Feasibility Study

1
PART 1: EXECUTIVE SUMMARY

PROJECT TITLE
Project Location
Project Proponent
Barbershops ship in Zamboanga City.

:
West Coast of Zamboanga City
:
AHMAD A. ALAWADDIN
Project Ownership
Project
:
:
Description
A project feasibility study on establishing a
Suterville, Zamboanga City Philippines

Sole Proprietorship
The proposed project study deals The
proposed
project
Establishing
Pepsi
Cola
Distributorship will engage in the business

selling and distributing Pepsi products to retailers
and consumers in West Coast Communities and
Project Funding
Project Benefits
nearby areas.
:
100% Personal Funds
The project provides soft drinks in cases to
the store/ restaurant owners. It will provide
employment
Opportunities
and
income
for
individuals who will be employed generating

income tax.
Likewise, assures abundant and
steady supply in the market.

To be able to establish, operate and raise a
Project Objectives
: profitable
Barbershops ship
market.
Return On
Investment
Payback Period
Net Present Value
81.36%
:
:
1.5 Years
1,061,649.96
to the target
PART 2: INTRODUCTION
2.1 Background of the Study
In the modern culture, barbershop particularly among younger generation
has become very popular. Salons in various styles are widely patronized by
people at various occasion like dinner parties, marriages, social get together ,
birthday celebrations etc. all children of all ages and groups especially attracted
by the mere mention of the word barbershop. With the growing popularity
barbershop, the technology of its production, preservation, transportation and or

marketing in recent years has witness phenomenal changes.
People from different lifestyles have always considered salons as highly
saleable items.
The salon industry is a fiercely competitive one, with the number of
choices available to consumers increasing every year. innovated by the
proponent. Haircut is a contractual business undertaking between the owner
and the barbers which is assigned on area convenient for all. The arrangement
is on a commission basis yet sophisticated enough with lots of incentives and
benefits for the owner, the barber and the customers. It is a unique business
arrangement with much potential for those who are willing to take part. Being a
barbers it offers many business opportunities :
the
The benefit of profit to the owner and the barber

The benefit of earning incremental income thru the incentive program;
The benefit of bicycle to the barb

The benefit of marketing budget allocation to win more outlets
which will surely help the operators distributi0n expansion, such
as concessions for exclusivity
population of Zamboanga City particularly in the west coast is
increasing annually and the demand for haircut also increases and at present
there is a need of a barbershop.
2.2 Statement of the Problem
This is a feasibility study on the proposed project of a Barbershop in a
Bike
What degree of influence in the following five (5) functional aspects of the
Barbershops ship, Zamboanga City.
Specifically, it seeks to address operations relative to the following aspects

of the proposed project study:
Marketing Aspect- Generally the proponent is attracted to invest in a

business project knowing the minimal risk and it is believed that a higher rate of
return on investment. The major consideration is whether there is an ample
demand for the business being proposed. Marketing aspect will also help
determine whether there is a substantial excess demand, so that this activity
could enter into the industry. If at the beginning, it is discovered that there is not
enough demand for the product nor a new demand can be created, then the
project must be abandoned immediately before substantial losses will be
incurred. Conclusion will be drawn from the study. These specifically identify
whether there is adequate demand for the product and that the project shall
enjoy competitive marketing position.
Organization and Management -
This is to determine the appropriate
organization, the people who will be involved both before and during the
operating periods of the enterprise, and then functions. This will answer how the
project should be manage before and during the operating periods, pointing out
the firms or persons involved or to be involved in studying the different aspects of
the project, types of business organization, organizational chart and functions of
each people involved in the project.
Technical Aspect - This aspect will help identify that product could be
produced at the highest possible quality with minimum cost. The composition of
the product specifically relating to physical, mechanical and chemical properties
is described. This also includes the uses of the product. Another relevant
information is the equipment that will be used for the operation of the project.
Location of the process will be considered in this project. It is determined that the
location is desirable in terms of distance to sources of the product and to the
customers. Utility and waste disposal will be taken into account here indicating
specific utilities like electricity , fuel, water, supplies and their respective uses,
quantity required, balances, availability of sources, alternative sources and costs.
Financial Aspect- this aspect determines the profitability level of the

project which is generally defined as the relationship of the net income after
taxes to the total investment. It is largely based on the available opportunity cost
in a particular period of time, and place. The financial study also involves a
thorough coverage of all the monetary information of the enterprise. It covers
detailed information on. The total project cost, initial capital requirements sources
of financing, financial statement and the financial analysis. Included
are the
following:
Project Cost
Return of Investment
Net Present Value
Other important financial ratios
Socio Economic Impact- The project is classified as sole proprietorship

and is private. Being profitable is the main priority of the business. But socio
economic desirability is measured in terms of the number of workers that the

project will employ and the approximate annual amount of taxes to be paid by the
project . it is also measure by the economic benefits that will accrue to the people
living in the community and its vicinities.
2.3 Objectives of the Study
2.3.1 General Objective
Towards the establishment of the proposed project of Barber in a bike in
the Zamboanga City. It will be conductnd concentrated on determining the
viability of the following aspects vital to the successful operation of the proposed
project.
2.3.2 Specific Objectives

a. Marketing Aspect
b. Organization and Management Aspect
c. Technical Aspect
d. Financial Aspect
e. Socio- economic Aspect
2.4 Significance of Study

This study will serve as useful reference and beneficial to:
The proponents. This study will help decide the proponents to undertake
and implement the activity if
found feasible. Wise decision making will be
observed on the part of the proponents.
The clients. This study will enable to serve the community of the west
coast. This will also give them idea of the latest service is offering them.
The Future researchers. This will serve as future reference for all
students undertaking activities relative to the proposed business study.
2.5 Scope and limitations
This feasibility study will confine itself in the determination, analysis
and evaluation of the feasibility and viability of establishing of Barbershops in
the west coast.
Integrated into this project study are the important aspects on market,
organization and management technical, financial, and socio economic impact.
Concerning the financial aspect the five year projection will be drawn to serve as
a guide in the future outlook of the proposed project.
2.6 Methodology
In this feasibility study, the proponent will utilize several methods and
approaches to make a comprehensive and substantial preparation for
consideration. For data gathering various medium will be used like carrying out
and conducting personal survey of the community and barangays of the west
coast. Personal interviews will also be conducted among the various retailers
and the residents for the concerned area. Data gathering instruments like the
questionnaires and interview questions will be prepared by the proponent.
The proponent will also visit the concerned government offices like the
national Statistics Coordinating Board, Department of Trade and Industry, Office
of the City Mayor/Business Permit Office, and the Local Barangay Councils.
PART 3. MARKET ASPECT

3.1 Brief Market Introduction
Marketing is an orderly and insightful process for thinking about and
planning for markets. It is considered the most important aspect of the feasibility
study that needs to be given outmost priority and careful attention. The process
starts with researching the market place to understand its dynamics. The
marketer tries to identify opportunities that is to find individuals or groups of
people and most specially the store owners who will be the direct customers with
unmet needs or a latent interest in a particular product or service.
Marketing is a social and managerial process by which individuals and
groups obtain what they need and want through creating , offering and
exchanging products of value with others. Marketing starts with human needs
and wants. People need food, air, water, clothing and shelter to survive. Beyond
this, people have strong preferences for particular versions and brands of basic
goods and services. Hence, Marketers influence demand by making the product
appropriate, attractive, affordable and easily available to target consumers.
Marketing is the most vital aspect of feasibility study thus it needs the utmost
concern from the proponent. In this study, it will concentrate on the product
description, target market, demand and supply situation and the marketing
strategies which cover promotion, pricing and placement of the product. These
are what the proponent would like to achieve for this project.
The marketing process involves segmenting that market and choosing the
target markets that the business entity can satisfy in a superior way. It must
formulate a broad strategy and determine a specific marketing mix and action
plan to optimize its long-run performance. It defines a set of controls to evaluate
operating results and continue to exist as a learning enterprise constantly
improving its marketing know-how.
As an aspiring entrepreneur , the proponent had an idea of coming up with
the business as he has seen the potential of the business in the market. The
proponent is formerly connected with most barbershops in Zamboanga City and
has seen how profitable a pe rson can be once he is engaging in this type of
business. Having this in mind, the proponent had a chance to talk with the
business owners about business which he could make. However, an idea for a
business is not a sufficient reason to begin straight away, without having thought
clearly about the marketing aspects involved.
Many questions have been considered such as Is there a demand for the
business, are there competitors in the market? The market aspect should be
looked at in turn. In order to analyze the demand of the product in the market, all
information needed were gathered such as the total population of 11 barangays
chosen by the proponent for the operation of the business, total population of
business establishment that sells soft drinks in 11 chosen Barangays were also
determine. The market share of Barbershops and its competitor. Information of
10
the market share were gathered through focused group discussion undertaken
between the proponent and the personnel . Other sources were provided by the
Internet and the Social where an interactions of people from different walks of life
happened. A survey were distributed to the consumers to know their preferences
of Haircut services. To substantiate more the data, the proponent had an
interview with the NSO for the total population of the Zamboanga City ,
particularly the barangays chosen. A data from the licensing office were gathered
to know how many business establishments are registered in the chosen
barangays. From the said information, a demand was determined for the
business. .
3.2 Product Description

Competitive Strengths
3.3 Marketing Environment

The population of Zamboanga City is increasing from time to time. For the
year 2000, the citys population was 601, 794. In 2007 it has reached to 774,
4007 with an increased of 28.7% . to this date, Zamboanga City Total Population
is 946, 613, which has an increase of 22.2%. while the growing number of people
11
is increasing the demand for haircut is also increasing that the stores cannot
meet.
3.3 Target Market or consumers

