymore considered.
7.4 Lastly, if the strategic plan for product positioning or the rice meal and dining
area operation is successful in returning profits to the business, further expansion
or renovations will be done to cater a greater number of dine-in customers.

30. 30
Appendix
The computation of Projected Supply using Time Series Regression Model is shown in
the table below.
Qty. of Projected
Year a b y
Pork BBQs Supply (a+by)
2010 27,375 -9125 36500 4 136875
2011 63,875 -9125 36500 5 173375
2012 100,375 -9125 36500 6 209875
The computation of Projected Demand using Time Series Regression Model is shown in
the table below.
Projected
Historical
Demand
Year Demand a b y
(a+by)
2010 155,125 21,625 127,500 4 531,625
2011 264,625 21,625 127,500 5 659,125
2012 410,125 21,625 127,500 6 786,625