Gibbs' Hot Wings Strategic Plan

Ref: Strategic Management 13e by Fred David
A CASE STUDY OF Gibbs’ Hot Wings: STRATEGIC MANAGEMENT PLAN
A Terminal Report
Presented to the
Faculty of the Department of Business Administration
School of Business Economics
University of San Carlos
Cebu City, Philippines
In Partial Fulfillment
Of the Requirements for the Course
BA 111-A: STRATEGIC MANAGEMENT
1st Semester AY 2018-2019
By:
GAVIOLA, TAN ADRISON
GO, REANNE JEANNE L.
POGOY, JULITO
QUAN FUN, ANN MARIE L.
SYTIONGSA, CARRIE
NOVEMBER 2018
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TABLE OF CONTENTS
Chapter Page
I. Introduction 4
Industry Profile 4
Company Profile 5
Vision 6
Mission 6
Organizational Structure 6
II. Comprehensive Strategic Analysis 7
Company’s existing vision, mission, objectives, and core values
Organization’s external opportunities and threats, using STEEP
Organization’s competitive advantage using Porter’s 5 Forces model
External Factor Evaluation (EFE) Matrix.
Organization’s internal strengths and weaknesses, according to the four
functional areas of management:
Marketing
Operations
Human Resource
Finance
Internal Factor Evaluation (IFE) Matrix.
Competitive Profile Matrix (CPM).
Balanced Score Card.
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Strengths-Weaknesses-Opportunities-Threats Confrontation Matrix
Significant/ robust strategic options by TOWS analysis
Organization’s Objectives, per functional area, based on the robust
strategic options selected
Relevant business strategies that surfaced using the following tools/ matrices:
I-E, SPACE, BCG, Grand Strategy, Porter's Generic, Ansoff's, QSPM
Functional Decisions: (V M O) KRA PI S P A T RES per functional area
Proposed procedures for strategy review and evaluation
III. Conclusions and Recommendations
Appendices
Curriculum Vitae
Student’s Peer Evaluation
Photo Documentation
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Chapter 1
INTRODUCTION
Industry Profile
Gibbs Hot Wings is in the food service industry. According to the 2015 Annual
Survey of Philippine Business and Industry (ASPBI) released by the Philippine Statistics
Authority (PSA) in October 2018, there are 27,028 establishments that engage in
accommodation and food service activities, with restaurants in the lead at 6,652
establishments in total (24.6% of the total number of establishments). Fast food chains
come in second, with 4,477 establishments (16.6%), followed by refreshment stands,
kiosks, and counters at 3,772 establishments (14%). The report also shows that the food
service industry has generated a lot of income; in fact, the food service industry has a
total income of PHP 471.3 billion. Restaurants are the major contributors, with a total
income of PHP 158.1 billion (33.5%); fast food chains contribute PHP 144.8 billion
(30.7%).
This figure shows that the food service industry is definitely booming and it
continues to improve through the years. The food service industry, as observed, is
strongly influenced by the current fast-paced lifestyle of Filipinos in the country. With
the increasing purchasing power of the consumers today, the demand for convenience has
also become stronger, which has establishments in the food service industry expanding
and building networks to cater to these markets.
According to Stephen Dutton, a consumer food service associate from
Euromonitor International, chicken fast food was the strongest retail format in 2016, with
a growth rate of 8% and a total global sales of $65.6 billion. Chicken, as mentioned in an
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article on BusinessWorld, has a universal appeal - unlike pizza or burgers, which are
regional-specific. Every place in the world serves chicken, and chicken can easily adapt
to the preferences of local consumers in any particular region. In fact, in the Philippines
alone, Jollibee Foods Corporation is the market leader of chicken fast food - with a total
sales of $1.67 billion in 2012, followed by McDonald’s Corporation with $533 million
total sales.
Company Profile
Gibbs’ Hot Wings currently has two (2) branches in Cebu City. One located in
Streetscape and the other one located in IT Park. These location were chosen by the
company on where to put up the business because the company aims to reach out to their
main target customers which are the millennials. The company also made sure it is also a
family-friendly place, so it is a good place for family hangout. The main product of
Gibbs Hot Wings is the spicy chicken wings. While the company has few other products
offered in the menu, but the main focus is on the chicken wings. The company’s main
competitors are restaurant industries in Cebu that offers similar products such as Wingers
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Unlimited and Burrow. The business not only aims to serve good food but also to build
friendships and stronger bonds through their chicken wings, and their events.
Mission
The mission of Gibb's Hot Wings aims to create memories and friendships through
their chicken wings.