Integrated into this aspect of this target market or consumers are the
primary market and secondary market
0
For the primary market, this study will include the areas where the density
of population are concentrated in terms of number of households, business

establishments, offices, schools, Mosques ,churches and other non-government
agencies and entertainment areas
1
For the secondary market, the underlying areas outside the perimeter of
the primary market , the residential areas with more populous inhabitants will be
the source of secondary customers.
3.4 Demand
Table 1. Population of Eleven (11) Chosen Barangays for the year 2010
Population
Barangay
( 2010)
Baliwasan
Campo Islam
San Jose Gusu
San Roque
Upper Calarian,
Malagutay
Sinunuc
Cawit
Maasin
Recodo
Ayala
27,664
11,523
24,917
20,974
25,655
5,624
15,926
9,305
6,095
17,754
16,929
12
Population
Barangay
( 2010)
Total Population
182,366
Source: National Statistics Office IX, Office of Zamboanga City
Table 2. Projected Population (2010-2014)

Barangay
2010
2011
2012
2013
2014
Baliwasan
Campo Islam
San Jose Gusu
San Roque
Upper Calarian,
Malagutay
Sinunuc
Cawit
Maasin
Recodo
Ayala
27,664
11,523
24,917
20,974
25,655
5,624
15,926
9,305
6,095
17,754
16,929
182,366
28,605
11914.78
25764.18
21687.12
26527.27
5815.216
16467.48
9621.37
6302.23
18357.64
17504.59
188566.4
29,577
12319.88
26640.16
22424.48
27429.2
6012.933
17027.38
9948.497
6516.506
18981.8
18099.74
194977.7
30582.75
12738.76
27545.93
23186.91
28361.79
6217.373
17606.31
10286.75
6738.067
19627.18
18715.13
201606.9
31622.57
13171.88
28482.49
23975.27
29326.09
6428.764
18204.92
10636.49
6967.161
20294.5
19351.45
208461.6
Table 3. 60 % of the Total Population of the 12 Barangays who drink soft drink
Demand
In Cases
2010
2011
2012
2013
2014
109,420
4559
113,140
4714
116,987
4874
120,964
5040
125,077
5212
Table three (3) shows that of the total populace of the chosen barangays
60 percent (%) are drinking soft drinks almost everyday. Initially we can conclude
that 109,420 people are drinking soft drinks which is equivalent to 4,559 cases a
day .
This analysis was made through the interviews conducted by the
13
proponent with the end users. Out of the total population, the respondent came
up with 100 questionnaires for the end users and it shows that out of the total
respondents, 95 percent answered that they are drinking soft drinks.
Thinking
that in every barangay, there are children who are not drinking softdrink, the
proponent made an assumption that the demand will based on 60 % total
Population of those who are drinking soft drinks of the west coast. Although the
store retailers are the primary market of the business. It should take into
consideration the total population of the people in order to know the demand that
every store of the chosen barangays should cater . In the year 2010 the demand
is 4559 cases a day which is equivalent to 109,420 bottles a day . It means that
every day there are people who drink and buy soft drinks. This means that the
business should be able to supply this needs.
In order to determine the demand and supply of the chosen barangays ,
the proponent decided to come up with survey questionnaires intended for the
consumers, store owners and distributors of pepsi. 100 survey questionnaires
were prepared to consumers and store owners. While an interview with the
existing EDS operator( Distributor) were undertaken. To substantiate the study,
the proponent initiated a Focused Group Discussion for the Managers of Pepsi
Cola Product Phillippines. The table below were the results of prepared survey.
Survey Questionnaires : Store Owners

Computation 1:Number of Stores which are exclusive Coke, Pepsi and non-exclusive ,
14
Responses
Exclusive Coke
Exclusive Pepsi
Non-Exclusive
Number Of Stores
Percent
60
50%
20
17%
30
25%
Do not sell either coke and pepsi
10
8%
TOTAL
120
100%
Table 2.1 shows that among the 120 Stores surveyed , 60 Stores are
exclusive Coke, 20 exclusive pepsi, 30 stores are non exclusive and the
remaining 10 do not sell either coke or pepsi.
Computation 2 : Number of Cases of softdrinks sold in a day
Amount
Number of stores
1-5 cases
80
6-10 cases
20
11 15 cases
16-20 cases
More than 20 cases
TOTAL
Computation 3: Years of Exclusivity
110
Number of Years
Number of
Members
1 year
57
48%
2 years
18
15%
3 years and more
4%
Non Exclusive
20
16%
TOTAL
Interview with the Barbershops

There are 30 EDS operators that operate in the Zamboanga assigned in
specific barangays. However their presence in different barangays in Zamboanga
City are not enough to supply the needs of different stores particularly those
15
stores located in remote areas which are hard to penetrate by both coke and
pepsi sales representatives. These EDS operators are not to be considered by
the business. The direct competitor of the business will be Coca Cola Products
Philippines.
During the conduct of interview among the EDS operators (Distributors)
the proponent had an interview with them one by one and asked them the same
questions. Here are the questions ant consolidated answer by the proponent and
the EDS: It was known from the EDS operators that they have an average sales
of 170 cases per day for carbonated drinks. That include Pepsi , Mirinda, 7 up,
Mountain dew and other carbonated drinks. The most sellable is Pepsi 8 oz
which has an average sales of 70 cases a day and followed by mountain dew
with 65 cases . the remaining cases are being shared by other products of pepsi.
Sting , an energy drinks has an average sales of 80 cases a day. while the
rest of the products that falls under non- carbonated drinks are not included here
since the main purpose of the proponent is to sell those products which are
known to be sellable in the market.
The price lists of the products were also provided by the operator and the
corresponding commission per case was also provided.
Pepsi 8 oz earns
17.40 per case, but the rest of the product can be given equal commission just
like pepsi. Sting has a commission of 20 per case
Aside from regular sales, there are special occasions you that EDS
operators are engaging for additional
income such as
Fiesta, wedding ,
Christmas, hariraya and new year. And in every special occasion , an average
sales of 20 cases per occasion is calculated.
Table 4. Total Number of Stores Selling Soft drinks in 11 Barangays
Barangay
Population( 2010)
16
Baliwasan
Campo Islam
San Jose Gusu
San Roque
Upper Calarian,
Malagutay
Sinunuc
Cawit
Maasin
Recodo
Ayala
Suterville
Total number of Stores
Source: City Licensing Office
192
23
121
133
61
6
35
20
22
56
90
39
794
Out of these stores , 135 are shares of pepsi while, 397 belongs to the
market of Coca Coal. 262 stores are still not penetrated by both soft drink
companies and are potential customers of the business. During the conduct of
interview by the proponents, these stores buy pepsi every other day with an
average of 4 cases per transaction.
3.2 Demand Situation

Table 5: Past Demand (2005-2009)
Year
Daily
Monthly
Annual
2005
2,787
72,462.00
869,544.00
2006
2,973
77,292.80
927,513.60
2007
3,159
82,123.60
985,483.20
2008
3,344
86,954.40
1,043,452.80
2009
3,530
91,785.20
1,101,422.40
17
Table 6 : Projected Demand (2010-2014)

Year
2010
2011
2012
2013
2014
Daily
3,716
3,902
4,088
4,273
4,459
Monthly
96,616.00
101,446.80
106,277.60
111,108.40
115,939.20
Annual
1,159,392.00
1,217,361.60
1,275,331.20
1,333,300.80
1,391,270.40
3.3 Supply Situation

Table 7: Past Supply (2005-2009)
Year
2005
Past Supply (In Cases)

1542
2006
1644.8
2007
1747.6
2008
1850.4
2009
1953.2
Source: Pepsi Cola Products Philippines Plant and, Distributors

Table 8 : Projected Supply (2010-2014)
Year
2010
2011
Projected Supply(In Cases)*

2,060
2,164
18
2012
2,268
2013
2,372
2014
2,476
*Forecasting Method Used: Trend Projection

Linear Equation:
(Trend Line Equation)
= a+bX
Where Y= Computed value of sales to be predicted (y axis intercept)
a = - bx
b = X Y n X (Slope of the line)
X - n ( x )
x = Independent Variable (Time)
Computation 4:
Year
2005
Time ( X)
1
Supply (Y)
1542
X
1
2006
1644.8
2007
1747.6
2008
1850.4
16
2009
1953.2
25
x=15
y=8,738
x=55
Solve for:
b =xy-nx
x-n(x)
Where :
x=x/n=15/5=3
=/n=8,738/5
= 1,748
XY
1,542
3289.6
5242.8
7401.6
9766
x= 27,242
19
b = 27,242 5 (3 ) (1,748)
55 (5) ( 3 )
= 27,242 26,220
55 45
= 1,040
10
b = 104
a = y bx
= 1,748 104 ( 3 )
= 1,748 312
a = 1,436
Linear Equation : y = a + bx= 1,436 + 104 ( x )
Computation
Year
2010
X= 6
2011
X= 7
2012
X=8
2013
X=9
2014
X = 10
Linear Equation
Y =1,436 + 104 ( 6 )
Y = 1,436 + 104 ( 7 )
Y = 1,436 + 104 ( 8 )
Y = 1,436 + 104 ( 9 )
Y = 1,436 + 104 ( 10 )
Projected Supply
2,060
2,164
2,268
2,372
2,476
3.4 Demand - Supply Gap Analysis

Table 9 : Demand and Supply Gap (2010-2014)
Year
2010
Demand
(in cases.)
Supply
(in Cases.)
Demand and
Supply Gap
Market
Share
3,716
2,060
1,656
45%
20
2011
2012
2013
3,902
2,164
1738
45%
4,088
2,268
1820
45%
4,273
2,372
1901
45%
2,476
1983
45%
4,459
2014
Demand and Supply Gap
The prospective demand for the product is not met by the limited supply.
Though the projected daily demand is 1,656 cases, the proponent is only willing
to supply 197 cases assorted soft drinks of pepsi. However , the discrepancy
between the projected daily demand and projected daily supply gives more than
enough assurance that the possibility for good business is high.
Based from the data shown there is still 45 percent of the total populace
who are not serve by the store owners. Possible reason is that there are people
specially from different corners of the barangay are not yet serve by both coke
and pepsi.
3.5 Marketing Strategies

