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Copy of Mang Inasal

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kaloko moloko

on 13 August 2013

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Transcript of Copy of Mang Inasal

Strategic Business Meeting
About the Company
Mang Inasal (Ilonggo term for Mr. Barbecue), the Philippines fastest growing barbeque fast food chain, serving chicken inasal, pork barbeque and other Filipino favorites, was first established on December 12, 2003 in Iloilo City by businessman Edgar Sia II.
Apart from the usual food presentations of multinational food company copycats, Mang Inasal endeavors to adhere to elements that bear a distinctively Pinoy stamp-grilling with charcoal, rice wrapped in banana leaves, a marinade concocted out of local spices and herbs, bamboo sticks for skewers, and the ambience that encourage skinamot (Ilonggo term in eating with the hands) whenever chicken inasal is served.
Currently, there are 445 branches nationwide and with over 10,000 employees system wide.
Group Members
Caducoy, Remus M.
Perez, Ryan T.
Yu, Jayson M.
Nakila, Elvielyn G.
Edgar "Injap" Sia II is the man behind Mang Inasal, one of the fastest growing food companies in the Philippines, which has become a modern icon of the Ilonggo culinary culture.

Sia recently received the Urban Leadership Award from the Canadian Urban Institute(CUI). This is the second holding of the Urban Leadership Awards. This honors those who have made outstanding contributions to the enhancement of the public realm and the quality of life in the Metro Iloilo-Guimaras area.
Edgar Sia:
The Man Behind
Mang Inasal
Our Services
Vision - Mission Statement
Vision
To be the preferred quick service restaurant of every pinoy everywhere!
Mission
To consistently provide our customers a great pinoy dining experience.
Revised Vision - Mission Statement
Vision
To be the first choice and leading fast food chain of every Pinoy nationwide.
Mission
To provide great tasting products and quality services to our customers with a great pinoy ambience fast food chain nationwide. Develop, motivate and retain employees in providing benefit programs, employment security and good working environment by applying new technologies for better and easy way of serving. Do our best to provide good quality products and services to our franchisees with fairness and integrity. And provide livelihood programs to the community by treating them as our business partners.
Mission Statement Evaluation
Financial Ratios
Mission Statement Evaluation
Internal Assessment
Mang Inasal Philippines Inc. is preparing for its planned Initial Public Offering (IPO) in the first quarter of 2011 as it remains confident of good business potential and further expansion.
300th Store opens on October
Mang Inasal Philippines Inc. is set to open its 300th store by October 2010.“Most of our expansion now will be in the provinces since we are all over most of the Metro Manila areas already. The expansion of succeeding stores will be in the north and south of Luzon and in some parts of Mindanao like Tawi-tawi and as far as Aparri.
Metro Manila residents can start dialing the centralized number 733-1111 and give their Mang Inasal orders for delivery anywhere in the metropolis. There are 32 strategically located stores that serve as delivery hubs for motorcycle riding delivery men.
Top Taxpayer Award
EDGAR J. SIA II, Chairman/CEO of Mang Inasal Philippines, Inc. was awarded the 2008 top individual taxpayer by the Bureau of Internal Revenue (BIR), Revenue District Office no. 74 of Iloilo City. BIR acknowledge the Chairman for his significant contribution and valuable cooperation in the implementation of various programs of the agency, faithful observance of tax rules and regulations and conscientious payment of taxes to the government. Edgar J. Sia II was also recently awarded as one of the top business taxpayers of the City of Iloilo.
Endorsements
Weight: 0.12
Rating: 4.0
Large Target Market
Weight: 0.15
Rating: 4.0
Market Leader in
Barbeque Fast Food Chain
Weight: 0.13
Rating: 4.0
Weight: 0.10
Rating: 3.0
Strong Commissary System
Weight: 0.15
Rating: 3.0
Filipino Culture
Weight: 0.05
Rating: 1.0
Unhealthy Food
Weight: 0.08
Rating: 2.0
Brands under the Mang Inasal
Weight: 0.10
Rating: 2.0
Commissary Struggle
Weight: 0.07
Rating: 2.0
Lack of Research for other countries
Weight: 0.05
Rating: 1.0
Internal Factor Evaluation
External Assessment
Local Culture and Tradition
Weight: 0.12
Rating: 4.0
Cultural Diversity
Weight: 0.08
Rating: 2.0
Philippines- Agricultural Nation
Weight: 0.10
Rating: 2.0
New Brand Acquisition
Weight: 0.11
Rating: 4.0
Urban Development
Weight: 0.10
Rating: 3.5
Foreign-owned & Local SME's
Weight: 0.10
Rating: 3.0
Global Financial Crisis
Weight: 0.09
Rating: 3.0
Increase in Oil Prices
Weight: 0.10
Rating: 2.0
Sanitary Issues Standards/
Health and Safety
Weight: 0.11
Rating: 3.0
Political Instability
Weight: 0.09
Rating: 3.0
External Factor Evaluation (EFE Matrix)
Strategy Formulation
SWOT Matrix
Space Matrix
The directional vector is located at the aggressive quadrant of the SPACE Matrix. It means that the organization is in an excellent position to use its internal strength. The company could avoid the external strength while taking advantage of external opportunities. Mang Inasal can rely fully on its internal strengths.
Grand Strategy Matrix
QSPM
Objective and Recommended Strategies
a.Strategic and Financial Objectives
b.Recommended Strategies
i.Management
ii.Marketing
iii.Production
iv.Finance
Generic Competitive Strategy
Mang Inasal should continue with the use of the following:
Product development strategy =