Vision
Gibbs’ Hot Wings sees itself as the home of the best hot wings in Cebu.
Organizational Structure
CEO/General
Manager/Financial
Manger
Supervisor
Employees
In the organizational structure of Gibbs Hot Wings, the chief executive officer or
general manager and finance manager is the owner of the business. In this case, Mr.
Frank Oliva is the CEO of the company. Following the CEO is a supervisor in each
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branch, who are hired under the CEO to help assist the employees in the business and to
help keep track of the inventory and supplies. Meanwhile, the role of the employees is to
prepare the dishes and the place, and assist the customers.
Chapter 2
COMPREHENSIVE STRATEGIC ANALYSIS
Mission
Gibbs' mission is to bring together a community of friends and family through chicken
wings.
Vision
Gibbs' Hot Wings wants to educate its customers about the diversity of wings. The
company also wants to give the customers quality wings to its customers
Objectives
Gibbs' hot wings wishes to expand to other places around the country while maintaining
its quality of chicken wings.
Core values
Gibbs' Hot Wings focuses on family values. They strive to strengthen bonds through the
chicken wings.
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External Oppurtunities and threats using STEEP
Social Factors
Opportunity: Gibbs can use its social media platforms to attract more potential
customers. Millenials contribute majority of the foot traffic in the internet, utilizing such
can increase foot traffic in the company.
Threats: Competitors can also use this strategy to attract customers which also are the
consumers of Gibbs'.
Technological
Opportunity: As mentioned earlier, social media comes with the advancement of
technology. The company has other different methods other than social media to attract
customers. they can use events as another marketing strategy to attract customers and
promote brand equity.
Threats: Everything has its end. As well as technology, such as computers that keep files
can be damaged. there will always be times that technology can be unreliable.
Economic
Opportunity: With Gibbs' place in the market, gibbs can make promotions that can cater
the other inhabitants of the market, thus competing in the lower scale.
Threats: Since Gibbs' is known for its high price, competition can actually capitalize on
this weakness by lowering its prices. Inflation may affect the prices on raw materials.
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Environmental
Opportunity: Since Gibbs' is already a well known brand, the company can send out
stalls or pop up shops to events around the city. This provides the brand more exposure to
its consumers.
Threats: Gibbs' can have a risk of not being exposed in the market if it stays stagnant.
Political
Opportunity: The company can utilize its resources to assist in the political aspect.
sponsorships, donations can be applied in order to gain favor
Threats: The government can possibly abuse its power upon the establishment.
Organization’s competitive advantage using Porter’s 5 Forces model
Competitive Rivalry
Gibbs's has more control of the marketing aspect as to the competition is
concerned. Gibbs' has made sure that the customers remember the brand. The company
has also properly hit their target markets as majority of their target market are seen within
the premise.
Bargaining Power of Suppliers
Since Gibbs' has multiple branches around the city, the demand for chicken from
the supplier is high. and due to the sheer number of raw materials supply, Gibbs' can
apply for changes in prices controlling and increasing its sales.
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Bargaining Power of Customers
Gibbs' target market are usually those from the higher classes. in which are
already employed customers in which price is not of the issue. with their high quality
products, customers are willing to purchase more.
Threat of Substitution
This threat is less likely to happen as Gibbs' has already established itself in the
market as one of the top chicken wings in cebu.
Threat of New Entry
Gibbs' can never be affected by new entrants in the market. The company has
already reached far in terms of experience in this kind of market. if not, Gibbs' is one of
the chicken wing juggernauts in the current market. Engaging in a price war with the
company can eventually eliminate new entrants.
External Factor Matrix (EFE)
External Factor Evaluation Matrix (EFE)
Weighted
Opportunities Weight Rating Score
1. acquisition of dying competitors and establishments 0.02 3 0.06
2. rising millennial population in Cebu 0.10 4 0.40
3. increase in household income 0.08 3 0.24
4. increased social media availability and usage 0.06 4 0.24
5. rising demand for chicken wings in Cebu 0.09 4 0.36
6. expansion to other areas in the Philippines 0.06 3 0.18
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7. rapid city development in Cebu 0.08 3 0.24
8. decrease in poultry product prices 0.01 4 0.04
9. contracts with new suppliers 0.02 2 0.04
10. development of South Road Properties 0.07 3 0.21
Weighted
Threats Weight Rating Score
1. new entrants 0.01 4 0.04
2. growing competition 0.09 4 0.36
3. growing health consciousness among consumers 0.05 3 0.15
4. rising cost of key raw materials 0.02 2 0.04
5. availability of alternative restaurants 0.08 3 0.24
6. price wars among competitors 0.07 2 0.14
7. fluctuating economy 0.02 2 0.04
8. increased number of substitutes for chicken wings 0.06 4 0.24
9. increases in price inputs, leading to upward pricing 0.01 2 0.02
10. increasing insurance costs 0.00 2 0.00
TOTALS 1.00 3.28
According to the EFE Matrix the major strengths(with the rate of 4) of Gibbs Hot
Wings are the following: rising milennial population in cebu with a weight of 0.10,
increased social media availability and usage with a weight of 0.06, rising demand of
chicken wings in cebu with a weight of 0.09 and an increased number of substitutes for
chicken wings with a weight of 0.06
Moving on to the minor strengths (with the rate of 3) of Gibbs Hot Wings, the
following are the acquisition of dying establishments with a weight of 0.06 increase in
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household income with the weight of 0.08, expansion to other areas in the country with
the weight of 0.06, lastly, rapid development in cebu city with the weight of 0.08.