3.5.1 Pricing
The proponent intends to adopt the lowest pricing scheme provided by the
Pepsi Cola Products Philippines in the region. Since the business is on
commission basis , it doesnt need to lower down the prices since it is affordable.
Table 11 :
Price Competitiveness
Pepsi
Mountain Dew
7- up
Mirinda
80z
144
144
144
144
12oz
192
192
192
192
1 liter
236
236
236
236
330 ml
420
420
420
420
500 ml
420
420
420
420
1.5 ml
420
420
420
420
21
240ml
200
Sting
330ml
360
3.5.2 Placement of Distribution

The business will be undertaken in the west coast particularly in Baliwasan,
Campo Islam, San Jose Gusu, San Roque, Upper Calarian, Malagutay ,
Sinunuc, Cawit, Maasin , Recodo, and Ayala.
3.5.3
Promotion
Considering the high demand of pepsi products , the proposed EDS and
the target markets, promotion efforts will be minimal.
As Exclusive seller of
Pepsi stores will be given Entitlement to pepsi - cola merchandising collaterals

such as powered coolers,ice co0lers,posters,etc. There will be benefit of
marketing budget allocation such as concessions for exclusivity.
22
PART 4. TECHNICAL ASPECT

4.1 Brief Introduction
The Barbershops ship shall engage in Entrepreneurial Distribution System
that would be involved in the selling of Pepsi products . This activity will cater to
the needs of more storeowners in Zamboanga City particularly in the west coast.
There are many products that need to be sold. the table below show the list of
product that the proponent will be selling:
The proposed project does not need building. The transactions to be
undertaken will be at the office of the Pepsi plant. Tables, chairs and other
materials needed will also be provided. However the proponent will have a small
office at his own home for additional transactions. The office at home will not be
rented and office supplies and furniture and equipments will be purchased for the
transactions of events that will take place.
4.2 The operation
The Pepsi cola products Philippines shall be responsible for the supply of
softdrinks both CSD and Non-CSD . The proponent shall purchase 1 truck , 2
carts for the distribution of the products.
23
Figure 1: Pepsi EDS Distribution Procedures:
Fill up order
form
Territory Manager
approve the form
Filled up form to be
submitted to Order Process
Analyst
Encoding of the order to be
forwarded to Physical Distribution
Department
Physical Distribution Department
Release the order
Checker check if the order is

complete
EDS Truck leaves the

Plant
24
Before the distributor can get soft drinks from the company, he must fill up
the order form and have it signed by the territory manager of the company for
1
0
1
1
0
1
the approval .
After the approval the helper will proceed to the order processing analyst
for assistance and for encoding.
The encoded order will be sent to the Physical Distribution department
The physical distribution receives the order and items will be released
A traffic clerk will check if the items released are correct.
The truck will be ready to depart.
4.3 Project Location

The business will be routing in the west coast of Zamboanga City. It will
cover the following barangays: Baliwasan , Campo Islam, San Jose Gusu, San
Roque, Upper Calarian, Malagutay, Sinunuc, Cawit, Maasin, Recodo and Ayala
Its office will be the Pepsi Plant located in Culianan. However , the
proponent will have his own office at his very own home . There will be no charge
of the office inside the house since it is a property of the proponent.
4.4 Payment process
The distributors of Pepsi can bring the products without payments. Right
after the transactions the distributor returns to the plant at 4 PM. And will remit all
his sales and inventory to the company.
0
1
2
3
A form will be filled up

The helper will indicate how many cases which were sold
The Territory Manager will sign the form
25
The helper will submit the authenticated form to the RSA for the payment
of the cases sold. The distributor gets his share of 17.40 per case as his
commission.
4.5 Operation schedule
Being an EDS operator, 6 working days is required for the selling of the
products. There will be 317 working days in a year. However Sundays can be
utilized in order the distributors can meet his quota.
PART 5 : ORGANIZATION AND MANAGEMENT ASPECT

26
Organization is a group of people working together to attain certain goals. These

organization which are distinguished form mere collections of people by having
relatively specific goals and by having a rather well formalize structure ,arise
when people join together, assume and coordinate duties and responsibilities for
some purpose. ( C. Bernard, the functions of Chief Executive.)
Business organization is to enhance economic well being, people function
in goal seeking a system when the work of organizations is divided among
people and then that divided work is coordinated to achieve organizational goals.
Organization requires resources and uses them , hopefully in efficient way,
to produce an output of goods and services. It means that the activities and
processes used by the members of the organization to do these things.
5.2 Form of ownership
The Barbershops ship will exist as a sole proprietorship in the business area.
There would be 5 workers. Among these workers, One (1) will be the one who
will manage the business , one (1) will be drivers and three (3) helpers for the
truck that will carry Pepsi main products such as , Pepsi, Mirinda , 7 up and
Mountain Dew.
5.2 Description of Organization

The proponent opted to organize the proposed project as sole
proprietorship that receives all the profits and assumes all the risk of ownership.
27
Being the simplest form of ownership enjoys among others, the following
recognized advantages:
A.) It is the easiest to form and organize for no form requirements are
required by law, except when the owner shall do businesses under trade
name or style in which case, it is necessary.
B.) To register such name to the Department of Trade and Industry ( Act. No.
3883 as amended by act no. 4147 and Republic Act 863).
C.) To pay a fee in the sum of One hundred forty eight pesos plus
documentary stamp of fifteen pesos the for use of such trade name for five
years (Section 2 Act No. 3883) renewable every five years for similar fee.
D.) It has the quality of simplicity and flexibility in the management and
control.
E.) It is possible for the proponent to engage any time in other business even
those unrelated to his main business.
F.) The proponent may discontinue his business activity and venture another
at his will and discretion.
Thus, the manager is the proponent of this project. The proponent will hire
one(1) driver and three ( 3) helpers for the operation of the project.
5.3 Project Phasing and Timetable

It is estimated that there will be three months preparation prior to
operation of the proposed project.
involved and its timetable.
Below are the pre-operating activities
28
Figure 3 : Pre-operating Activities
Activities
Month
Week
1st Month 2nd Month 3rd Month

1 2 3 4 1 2 3 4 1 2 3 4
Conduct Feasibility Study

Fund Sourcing
Office Preparation
Hiring Personnel
Procurement of Supplies
Secure Business Permit
START OF OPERATIONS
Figure 4 : Organizational Structure

MANAGER
DRIVER
29
HELPER 1
HELPER 2
HELPER 3
Table 11 : Personnel Requirement, Qualification and Description

Requirement
1 Manager
Minimum Qualification
Legal Age, Master in
Business Administration
with Five ( 5 ) years
Managerial
experience,
fluent
in
Chabacano,
Visayan, English and
Tagalog dialects; and
hardworking .
Position Description
Its function is to insure
that the policies set forth
by
the
Pepsi
Cola
Products Philippines and
the proponents are strictly
followed. Make reports of
sales and recommend
strategy for better sales
and income. He / she
must also plan, direct,
30
1-Driver
Male of Legal age,

college/high school level,
with
experience
of
consumers goods and
with good moral character
3-Helpers
Male of Legal age,

college/high school level,
with
experience
of
consumers goods and
with good moral character
supervise
the
distributorship in its daily
operations. He is also
responsible
for
the
implementation of the
policies and procedures of
the business
Its
function is to do
driving works and other
related work.
Must assist the helper in
the
distribution
of
products
to
different
outlets in Zamboanga City
particularly in the west
coast.
Assist managers and
drivers in the selling of the
products
Facilitate the loading and
reloading to fulls and
emptys
Do maintenance work
Act as tire man
Table 12: Salaries, SSS PHIC & HDMF, 13th Month And Separation Pay
Position
Monthly
Salary
SSS Contrib.
PHIC
Contrib.
HDMF
Contrib.
13th
Month
Pay
Separation
Pay
Total
Annual
Salaries &
Benefits
Manager
15,000.00
608
100
100
15,000.00
7,500.00
212,196.00
Driver 1
6,000.00
304
100
100
6,000.00
3,000.00
87,048.00
Helper 1
3,000.00
152
100
100
3,000.00
1,500.00
44,724.00
Helper 2
3,000.00
152
100
100
3,000.00
1,500.00
44,724.00
Helper 3
3,000.00
152
100
100
3,000.00
1,500.00
44,724.00
Driver 2
31
Total
Grand Total(Annual)
30,000.00
1368
500.00
500
30000
15000
360,000.00
16,416.00
6,000.00
6,000.00
30,000.00
15,000.00
433,416.00
5.4 Recruitment Policies

All interested applicants are welcome, they must be physically fit, work
attitude and competence are highly commendable.
The selection process of
applicants as follows:
A.) All aspirants are treated equally; those who did not meet the minimum
requirements shall be informed immediately.
B.)
Actual training to those qualified applicants, duties and
responsibilities shall be introduced.

5.5 General Working Policies/Employees Compensation/ Benefits
The terms and conditions of the contractual term employment with the
business as follows:
The business operations will be at 8:00 A.M. to 4:00 P.M. from Monday
thru Saturday.
5.5.1Employment Benefits- employees are assured of being paid the salary
rates as agreed upon, plus the following employee benefits:
1.
Service Incentive Leave of five days after One (1) year of service
2.
13th month pay
3.
SSS/Pag-IBIG membership & Philhealth coverage
32
5.5.2 Timesheet submission-the proponent requires timesheet submission

every end of the month.
Failure to submit timesheet promptly could cause
disruption of the accounting procedures and would mean considerable delay in

the release of employees salary.
5.5.3 Salary- Employees salary shall be paid in cold cash.
5.5.4 Leave Benefits- One of the conditions of your employment with the
business is the application of the no work, no pay policy.
However, after
rendering one (1) year service with Barbershops ship, employees are entitled to
a five (5)-day service Incentive Leave benefit for each year of service, to start
one (1) year from the date of your initial appointment.
Leave application must
be filed in three (3) days before the date of vacation leave while sick leave
application will be filed on the day of duty`s resumption.
5.5.5 Service Incentive Leave (SIL) Policies:
1.
SIL credits are commutable to cash on the anniversary date of your

appointment.
2.
SIL shall be forfeited if you are terminated for cause.
3.
Should you resign, the proponent shall pay the money equivalent of your
SIL credits except when your service is less than one (1) year.
5.5.7 Absences/Tardiness-Any employee who plans to be absent or late for

work must call, text or notify his immediate superior at the earliest possible time.
Habitual absences or tardiness without any valid reason is a ground for
termination of employment with the Ginger Farm.
Likewise, any unexcused one
(1) day absence shall mean Absence Without Leave (AWOL) which can
eventually lead to the termination of the employee.
33
5.5.8 Rules and Regulations-During the period of employment, the prospect

employees shall strictly abide with the existing policies, rules and regulations
where employees are assigned, such as, but not limited to:
1.
Courtesy of superiors, employees and clients/customers must be observed.
2.
Always record your time in and time out in Daily Time Record (DTR) card.
3.
Observe Policies, Rules and Regulations in rendering overtime (after 5

years as contractual workers).
Accomplish the required overtime form
before rendering OT. Log in and out at all times.