As seen in the analysis of Mang Inasal operations the past years, this strategy has been proven beneficial to the company. With good research and development, Mang Inasal is capable of continuing to produce products that fit well to the taste of their market. They could also continue innovating their current product line so as to continuously remain ahead of its competitors. And to compliment this strategy
.
Cost Leadership -
Best Value strategy. In this strategy, Mang Inasal should create a new product line to cater to a unique segment of their market. For example, creating a healthier product line for those who are weight and health conscious would be ideal.
Based on the analysis made on Mang Inasal current performance, two of its segments; food and franchising both fall into the first quadrant. It is then advisable if
Mang Inasal will continue expanding its network by setting more stores in new strategic areas, either through franchise and company initiated
. Mang Inasal should also
strengthen its advertising promotions so as to continue to reinforce dominance in the industry.
And this would be necessary, as Mang Inasal will introduce new additions to their productline. Further analysis, using the QSPM Matrixes reveal that based on the key success factors of Mang Inasal vis-à -vis its current strategies,
Mang Inasal should best go for Market Penetration strategy.
This is one aggressive strategy, best to compliment Mang Inasal grown and build position in the IE matrix. It is advised that Mang Inasal adds more related products to their product line. This is because there appears to be no need to totally change the current product line of Mang Inasal, as it has been widely accepted and loved by the Filipino market. Addition to the said product line would be necessary to cater to more markets.
Complementary Strategies
Marketing/ Sales Strategy
Rather than overhauling the entire marketing and sales strategy of Mang Inasal, it
should keep to its market for now, given the global financial crisis.
As what the SPACE matrix indicated, the company or the brand
should not take unnecessary risks in trying to get ahead in the industry.
They are already on top of the industry here in the Philippines and the only thing they need to do is to stay ahead. As for its nationwide brands competing in the nationwide market, the Mang Inasal brand
should stick to the Filipino market and let its other brands focus on the other markets.
It’s a kind of strategy where each brand would target specific markets.
Operational, Production or Technical Strategies
It was also raised during analysis that Mang Inasal production and supply system is working well in the country. It can also be said that the success of Mang Inasal could also be attributed to this. It is then necessary that Mang Inasal makes sure that the same system could be brought to other places were Magn Inasal would like to venture in. This is to ensure that same quality will also be delivered all the time and in order to maintain the standard and quality that Mang Inasal has been known for.
Finance, HR and Others
There is nothing much to do in the financial side of Mang Inasal Philippines Inc. because they are financially well-off despite the crisis. They were able to weather it and eventually stayed on top by keeping the same or even better financial performance. Although, Mang Inasal Philippines Inc. should avoid any unnecessary investments, like buying another brand if it is not at all strategic or financially beneficial to the company in the long-term. In developing the human resources of Mang Inasal Philippines Inc., the company should always remember that they are breaking barriers and competing in the market. In line with diversifying its products and services, the employees should adapt to this. By offering foreign language programs for Filipino employees who wish to work abroad should be considered if Mang Inasal really wants to compete in the global markets, especially in Asia.
Action Plans and Department Programs

Strategy Evaluation / Monitoring and Control
Strategies recommend in all the aspects of the business should be closely monitored in order to achieve success. Every division / departments in the company would submit a monthly report regarding the status of their activities. The management also would conduct monthly evaluation meetings to fully monitor if there is a problem or activities that are left behind and not done on the designated schedule. The distribution department would be monitoring on the number of branches that they have established and should submit a report to the management about the newly established branches’ efficiency.
The goals and measurements of those goals that were determined for Mang Inasal in the balanced scorecard were derived from the previously stated vision, mission, values and SWOT analysis. The fast food industry has many growth opportunities, particularly with the advent of the health conscious individual who is looking for convenient alternatives to fast food. The following categories are breakdowns of each goal and how it relates to the overall strategy of Mang Inasal.
Income Statement
Balance Sheet
External Assessment
Thank You!
Full transcript