Next is the major weaknesses (with the rate of 4) of Gibbs Hot Wings, the
following are the major threats of Gibbs Hot Wings: new entrants in the chiken wing
industry with the weight of 0.1, growing competition with the weight of 0.09, increased
number of substitutes for chicken wings with the weight of 0.06.
Lastly are the minor weaknesses (with the rate of 2) of Gibbs Hot Wings, the
following are the minor weaknesses of Gibbs Hot Wings: rising cost of key raw materials
with the weight of 0.02, price wars among competitors with the weight of 0.07, fluctuating
economy with the weight of 0.02, increases in price inputs, leading to upward pricing of 0.01,
increasing insurance costs with the weight of 0.0.
According to the EFE Matrix of Gibbs Hot Wings, the total weighted score is 3.28
which means the company is considered as strong in position in its external factors.
Organization’s Internal Strengths and Weaknesses
1. Marketing Department
STRENGTHS WEAKNESSES
Brand exposure is always present There are only a limited amount of
choices provided in the menu
Booming population of millennial Lack of focus on adjusting to offer
population, its target market other food choices that suits the target
market’s needs
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Attractive branding, ambience and High prices of menu items and
concept beverages
Large market share Few branch in Streetscape and IT Park
Excellent customer service and high Not enough avenues for the company to
quality products freely advertise in Cebu
Gibbs’ Hot Wings has a competitive advantage on brand exposure, where
customers are able to recall or recognize the brand. It has a huge customer population
mainly consisting of the millennials, due to the booming population of “trendy”
millennials aged 20-34 years old, this has been their target throughout the years. With
the excellent customer service and high quality products, specifically their chicken wings,
Gibbs’ Hot Wings is able to attract a large number of customers, allowing it to capture
more customers, resulting to a large market share.
While Gibbs’ Hot Wings has these strengths, the researchers have also identified
the company’s weaknesses on the marketing aspect. The company has a limited amount
of choices provided in the menu. The main reason for this is because their main product
and signature dishes are the chicken wings, and the company chooses to give more
importance to their signature dishes. Although there is an upward trend of chicken wings
in the industry, millennial customers tend to look for something new, and usually vary in
food choices. Thus, the lack of focus on other food choices is considered a weakness for
Gibbs’ Hot Wings. Another weakness identified is the continuous increase in the prices
of menu items and beverages, which is affected mostly by the increase in the prices of the
raw ingredients and materials used. In addition to these, the company also has only two
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branches: one in Streetscape and another one in I.T. Park Cebu, both of which are located
in Cebu City. Having a limited number of branches can affect the company’s brand
exposure in other areas; however, this can also be considered an opportunity for Gibbs’
Hot Wings to expand further in these areas in the future.
2. Operations Department
Steady production flow Product leftovers of the day’s
inventory
Value for high quality Limited seating
Abundant supply of ingredients Lack of innovation for supply chain
and materials
More than enough finished goods Distribution channel focuses only
served to customers on B2C
The strengths of the Operations Department of Gibbs Hot Wings are composed of
the following: first, they have a steady production flow. The process from start to finish
is smoothly done in each of the company’s branches. The companay also boasts of their
value for high quality. Gibbs’ Hot Wings places great importance on quality in almost
everything - from the way they extend service, to the ambiance, to the presentation of
their menu items, to the taste of their chicken wings and their beverages. This value for
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high quality has helped made their operations more efficient and more effective. Gibbs’
Hot Wings also sees to it that they never run out of dishes for the customers. They make
sure that their supply of menu items is abundate and enough to cater to the customers.
With this, the company also has an abundant supply of ingredients and materials for their
finished goods. They conduct inventory checks every day, to make sure that supply
never runs out easily.