4.
Notify your superior in case you are sick and could not report for work for
appropriate recording and disposition.
Leave applications must be
accomplished and filed.

5.5.9 Causes for Recall or End of Employment/Termination- Prospect
employees should also understand and agree that your employment with
Barbershops ship shall be considered ended/terminated or prospect employees
may be the subject of a recall under any of the following conditions:
1. Your voluntary resignation. You are required to submit a letter of resignation
at least fifteen (5) days prior to the effectivity of your resignation.
Failure to
comply with the five-day notification would mean the withholding of any
monetary benefit due you.
2. Commission of acts endangering the interest and security the business, such
as drug abuse, dishonesty, theft or any form of deception or fraud.
3.
Conduct and behavior that maligns the image of the business , or inimical
to the morale and harmonious relationship of the employees of the business ,
unbecoming behavior, insubordination, improper acts such as drunkenness,
gambling, excessive borrowing of money or failure to pay debts, gossiping and
revealing confidential information or documents, indiscriminate and official use of
farm equipment and facilities
34
PART 5: FINANCIAL ASPECT

This chapter refers to finding business opportunity and conducting
investigation to determine whether is should be undertaken or in other words, it
refers to look for business prospects and make a study as to whether it would be
worthwhile going into.
The Financial aspects include the determination of the financing
requirements, sources of financing, the cost of capital and it covers also the
presentation of the expected result of operations, their effects on the financial
35
resources of the company and analysis regarding with profitability, liquidity and
stability.
The proposed Barbershops , financial management will primarily
concerned with two functions.
The first function, acquiring funds to meet the
Sole Proprietorship`s current and future needs.
The second function is to
monitor and control the financial results of a Sole Proprietorship`s operations.

The activities of proposed Barbershops , Financial Management can be
grouped into four categories:
a.) Determining the magnitude and characteristics of funds necessary to
conduct the proposed business operations.
b. ) Allocating resources in most efficient manner.
c.) Serving as an interface with the owner and prospective creditors
concerning the financial condition of the proposed Barbershops .
d.)
Providing financial data to top management in determining the
feasibility of various strategic alternatives.

6.2 Notes and Assumptions
1.
The project needs of P 386,881.00 as initial Capital Investment.
2.
Financial Projection is spread over five (5) years to determine the payback period.
3.
The target daily sales of 197 cases and increased by 10% every year of
units of sales volume.
4.
Commission income earn are based on number of cases sold by the

distributor amounted to 17.40 and 20.00.
5.
Sales will be made on cash basis only.
6.
Provision for Salaries of wages of all personnel increase by 5% annually.
36
7.
Annual Business Permit & License P2, 500.00 is to be increased by P

500.00 and renewed every year.
8.
Supplies of P 5,881.00 is to be increased by 5% annually.
9.
Depreciation is computed using straight line method.
Items costing P
2,500.00 and above will be depreciated and all items below this amount
will be expensed.
11.
Furniture and Fixtures, Equipment and Transportation is worth of

326,000.00
12.
Repair and Maintenance is estimated at P 10,000.00 and will be increased

and P 1,000.00 annually.
13.
Diesel and Fuel is estimated at 800.00 monthly and will be increased by

5% annually. Diesel and fuel expense will be shouldered by Pepsi.
15.
Inaugural expense is estimated at P 10,000.00
16.
Income tax is based on the latest BIR standard rates
37
Schedule 1: Investment Requirement

DESCRIPTION
COST
Equipment and Transportation

Furnitures and Fixtures
308,000.00
18,000.00
Total Fixed Assets

Feasibility Study
326,000.00
15,000.00
Total Organizational Cost

Miscellaneous Expenses
Office Supplies
Inaugural Expense
15,000.00
5,000.00
5,881.00
10,000.00
Total Working Capital
20,881.00
Total Project Cost

Add: Contingency Fund
361,881.00
25,000.00
Total Investment Requirement
386,881.00
Schedule 2: Computation for Daily Income

Product
Pepsi
Mountain Dew
Pepsi 12 oz
7 up
Mirinda
Pepsi 1.5 liter
Sting
TOTAL INCOME
No. of
cases Sold
Commission
Daily
Monthly
Yearly
/case
Income
Income
Income
60.00
60.00
4.00
4.00
6.00
3.00
60.00
17.40
17.40
17.40
17.40
17.40
17.40
20.00
1,044.00
1,044.00
69.60
69.60
104.40
52.20
1,200.00
197.00
124.40
3,583.80
27,144.00 325,728.00
27,144.00 325,728.00
1,809.60
21,715.20
1,809.60
21,715.20
2,714.40
32,572.80
1,357.20
16,286.40
31,200.00 374,400.00
93,178.80
1,118,145.60
Schedule 3: Transportation and Equipment

DESCRIPTION
Quantity
UNIT
Acquisitio
EUL
Amount of
38
COST
Truck
carts
n Cost
(years)
300,000.
00
5.00
8,000.
00
5.00
308,000.
00
Depreciation
60,000.0
0
1,600.0
0
Acquisition
EUL
Cost
(years)
Amount of
Depreciation
300,000.00
4,000.00
304,000.0
0
Schedule 4: Furniture and Fixtures
TOTAL
DESCRIPTION
Quantity
Steel Cabinet
Tables
TOTAL
UNIT COST
(unit/s)
2
2
6,000.00
3,000.00
9,000.00
12,000.00
6,000.00
18,000.00
61,600
5
5
2,400.00
1,200.00
3,600.00
Schedule 5: Office Supplies
DESCRIPTION
Folder
Fastener
Clip
Glue
Stapler
Calcuator
Chairs
Staple wire
Stamped Pad
Stamped Ink
Ball pen
Pencil
Bond Paper
Quantity
(unit/s)
30 pieces
2 boxes
2 boxes
2 bottles
1 unit
3
3
1 boxes
1 piece
1 bottle
1 box
1 boxes
1 reams
Total Expense
Schedule 6: Inaugural Expense
UNIT COST
7.00
30.00
30.00
95.00
265.00
500.00
500.00
30.00
70.00
50.00
140.00
60.00
180.00
1,957.00
TOTAL
COST
Preoperating
Expenses
Annual
Cost
210.00
60.00
60.00
190.00
265.00
1,500.00
1,500.00
30.00
70.00
50.00
140.00
60.00
180.00
4,315.
00
420.00
120.00
120.00
380.00
265.00
1,500.00
1,500.00
60.00
70.00
200.00
286.00
240.00
720.00
5,881.0
0
420.00
120.00
120.00
380.00
265.00
1,500.00
1,500.00
60.00
70.00
200.00
286.00
240.00
720.00
5,881.
00
39
QUANTITY
(unit/s)
1 piece
100 pieces
50 heads
3 cases
-
DESCRIPTION
Banner
Balloons
Foods
Drinks
Miscellaneous expenses
Total Inaugural Expenses
UNIT COST
TOTAL COST
600
10
150
150
-
600
1000
7,500.00
450
450
10,000.00
Schedule 7: Depreciation Cost
DESCRIPTION
Truck
Multicab
Push Cart
Quantity
(unit/s)
1
UNIT COST
300,000.00
300,000.00
60,000.00
4,000
8,000
1600
304,000.00
308,000.00
TOTAL
Acquisition
EUL
Amount of
Cost
(years) Depreciation
61,600.00
Schedule 8: Salaries, SSS PHIC & HDMF, 13th Month and Separation Pay
Position
Monthly
Salary
SSS
Contrib.
PHIC
Contrib.
HDMF
Contrib.
Manager
15,000.00
608
100
100
Driver 1
6,000.00
304
100
100
Helper 1
3,000.00
152
100
100
Helper 2
3,000.00
152
100
100
13th
Month
Pay
15,000.
00
6,000.0
0
3,000.0
0
3,000.0
0
Separati
on Pay
7,500.00
3,000.00
1,500.00
1,500.00
Total
Annual
Salaries
&
Benefits
212,196.
00
87,048.0
0
44,724.0
0
44,724.0
0
40
Helper 3
Total
Grand Total
( Annual)
3,000.00
152
100
100
30,000.00
1368
500.00
500
3,000.0
0
30000
6,000.0
0
30,000.
00
360,000.00
16,416.0
0
6,000.00
1,500.00
44,724.0
0
15000
15,000.0
0
433,416.
00
Schedule 9: Prepaid Communication Expense

Quantity
(unit/s)
2 cards
2 cards
DESCRIPTION
Prepaid Smart Card
Prepaid TM/Globe Card
Total
UNIT COST
300
300
600
TOTAL
COST
600
600
1,200.00
Annual
Cost
7,200.00
7,200.00
14,400.00
Table 12: Administrative Expenses

Particulars
13th month pay (Sch 7)
Business Licenses & Permits
SSS,PHIC and HDMF Contribution Sch. 7)
Office Supplies (sch. 5)
Repair and Maintenance
Amortization (Sch. 9)
Misc. Expense
Depreciation Expense - Furnitures & Fixtures(sch 4)
Total Administrative Expense
Total Annual Cost

30,000.00
2,500.00
28,416.00
5,881.00
10,000.00
5,000.00
3,600.00
85,397.00
Table 13: Selling Expenses

Particulars
Salaries and wages (Sch 7)
Dep. Expense - Machinery & Equipment(Sch. 3)
Diesel & Fuel
Prepaid Communication Expense
Total Selling Expenses
TABLE 14: Notes to Financial Statement
Total Annual Cost

360,000.00
61,600.00
228800
14,400.00
664,800.00
41
Net Revenue
NET Revenue
2011
2012
Commission Income (Sch. 2)
1,118,145.60
1,229,960.16
Net Revenue
1,118,145.60
1,229,960.16
2013
2014
2015
1,352,956.18
1,488,251.79
1,637,076.97
1,352,956.18
1,488,251.79
1,637,076.97
Table 15: Administrative Expenses ( 2011 2015)

2011
2012
2013
2014
13th month pay (Sch 7)
30,000.00
31,500.00
33,075.00
34,728.75
36,465.19
Separation Pay SCh. 7)
0.00
0.00
0.00
0.00
0.00
ADMINISTRATIVE EXPENSES
Business Licenses & Permits
2015
2,500.00
3,000.00
3,500.00
4,000.00
4,500.00
28,416.00
29,836.80
31,328.64
32,895.07
34,539.83
Office Supplies (sch. 5)
5,881.00
6,175.05
6,483.80
6,807.99
7,148.39
Repair and Maintenance
10,000.00
11,000.00
12,000.00
13,000.00
14,000.00
Organization Cost
15,000.00
SSS,PHIC and HDMF Contribution Sch. 7)
Misc. Expense
5,000.00
5,000.00
5,000.00
5,000.00
5,000.00
Depreciation Expense - Furnitures & Fixtures(sch 4)
3,600.00
3,600.00
3,600.00
3,600.00
3,600.00
100,397.00
90,111.85
94,987.44
100,031.81
105,253.41
2014
2015
Total Administrative Expense
Table 16: Selling Expenses

SELLING EXPENSES
Salaries and wages (Sch 7)
Dep. Expense - Machinery & Equipment(Sch. 3)
Diesel & Fuel
Prepaid Communication Expense
Total Selling Expenses
2011
2012
2013
360,000.00
378,000.00
396,900.00
416,745.00
437,582.25
61,600.00
61,600.00
61,600.00
61,600.00
61,600.00
228,800.00
393,120.00
412,776.00
433,414.80
455,085.54
14,400.00
15,120.00
15,876.00
16,669.80
17,503.29
664,800.00
847,840.00
887,152.00
928,429.60
971,771.08
42
A. Normal Operation (Case 0)

Table 17 : Projected Income Statement (Case-0)
2011
Particulars
2012
2013
2014
2015
Commission Income
1,118,145.60
1,229,960.16
1,352,956.1
8
1,488,251.79
1,637,076.97
Less: Operating and

Administrative Expenses
765,197.00
937,951.85
982,139.44
1,028,461.41
1,077,024.49
352,9
48.60
292,008.31
370,816.73
459,79
0.38
560,0
52.49
80,884.58
62,602.49
86,245.02
112,937.11
143,015.75
272,064.02
229,405.82
284,571.71
346,853.27
417,036.74
Net Income Before Tax

Less: Provision for Income
Tax
Net income
Table 18: Projected Income Tax Computation (Case 0)

Income Tax Computation
(Case 0)
2011
2012
2013
2014
2015
Net Income before tax
352,948.60
292,008.31
370,816.73
459,790.38
560,052.49
Ceiling
250,000.00
250,000.00
250,000.00
250,000.00
500,000.00
Balance
102,948.60
42,008.31
120,816.73
209,790.38
60,052.49
30%
30%
30%
30%
30%
variable
30,884.58
12,602.49
36,245.02
62,937.11
18,015.75
Fixed
50,000.00
50,000.00
50,000.00
50,000.00
125,000.00
80,884.58
62,602.49
86,245.02
112,937.11
143,015.75
Rate
Income Tax
43
Table 19: Projected Cash Flow (Case 0)

Particulars
Pre- OP
2011
2012
2013
2014
2015
Cash Inflows
1,118,145.6
0
Commission Income
Owners Equity
386,881.00
Total Cash Inflows
386,881.00
1,229,960.1
6
1,118,145.60
1,229,960.1
6
688,597.00
876,351.85
1,352,
956.18
1,352,956.
18
1,488,
251.79
1,637,
076.97
1,488,251.7
9
1,637,076.9
7
966,861.41
Cash Outflows
Operating Expense(net
of Depreciation)
Income Tax
Fixed Assets
Organizational Cost
326,000.00
Net Cash Flows
60,881.00
Cash Balance End
62,
602.49
86,
245.02
983,141.94
1,053,106.4
3
1,128,361.6
0
435,145.36
508,715.37
326,000.00
Total Cash Outflows
Add: Cash
Balance Begenning
80,884.58
1,015,424.4
9
112,
937.11
920,539.44
60,881.00
15,000.00
703,597.00
957,236.43
414,548.60
272,723.73
369,814.24
475,429.60
748,
153.33
60,881.00
475,429.60
748,153.33
1,117,967.
57
1,117,
967.57
1,553,
112.93
1,553,112.9
3
2,061,828.3
0
44
Table 20: Projected Financial Position (Case 0)

Particulars
2011
2012
2013
2014
2015
1,117,967
.57
1,553,112
.93
2,061,828
.30
ASSETS
Current Assets
Cash
Total Current Assets
475,429
.60
748,153.3
3
475,429.60
748,153.33
1,117,967.57
1,553,112.93
2,061,828.30
300,000.00
8,000
.00
18,000
.00
326,000
.00
61,600
.00
300,000.00
300,000.00
8,000.
00
18,000.
00
326,000.
00
184,800.
00
300,000.00
8,000
.00
18,000
.00
326,000
.00
246,400
.00
300,000.00
8,000.
00
18,000.
00
326,000
.00
308,000
.00
264,400.00
202,800.00
141,200.00
79,600.00
18,000.00
739,829.60
950,953.33
1,259,167.57
1,632,712.93
2,079,828.30
80,884.58
62,602.49
86,245.02
112,937.11
143,015.75
386,881.00
658,945.02
888,350.84
1,172,922.55
1,519,775.82
272,064.02
229,405.82
284,571.71
346,853.27
417,036.74
658,945.02
888,350.84
1,172,922.55
1,519,775.82
1,936,812.56
739,829.60
950,953.33
1,259,167.57
1,632,712.93
2,079,828.30
Non Current Assets

Transportation
Equipment
Total
Less: Accum. Depreciation
Net Book Value
TOTAL ASSETS
8,000.00
18,000.00
326,000.0
0
123,200.0
0
LIABILITIES AND
OWNERS EQUITY
LIABILITIES :
Income Tax Payable
Owners Equity
Net income
Total Equity
TOTAL LIABILITY AND

EQUITY
45
-
Decision Parameters
A. Case 0
: Normal Operation
1. Projected Payback Period

Year
1 ( 2010)
X
2 ( 2011)
3 ( 2012)
4 ( 2013)
5 (2014))
Net Income
272,064.02
Cumulative
272,064.02
386,881.00
501,469.84
786,041.55
1,132,894.82
1,549,931.56
229,405.82
284,571.71
346,853.27
417,036.74
X-1 = 386,881.00 - 272,064.00 = 114,817.00

2-X
501,469.00 - 386,881.00 114,588.00
= 1.00
X-1 = (2-x) (1.0) = 2.0 -.1X

X+ X = 2.0 + 1.0
X= 1.5
X= 1.5 years ( 1 year, 6 Months )
Rate of Return
ROI = Average Net income/ Initial Investment
314,773.53
314,773.53
386,881.00
ROI = 81.36%
0.8136
3. Net Present Value
46
PV Factor of 1@ 10%
Formula: PV=1/(1+i)
Where, i = interest and n = year
YEAR
Y1 (2010)
Y2 (2011)
Y3 (2012)
Y4 (2013)
Y5 (2015)
Annual cash
inflows
414,548.
60
272,723.
73
369,814.24
369,814.
24
508,715.37
Total Present Value of

Cash Inflows
Less: Cost of Investment
Net Present Value of the Project (Positive)
B. Case 1
: Gross Income Decreased by 10%
PV of 1 @
10%
0.9091
0.8264
0.7513
0.6830
0.6209
PV of Cash
flows
376,866.
13
225,378.
89
277,841.
44
252,583.
13
315,861.
38
1,448,530.
96
386,881.
00
1,061,649.
96
47
Table 21: Projected Income Statement (Case-1)

Particulars
2011
2012
2013
2014
2015
Commission Income
1,006,331.04
1,106,964.1
4
1,217,660.56
1,339,426.61
1,473,369.28
Less: Operating and

879,597.00
937,951.85
982,139.44
1,028,461.41
1,077,024.49
126,73
4.04
169,012.29
23
5,521.12
310,96
5.20
396,34
4.79
19,846.81
29,753.07
46,380.28
68,289.56
93,903.44
106,887.23
139,259.22
189,140.84
242,675.64
302,441.35

Less: Provision for Income Tax
Net income

(Case 1)
2011
2012
2013
2014
2015
126,734.04
169,012.29
235,521.12
310,965.20
396,344.79
Ceiling
70,000.00
140,000.00
140,000.00
250,000.00
250,000.00
Balance
56,734.04
29,012.29
95,521.12
60,965.20
146,344.79
20%
25%
25%
30%
30%
11,346.81
7,253.07
23,880.28
18,289.56
43,903.44
8,500.00
22,500.00
22,500.00
50,000.00
50,000.00
19,846.81
29,753.07
46,380.28
68,289.56
93,903.44
Rate
variable
Fixed
Income Tax