The weaknesses of the Operations Department of Gibbs Hot Wings are composed
of the following: first, it is that they have limited number seats, especially in their
Streetscape branch, which is very small. Another weakness they have in the operations
aspect is that they always have product leftovers of the day’s inventory. Gibbs’ Hot
Wings also lacks innovation for the supply chain, as they only source from and depend on
the same suppliers for their menu items.
3. Human Resource Department
Good relationship with employees Not very structured organization
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Strong leadership of management Too labor intensive
Well-trained employees High employees’ wages
In terms of human resources, Gibbs’ Hot Wings has the following strengths. First,
the employees of Gibbs’ Hot Wings have a good relationship with the company. Gibbs’
Hot Wings believes in the principle of putting people first, and in bringing people
together; thus, the company treats their employees like family. They compensate their
employees at the minimum wage, while at the same time providing them benefits for
health, insurance, and even free meals. In addition to this, Gibbs’ Hot Wings also has a
strong management system. With the assistance of Mr. Frank Oliva, the owner, Gibbs’
Hot Wings is able to properly manage the businesses. The owner makes sure that each of
their two branches is properly managed - that the company policies are being adhered to.
Gibbs’ Hot Wings also employs a group of people who are well trained to prepare
chicken wings, wait, and serve the customers.
The weaknesses of the HR Department are composed of the following. First, it is
that their organization is not very well structured. They do not have separate supervisors
and managers for each of their branches, as this would be too costly already on their part.
Another weakness is that the company is labor intensive. The chicken wings are
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prepared the traditional, home-cooked way; thus, the company does not rely on highly
advanced kitchen equipment, which is quite labor - intensive. Another weakness is they
have high employee wages. Although this is considered as an advantage on the part of
the employees, the company has to shoulder so many costs and expenses already.
4. Finance Department
Constant increase in yearly Stagnant profit margin
income
Positive cash flow Increasing prices of menu items
Sufficient budget for kitchen
supplies and equipment
In their Finance Department, Gibbs’ Hot Wings’ strengths are composed of the
following: first, that they have constant increase in yearly income. This has also resulted
in a higher profit margin. With this, the company is able to have a positive cash flow,
which allows them to have sufficient budget for kitchen supplies and equipment.
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On the other hand, their weaknesses are the following: that the department has
stagnant profit margin, and the increasing prices of menu items. Some factors for these
may include the high pressure from competitors, and the pressure in the industry.
Internal Factor Evaluation (IFE) Matrix
Internal Factor Evaluation Matrix (IFE)
Weighted
Strengths Weight Rating Score
1. steady production flow 0.02 3 0.06
2. high quality products (chicken wings) 0.09 4 0.36
3. positive cash flow 0.02 3 0.06
4. large market share 0.10 4 0.40
5. excellent customer service 0.07 4 0.28
6. high brand exposure 0.08 4 0.32
7. booming millennial population 0.08 4 0.32
8. good employee employer rapport 0.06 3 0.18
9. strong management 0.04 3 0.12
10. great ambiance 0.07 4 0.28
Weighted
Weaknesses Weight Rating Score
1. limited seating 0.02 2 0.04
2. distribution is only B2C 0.02 2 0.04
3. lack of motivation for supply chain 0.01 1 0.01
4. too many product leftovers from daily inventory 0.01 2 0.02
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5. stagnant profit margin 0.04 1 0.04
6. increasing prices of menu items 0.03 2 0.06
7. limited menu choices 0.10 1 0.10
8. high prices of menu items 0.07 1 0.07
9. few branches 0.05 2 0.10
10. not very structured organization 0.02 2 0.04
TOTALS 1.00 2.90
According to the IFE Matrix the major strengths (with the rate of 4) of Gibbs’ Hot
Wings are the following: high quality products which is the chicken wings with the
weight of 0.09, large market share with the weight of 0.10, excellent customer service
with the weight of 0.07, high brand exposure with the weight of 0.08, booming millennial
population with the weight of 0.08, lastly great ambiance with the weight of 0.07.
Moving on to the minor strengths (with the rate of 3) of Gibbs Hot Wings, the
following are the minor strengths of Gibbs’ Hot Wings: steady production flow with the
weight of 0.02, positive cash flow with the weight of 0.02, good employee employer
rapport with the weight of 0.06, lastly, strong management with the weight of 0.04.
Next is the major weaknesses (with the rate of 1) of Gibbs Hot Wings, the
following are the major weaknesses of Gibbs Hot Wings: lack of motivation for supply
chain with the weight of 0.01, stagnant profit margin with the weight of 0.04, limited
menu choices with the weight of 0.10, lastly, high prices of menu items with the weight
of 0.07.