Particulars
Cash Inflows
Pre- OP
2011
2012
2013
2014
2015
48
1,006,331.0
4
1,
106,964.14
1,217,6
60.56
1,339,4
26.61
1,006,331.0
4
1,106,964.14
1,217,660.5
6
1,339,426.6
1
1,473,369.2
8
802,997.00
876,351.85
920,539.44
966,861.41
29,7
53.07
46,3
80.28
1,015,424.4
9
68,
289.56
Commission Income
Owners Equity
386,881.0
0
Total Cash Inflows
386,881.0
0
1,473,
369.28
Cash Outflows
Operating
Expense(net of
Depreciation)
Income Tax
Fixed Assets
Organizational Cost
Total Cash Outflows
Net Cash Flows

Add: Cash Balance
Beginning
Cash Balance End
19,846.81
326,000.0
0
15,000.00
326,000.0
0
817,997.00
896,198.66
950,292.52
1,013,241.6
9
1,083,714.0
5
60,881.00
188,334.04
210,765.49
267,368.04
459,9
80.53
326,184.92
727,3
48.57
389,655.23
1,053,
533.49
727,348.57
1,053,533.4
9
1,443,188.7
2
60,881.00
60,881.00
249,215.04
249,215.04
459,980.53

Particulars
2011
2012
2013
2014
2015
249,215.04
459,980.53
727,348.57
1,053,533.49
1,443,188.72
ASSETS
Current Assets
Cash
49
249,215.04
459,980.53
727,348.57
1,053,533.49
1,443,188
.72
300,000.00
300,000.
00
300,000.0
0
Non Current Assets

Transportation
300,000.00
300,000.00
Equipment
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
18,000.00
18,000.00
18,000.00
18,000.00
18,000.00
Total
326,000.00
326,000.00
326,000.00
326,000.00
326,000.00
61,600.00
123,200.00
184,800.00
246,400.00
308,000.00
Less: Accum.
Depreciation
Net Book Value
264,400.00
202,800.00
141,200.00
79,600.0
0
18,000.00
TOTAL ASSETS
513,615.04
662,780.53
868,548.57
1,133,13
3.49
1,461,188
.72
19,846.81
29,753.07
46,380.28
68,289.5
6
93,903.44
822,168.
29
242,675.
64
1,064,84
3.93
1,064,843
.93
302,441.3
5
1,367,285
.28
LIABILITIES AND
OWNERS EQUITY
LIABILITIES :
Income Tax Payable
Owners Equity
386,881.00
493,768.23
633,027.45
Net income
106,887.23
139,259.22
189,140.84
Total Equity
493,768.23
TOTAL LIABILITY AND

EQUITY
513,615.04
633,027.45
822,168.29
662,780.53
868,548.57
1,133,133.49
1,461,188.72
Decision Parameters
A. Case 1 : Gross Income Decreased by 10%
Year
1 ( 2010)
2 ( 2011)
x
Net Income
106,887.23
139,259.22
Cumulative
106,887.23
246,146.45
386,881.00
50
3 ( 2012)
4 ( 2013)
5 (2014))
189,140.84
242,675.64
302,441.35
X-1 = 386,881.00 - 139,259.22 = 247,621.78

2-X
435,287.29 - 386,881.00 48,406.29
435,287.29
677,962.93
980,404.28
= 5.2
X-1 = (2-x) (5.2) = 10.4 5.2X

X+ 5.2X = 10.4 + 1.0
6.2X= 11.4
X= 1.8 years ( 1 year, 9 Months, and 18 days )

Rate of Return
= (196,080.86/5)/386,881.00
196,080.86
386,881.000
0
ROI = 50%
0.5068

PV Factor of 1@ 10%
Formula: PV=1/(1+i)
YEAR
Y1 (2010)
Y2 (2011)
Y3 (2012)
Annual cash
inflows
188,334
.04
210,765
.49
PV of 1 @
10%
0.9091
0.8264
0.7513
PV of Cash flows
171,21
4.48
174,17
6.60
200,87
51
267,368.04
267,368
.04
Y4 (2013)
Y5 (2015)
389,655.23
3.61
182,61
2.37
241,93
6.93
970,81
3.99
386,88
1.00
583,93
2.99
0.6830
0.6209
Total Present Value of

Cash Inflows
Less: Cost of
Investment
Net Present Value of the Project
(Positive)
Table 25
C. Case 2
: Projected Income Statement (Case-2)

: Operating Expense Increased by 10%
Particulars
2011
2012
2013
2014
2015
Commission Income
1,118,145.60
1,229,960.1
6
1,352,956.18
1,488,251.79
1,637,076.97
Less: Operating and

831,677.00
1,022,735.8
5
1,070,854.64
1,121,304.37
1,174,201.59
286,46
8.60
207,224.31
28
2,101.53
366,94
7.42
462,87
5.38
60,940.58
39,306.08
59,630.46
85,084.23
113,862.61
225,528.02
167,918.23
222,471.07
281,863.19
349,012.77

Less: Provision for
Income Tax
Net income
52

(Case 0)
2011
2012
2013
2014
2015
286,468.60
207,224.31
282,101.53
366,947.42
462,875.38
Ceiling
250,000.00
140,000.00
250,000.00
250,000.00
250,000.00
Balance
36,468.60
67,224.31
32,101.53
116,947.42
212,875.38
30%
25%
30%
30%
30%
variable
10,940.58
16,806.08
9,630.46
35,084.23
63,862.61
Fixed
50,000.00
22,500.00
50,000.00
50,000.00
50,000.00
60,940.58
39,306.08
59,630.46
85,084.23
113,862.61
Rate
Income Tax

Particulars
Pre- OP
2011
2012
2013
2014
2015
Cash Inflows
Commission Income
Owners Equity
Total Cash Inflows
1,118,145.60
1,229
,960.16
1,352,956.
18
1,488,251.
79
1,637,076.
97
386,881.00
386,881.00
1,118,145.60
1,229,960.16
1,352,956.18
1,488,251.79
1,637,076.97
961,135.85
1,009,254.64
1,059,704.37
1,112,601.59
Cash Outflows
Operating
Expense(net of Depreciation)
755,077.00
Income Tax
Fixed Assets
Organizational Cost
Total Cash Outflows
60,
940.58
39,306.
08
59,630.
46
85,084.
23
326,000.00
326,000.00
15,000.00
770,077.00
1,022,076.43
1,048,560.72
1,119,334.83
1,197,685.82
53
Net Cash Flows
Add: Cash Balance
Begenning
Cash Balance End
60,881.00
207,883.73
348,068.60
60,881.00
60,881.00
408,949.60
304,395.46
408,
949.60
616,833.33
368,916.96
616,833.
33
921,228.79
921,228.
79
1,290,145.74
439,391.15
1,290,145.
74
1,729,536.90

Particulars
2011
2012
2013
2014
2015
408,949.60
616,833.33
921,228.79
1,290,145.74
1,729,536.90
921,228.7
9
1,290,14
5.74
1,729,53
6.90
300,000.0
0
300,000.
00
300,000.0
0
ASSETS
Current Assets
Cash
408,949.6
0
616,833.33
Non Current Assets

Transportation
300,000.0
0
300,000.0
0
Equipment
8,000.00
8,000.00
8,000.00
8,000.00
8,000.00
18,000.00
18,000.00
18,000.00
18,000.00
18,000.00
Total
326,000.00
326,000.00
326,000.00
326,000.00
326,000.00
61,600.00
123,200.00
184,800.00
246,400.00
308,000.00
Less: Accum.
Depreciation
54
Net Book Value
264,400.0
0
202,800.0
0
141,200.0
0
79,600.0
0
18,000.0
0
TOTAL ASSETS
673,349.6
0
819,633.3
3
1,062,428.
79
1,369,74
5.74
1,747,53
6.90
60,940.58
39,306.08
59,630.46
85,084.2
3
113,862.6
1
780,327.2
5
222,471.0
7
1,002,798.
33
1,002,79
8.33
281,863.
19
1,284,66
1.52
1,284,66
1.52
349,012.
77
1,633,67
4.28
LIABILITIES AND
OWNERS EQUITY
LIABILITIES :
Income Tax Payable
Owners Equity
Net income
Total Equity
TOTAL LIABILITY AND

EQUITY
386,881.0
0
225,528.0
2
612,409.0
2
673,349.6
0
612,409.02
167,918.23
780,327.2
5
819,633.33
1,062,428.79
1,369,745.74
1,747,536.90
Decision Parameters
C. Case 2 : Normal Operation
Year
1 ( 2010)
x
Net Income
225,528.02
2 ( 2011)
3 ( 2012)
4 ( 2013)
5 (2014))
167,918.23
222,471.07
281,863.19
349,012.77
Cumulative
225,528.02
386,881.00
X-1 = 386,881.00 - 225,528.02 = 161,352.98

2-X
399,446.25 - 386,881.00 12,565.25
X-1 = (2-x) (12.84) = 25.68 12.84x
393,446.25
615,917.33
897,780.52
1,246,793.28
= 12.84
55
X+ 12.84X = 25.68+ 1.0
13.84X = 26.68
X= 2 years
Rate of Return

249,358.66 249,358.66
386,881.00
0.6445
ROI = 64%
0.64

PV Factor of 1@ 10%
Formula: PV=1/(1+i)
YEAR
Y1 (2010)
Y2 (2011)
Y3 (2012)
Y4 (2013)
Y5 (2015)
Total Present Value of Cash
Inflows
Annual cash
inflows
348,06
8.60
207,88
3.73
304,395.46
304,39
5.46
439,391.15
PV of 1 @
10%
0.9091
0.8264
0.7513
0.6830
0.6209
PV of Cash flows
316,4
29.16
171,7
95.11
228,6
92.31
207,9
02.10
272,8
17.97
1,197,6
36.65
386,8
81.00
56
Net Present Value of the

Project (Positive)
Table 29
D. Case 3
810,7
55.65
: Projected Income Statement (Case-3)

: Combination of Cases 1 & 2
2011
Particulars
2012
2013
2014
2015
Commission Income
1,006,331.04
1,106,964.14
1,217,660.56
1,339,426.61
1,473,369.2
8
Less: Operating and

831,677.00
1,022,735.85
1,070,854.64
1,121,304.37
1,174,201.5
9
174,6
54.04
84,228.29
146,805.92
218,122
.24
299,1
67.68
31,163.51
11,345.66
24,201.48
45,936.67
64,750.30
143,490.53
72,882.64
122,604.44
172,185.57
234,417.38

Less: Provision for Income
Tax
Net income

(Case 0)
2011
2012
174,654.04
84,228.29
Ceiling
140,000.00
Balance
Rate
variable
2013
2014
2015
146,805.92
218,122.24
299,167.68
70,000.00
140,000.00
140,000.00
250,000.00
34,654.04
14,228.29
6,805.92
78,122.24
49,167.68
25%
20%
25%
30%
30%
8,663.51
2,845.66
1,701.48
23,436.67
14,750.30
57
Fixed
Income Tax
22,500.00
8,500.00
22,500.00
22,500.00
50,000.00
31,163.51
11,345.66
24,201.48
45,936.67
64,750.30

Particulars
Pre- OP
2011
2012
2013
2014
2015
Cash Inflows
Commission
1,006,331.0
4
Income
Owners Equity
386,881.0
0
Total Cash Inflows
386,881.0
0
1,1
06,964.14
1,006,331.04
1,106,964.14
755,077.00
961,135.85
1,217,6
60.56
1,339,4
26.61
1,217,660.5
6
1,339,426.6
1
1,009,254.6
4
11,3
45.66
1,059,704.3
7
24,2
01.48
1,473,
369.28
1,473,369.2
8
Cash Outflows
Operating
Expense(net of
Depreciation)
Income Tax
Fixed Assets
Organizational Cost
Total Cash Outflows
Net Cash Flows

Add: Cash Balance
Begenning
Cash Balance End
31,163.51
1,112,601.59
45,
936.67
326,000.0
0
-
15,000.00
326,000.0
0
770,077.00
992,299.36
1,020,600.3
0
1,083,905.8
5
1,158,538.2
7
60,881.00
236,254.04
114,664.78
197,060.26
411,7
99.82
255,520.76
608,8
60.08
314,831.01
864,
380.84
608,860.08
864,380.84
1,179,211.85
60,881.00
60,881.00
297,135.04
2
97,135.04
411,799.82
58

Particulars
2011
2012
2013
2014
2015
ASSETS
Current Assets
Cash
297,13
5.04
297,135.04
411,799.82
411,799.82
60
8,860.08
864,38
0.84
1,179,211
.85
608,860.08
864,380.84
1,179,211.85
300,000.00
300,000.00
8,00
0.00
18,00
0.00
326,00
0.00
246,40
0.00
300,000.00
8,000
.00
18,000
.00
326,000
.00
308,000
.00
Non Current Assets

Transportation
Equipment
Total
Less: Accum.
Depreciation
Net Book Value
TOTAL ASSETS
300,000.00
8,00
0.00
18,00
0.00
326,00
0.00
61,60
0.00
300,000.00
264,400.00
202,800.00
141,200.00
79,600.00
18,000.00
561,535.04
614,599.82
750,060.08
943,980.84
1,197,211.85
31,163.51
11,345.66
24,201.48
45,936.67
64,750.30
603,254.17
725,858.60
898,044.17
8,000.00
18,000.00
326,000.00
123,200.00
8,000.00
1
8,000.00
32
6,000.00
18
4,800.00
LIABILITIES AND
OWNERS EQUITY
LIABILITIES :
Income Tax Payable
Owners Equity
386,881.00
530,371.53
59
Net income
Total Equity
TOTAL LIABILITY AND

EQUITY
72,882.64
143,490.53
530,371.53
561,535.04
122,604.44
172,185.57
234,417.38
603,254.17
725,858.60
898,044.17
1,132,461.55
614,599.82
750,060.08
943,980.84
1,197,211.85
Decision Parameters
C. Case 3 : Combination of 1 and 2
Year
1 ( 2010)
2 ( 2011)
3 ( 2012)
x
4 ( 2013)
5 (2014))
Net Income
143,490.53
72,882.64
122,604.44
Cumulative
143,490.53
216,373.17
338,977.60
386,881.00
511,163.17
745,580.55
172,185.57
234,417.38
X-1 = 386,881.00 - 122,604.44 = 161,352.98

2-X
511,163.17 - 386,881.00 12,565.25
= 2.3
X-1 = (2-x) (2.3) = 4.6 3x

X+ 3X = 4.6+ 1.0
4X = 5.6
X= 1.4 years
Rate of Return

249,358.66 249,358.66
386,881.00
0.6445
60
ROI = 64%
0.64

PV Factor of 1@ 10%
Formula: PV=1/(1+i)
YEAR
Y1 (2010)
Y2 (2011)
Y3 (2012)
Y4 (2013)
Y5 (2015)
Total Present Value of Cash
Inflows
Net Present Value of the
Project (Positive)
Annual cash
inflows
236,25
4.04
116,39
7.49
199,848.84
199,84
8.84
320,331.01
PV of 1 @
10%
0.9091
0.8264
0.7513
0.6830
0.6209
PV of Cash flows
214,7
78.55
96,1
90.88
150,1
46.44
136,4
96.76
198,8
93.52
796,5
06.15
386,8
81.00
409,6
25.15
61
Table 33: Summary of Decision Parameter Results of Evaluation of Capital

Investment
Case
0
1
2
3
Payback Period
1.5 years
1.8 years
2 years
1.4 years
Return on Investment
81.36 %
50%
64%
64%
Net Present Value

1,061,649.96
583,932.99
810,755.65
409,655.15
Return on Investment
Normal operation ( Case 0) shows 81.36% Return on Investment, while
50%, 64%, 64% for Case 1, 2 and 3 respectively.
Payback Period
Case (0) shows that a 386,881.00 investment can be recovered in 1.5
years . While case 1,2, and 3 be recovered in 1.8, 2 and 1.4 years respectively.
Net Present Value

Case (0) shows positive NPV which is (+) 1,061,649.96 while Case 1, 2 ,
and 3 showed positive values of (+) 583,932.99, (+) 810,755.65, (+) 409,655.15
respectively.
62
PART 7: SOCIO-ECONOMIC
The socio-economic impact of the project will be established clearly to
determine the benefits that would be just to the various stakeholders of the
business. Aside from being viable, the project should also focus on the social
and other economic benefits. This part of the study of the study details the socio
economic contribution of the project to the people of Zamboanga, to the City
Government and other beneficiaries.
As Philippines is concerned, Filipinos` ethical standards are very high.
Even the advanced western nations have much to learn from the Philippine
philosophy.
Honesty, in general, is regarded as the best policy.
ethics of Filipino people are not very much appreciable.
But business
It is true that some
successful business magnates, such as Ayala, Lopez, Tan, Gokongwee &

Soriano, in their later years turned to Philanthropy and the service of society; but
this occurred only after they had achieved their goal of accumulating great
fortunes and building gigantic industrial empires.
As a matter of fact, the proposed business practices will undergo an
evolutionary process.
The Proponent hopes and believes that this process will
work to the advantage of the individual, the group and society.

In order to have a better peep into the nature of obligations, it would be in
the fitness of things to divide the entire society into three groups, a.) Workers are
63
the pillars of the business, b.) Consumers and c.) government, the representative
of the community.
Workers are indeed, the pillars of the business ; they are important part of
the organization to which they belong.
It is therefore, it is very necessary to
keep them satisfied and gave them their due, for instance, the ethics of salaries
and wages dictate that an employee is entitled to be paid for his productivity.
The wages must be fair so that the labor might be in a position to enjoy a civilized
living.
Distribution is meant for consumption, and hence the satisfaction of the
consumers should be the primary concern of the proposed business.
It is really
the pious right of the consumers to have greater, better and cheaper goods, and
it is the responsibility of the proposed business to fulfill their ambition.
Government is the guardian of the community.
In order to serve the
community better, government should have adequate funds; taxation is a proper

means to secure the funds.
The proposed ginger farm will be adhered with
Bureau of Internal Revenue`s rules and regulations and will pay all taxes on time.
The proposed business`s vision enshrines the proponent long-held
philosophy of Profit with Honor (PH) and Unity with Zeal (UZ) .
The proposed
business will generate wealth and profit for its owner at the same time fulfill the
proponent responsibilities and commitments to the customers, employees,
suppliers, sales agents, government and environment.
7.2 Tangible Contributions
7.2.1 Income Tax Generation
64
The project under normal operation gives benefit to the local government through
income taxes.
An average income tax of P 97,136.9906 per year, this can be
used for the government projects such as hospitals, roads, schools and other
infrastructure projects.
7.2.2 Employment Generation
This project employs ten (4) personnel to earn additional income and
uplift their living conditions.
7.2.3 Sales Generation

The project provides great opportunities to other businessmen in earning
additional income. The proposed project with a net income in normal operation is
P 272,064.02 in year 1, P 229,405.82 in year 2, P 284,571.71 in year 3, P
346,853.27 in year 4, and P 417,036.74 in year 5.
Intangible Contributions
The business establishment will be known as socially responsible
activities. It will help retail stores particularly sari sari store to have convenience
in the selling of the products near the homes of the end users.
65
PART 8: Summary, Findings, Conclusions and Recommendations

8.1 Brief Summary
The primary objective of the study is to determine the feasibility of
establishing a Barbershops ship in Zamboanga City. After a thorough
consideration of the important aspects of the study such as Marketing aspect,
Organization and Management aspect, Technical Aspect, Socio Economic
Aspect, and Financial aspect
8.2 Findings:
After an attentive calculation and estimation of essentials data and figures
on the proposed business with regards to the financial aspects. Case scenarios
were given wherein its purpose is to comprehensively analyze the financial
position of the business to test its profitability, liquidity and stability. Upon the
application of these analytical tools, it was then found out that the proposed
business is feasible because the favorable status it shows based from the
normal operation analysis to the sensitivity analysis.
This was proven thru the positive yield on the decision parameters
illustrated on the summary. The net present value (NPV) analysis is sensitive to
the reliability of future cash inflows that an investment or project will yield. And
accordingly if the NPV of a prospective project is positive, it should be accepted.
The proposed business also shows positive result because the payback period
is shorter than the maximum periods of time.
66
Operating margin is a measurement of what proportion of business

revenue is left over after paying for variable costs of production. Businesses that
are able to expand their net margins over time will generally be rewarded with
share price growth, as it leads directly to higher levels of profitability. It requires
monitoring of its figures because the higher the margin, the better. In this
business projection, it was determined that the margin was predictably
increasing and the business was earning from the projected sales.
The current ratio can give also a sense of the efficiency of a business
operating cycle or its ability to turn its product into cash. Business that have
trouble getting paid on their receivables or have long inventory turnover can run
into liquidity problems because they are unable to alleviate their obligations. In
this proposed business it reflects that it has a higher current ration wherein an
indication that the business is unable to pay its obligation.
8.3 Marketing Aspect
The marketing strategy aimed of the business will be designed to create
an image synonymous with quality. The proposed project will create a quality
service at reasonable price. The proposed business and Pepsi Cola company
play important roles assuring the levels high service and customer satisfaction.
This aspect shows that there is indeed a huge potential demand for the product
against the initial supply of the project. The survey has shown positive result to
claim
and
support
this
project.
To ensure
its
success
and
endure
competitiveness, the proponent institutes effective marketing strategies and

sound management.
67
8.4 Organization and Management Aspect

The project will adopt a Sole Proprietorship form of the organization which
is functional in nature. Personnel requirements, descriptions and specifications
were established to get the right person for the right job. Compensations and
benefits were given such as SSS, Pagibig, Philhealth, 13 th Month pay, working
policies, rules and regulations are lucid to all employees , hence the operation
run smooth.
8.5 Technical Aspect
The proposed project will be operating in the west coast of Zamboanga
City. And will have one (1) truck, two (2) push cart and will be operating on a
commission basis.
68
As gleaned from table
Summary or Decision parameters, the
proposed project under normal operation ( Case 0) yielded a 81.36 % Return on

Investment,(ROI) Payback Period ( PP) of 1.5 years and a positive Net Present
Value ( NPV) of 1,061,649.96. This means the projects total investment of P
__________________ earns an average of for every 100.00 investment and can
be fully recovered in just 1.5 years . overall, the above mentioned parameters
under normal condition ( Case 0) manifest that the venture is highly profitable
and liquid in meeting its short and long term obligations.
In case 1 when revenue is decreased by 10% the ROI is reduced to 50% and
can be fully recovered for 1.8 years. The positive NPV of 583,932.99, suggests
that the project is still acceptable, generally, the venture is still profitable and
liquid.
In case 2 when operating expenses is increased by 10% , the ROI is
reduced to 64% and can be fully recovered for 2 years . The positive NPV of
810,755.65 suggests that the proposed project is acceptable. As a whole , the
venture is profitable and liquid.
In Case 3, when the worst case scenario would happen which means that
the operating expense is increased by 10% and revenue is decreased by 10%,
the ROI is reduced to 64 % and can be recovered for 1.4 years. The positive
NPV of 409,655.15 still suggests that the project is acceptable.
69
8.7. Socio- Economic Impact

The proposed project contributes to the socio-economic status of the
community particularly in the west coast of Zamboanga City. The project
generates income tax to provide employment , to give opportunities to
businessman in terms of sales and help stabilize supply of soft drinks in the area.
8.8 Recommendation:
After careful consideration and critical study, the researchers hereby
conclude that the proposed business Barbershops ship is highly feasible and
profitable. As a result, it is highly recommended that proponents will go on with
the business operation. Furthermore it is recommended that:
0
Partnership shall be done in accordance with the existing law of the
Philippine Government.
1
Any decision pertaining to the business operation shall be
determined the proponent

2
Appropriate and effective Marketing Strategy shall be developed to
promote the products and increase profit.

3
The goal of providing affordable but quality products shall always
be uphold at all times.

4
On time delivery of products shall be an observed protocol.
Inventory of products shall be done on monthly basis.
Medical examination should form part of the hiring procedure. Only
those that passed the requirements shall be employed.
70
Employees should be trained on proper handling of customers
satisfaction and relations,

8
Proper dress code must be observed by the employee during
working hours.
9
Working Area shall be kept clean all the time.
10
Ensure the proper implementation of personnel policies and
procedures.
11
The cash flow should be monitored by the Manager to ensure
smooth and safe remittance of cash.

12
Operational plan shall be observed such as sales and delivery.
13
The Manager shall monitor submission of accurate and timely
report from the companys helper.
71
REFERENCES
1.
2.
Feasibility Study Handbook by Eustaquio Ditablan

2006 Business World`s Special Report on New Accounting Standards
Through Transparency.
3.
Financial Accounting, Vol. 1, 2008 edition, by: Conrado C. Valex
4.
Financial Accounting 2, 2008 edition by: Pedro Guerrero
5.
Manage Your Time, Manage Your Work, and Manage Yourself, by: Merrile
E. Douglas and Donna N. Douglas
6.
Webster`s New Ideal Dictionary
7.
Psycho-Cybernetic and Self-Fulfillment, by: Maxwell Matz
8.
RA 9337 or the Reformed Value Added Tax Law
9.
National Internal Revenue Code
10.
SSS, HMDF, PHIC, Pag-IBIG & DOLE Circulars
11.
Management Advisory Services, 1990, by: Rodelio S. Roque
12.
Financial Accounting and Reporting, Vol. 2, by: Ma. Elenita Balatbat

Cabrera.
13.
Dima-ano, Lynda K. Public Market, Pagadian City, Personal Interview,

January 10, 2010.
72
Consulted the following Government Offices:

Department of Trade and Industry, Zamboanga City
Department of Labor and Employment, Zamboanga City
HDMF, Pag-IBIG, San Jose, Zamboanga City
National Statistics Office, Zamboanga City
Philhealth Insurance Company, Zamboanga City
Social Security System, Zamboanga City
Bureau of Internal Revenue, Zamboanga City
City Licensing Office Region IX
CURRICULUM VITAE
73
Position
Instructor
Agency Connected
Universidad de Zamboanga
Personal
1.
Name
AHMAD A. ALAWADDIN
2.
Sex
Male
3.
Age
35 years old
4.
Civil Status
Single
5.
Citizenship
Natural born Filipino
6.
Place of Birth
Jolo Sulu
7.
Date of Birth
July 7, 1974
8.
Religion
Islam
9.
City Address
C-807, Stanvac, Lower Calarian , Zamboanga

City
10.
Languages
Spoken
Tagalog, Visayan, English and Chavacano,

Tausug
11.
Name of Father
Datu Saripul A. Alawaddin(Deceased)
12.
Name of Mother
Hadja Harija A, Abdulhalim
Educational
Background
Graduate
College
Universidad de Zamboanga
2010
Master in Business Administration
Zamboanga City
MEIN College, Inc.
2002
Bachelor of Science in Commerce
Zamboanga City
74
MEIN College, Inc.

2001
18 Units in Professional Education
:
High School
Zamboanga Institute of Aviation and Technology

1997
Aircraft Technology
: J-Jireh School
1992
Suterville, Zamboanga City
John Spirig Sr. Memorial Elem. School
Campo Islam , Zamboanga City
Civil Service Professional Eligibility
Elementary
14. Eligibilities
:
Rating: 80.98 %

Feasibility Study

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Feasibility Study

Transféré par

Droits d'auteur :

Formats disponibles

1

PART 1: EXECUTIVE SUMMARY

Barbershops ship in Zamboanga City.

A project feasibility study on establishing a

Suterville, Zamboanga City Philippines

Distributorship will engage in the business

individuals who will be employed generating

Likewise, assures abundant and

steady supply in the market.

barbershop, the technology of its production, preservation, transportation and or

The benefit of profit to the owner and the barber

The benefit of bicycle to the barb

Specifically, it seeks to address operations relative to the following aspects

Marketing Aspect- Generally the proponent is attracted to invest in a

Organization and Management -

This is to determine the appropriate

Financial Aspect- this aspect determines the profitability level of the

Socio Economic Impact- The project is classified as sole proprietorship

economic desirability is measured in terms of the number of workers that the

2.3.2 Specific Objectives

2.4 Significance of Study

found feasible. Wise decision making will be

observed on the part of the proponents.

PART 3. MARKET ASPECT

3.2 Product Description

3.3 Marketing Environment

3.3 Target Market or consumers

of population are concentrated in terms of number of households, business

Table 2. Projected Population (2010-2014)

This analysis was made through the interviews conducted by the

Survey Questionnaires : Store Owners

More than 20 cases

3 years and more

Interview with the Barbershops

3.2 Demand Situation

Table 6 : Projected Demand (2010-2014)

3.3 Supply Situation

Past Supply (In Cases)

Source: Pepsi Cola Products Philippines Plant and, Distributors

Projected Supply(In Cases)*

*Forecasting Method Used: Trend Projection

(Trend Line Equation)

3.4 Demand - Supply Gap Analysis

3.5 Marketing Strategies

3.5.2 Placement of Distribution

the target markets, promotion efforts will be minimal.

Pepsi stores will be given Entitlement to pepsi - cola merchandising collaterals

PART 4. TECHNICAL ASPECT

Figure 1: Pepsi EDS Distribution Procedures:

Checker check if the order is

EDS Truck leaves the

4.3 Project Location

A form will be filled up

PART 5 : ORGANIZATION AND MANAGEMENT ASPECT

Organization is a group of people working together to attain certain goals. These

5.2 Description of Organization

5.3 Project Phasing and Timetable

Below are the pre-operating activities

Figure 3 : Pre-operating Activities

1st Month 2nd Month 3rd Month

Conduct Feasibility Study

Figure 4 : Organizational Structure

Table 11 : Personnel Requirement, Qualification and Description

Male of Legal age,