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Lastly are the minor weaknesses (with the rate of 2) of Gibbs Hot Wings, the
following are the minor weaknesses of Gibbs Hot Wings: limited seating with the weight
of 0.02, distribution is only B2C with the weight of 0.02, too many product leftovers
from daily inventory with the weight of 0.01, increasing prices of menu items with the
weight of 0.03, few braches with the weight of 0.05, lastly, not very structured
organization with the weight of 0.02.
According to the IFE Matrix of Gibbs’ Hot Wings, the total weighted score is
2.90 which means the company is considered as strong in position.
Competitive Profile Matrix (CPM)
Competitive Profile Matrix (CPM)
Gibbs' Hot
Wingers Burrow
Wings
Critical Success Factors Weight Rating Score Rating Score Rating Score
Advertising 0.12 4 0.48 4 0.48 4 0.48
Market Penetration 0.10 4 0.40 4 0.40 3 0.30
Customer Service 0.10 4 0.40 3 0.30 3 0.30
Store Locations 0.04 3 0.12 3 0.12 3 0.12
R&D 0.03 2 0.06 1 0.03 1 0.03
Employee Dedication 0.05 4 0.20 3 0.15 2 0.10
Financial Profit 0.06 3 0.18 3 0.18 3 0.18
Customer Loyalty 0.06 4 0.24 2 0.12 3 0.18
Market Share 0.20 4 0.80 4 0.80 3 0.60
Product Quality 0.15 4 0.60 3 0.45 4 0.60
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Top Management 0.02 3 0.06 1 0.02 2 0.04
Price Competitiveness 0.07 2 0.14 3 0.21 3 0.21
Totals 1.00 3.68 3.26 3.14
According to the Competitive Profile Matrix, Gibbs Hot Wings, Wingers, and
Burrow have the same rating for Advertising with the rate of 4 as their major strength.
With the score of 0.48, all of them have the same score so they are at par with one
another in terms of Advertising. Next major strength of Gibbs Hot Wings is the Market
Penetration with the score of 0.40 the same with Wingers, while the Burrow have a rating
of 3 as their minor strength with the score of 0.30. Next major strength of Gibbs Hot
Wings is Customer Service with the score of 0.40, while the Wingers and Burrow have a
rating of 3 as their minor strength with the score 0.30. Next major strength of Gibbs Hot
Wings is Employee Dedication with the score of 0.20, Wingers rating for Employee
Dedication is 3 as their minor strength with the score of 0.15, while Burrow’s rating for
Employee Dedication is 2 as their minor weakness with the score of 0.10. Next major
strength of Gibbs Hot Wings is Customer Loyalty with the score of 0.24, Wingers rating
for Customer Loyalty is 2 as their minor weakness with the score of 0.12, while Burrow
rating for Customer Loyalty is 3 as their minor strength with the score of 0.18. Next
major strength of Gibbs Hot Wings is the market share with the score of 0.80 the same
with Wingers, while Burrow’s rating for market share is 3 as their minor strength with the
score of 0.60. The last major strength of Gibbs Hot Wings is Product Quality with the
score of 0.60 the same with Burrow, while the Wingers rating for Product Quality is 3
with the score of 0.45.
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According to the Competitive Profile Matrix there are only 3 minor strengths (rate
of 3) of Gibbs Hot Wings which is Store Locations with the score of 0.12. They also have
the same score and rating with Wingers and Burrow. Next minor strength of Gibbs Hot
Wings is the Financial Profit with the score of 0.18, they also have the same rating and
score with Wingers and Burrow. The Last minor strength of Gibbs Hot Wings is Top
Management with the score of 0.06, Wingers rating for Financial Profit is 1 as their major
weakness with the score of 0.02, while Burrow’s rating for Financial Profit is 2 as their
minor weakness with the score of 0.04.
According to the CPM there are only 2 minor weaknesses (rate of 2) of Gibbs Hot
Wings which is the R&D with the score of 0.06, while Wingers and Burrow have the
same rating of 1 as their major weakness with the score of 0.03. And the other minor
weakness of Gibbs Hot Wings is the Price Competitiveness with the score of 0.14, while
Wingers and Burrow have the same rating of 3 as their minor strength with the score of
0.21.
Among the 3 companies Gibbs Hot Wings, Wingers, and Burrow the strongest
performer in the market is Gibb’s Hot Wings with the total score of 3.68. While the
Wingers is the 2nd strongest performer in the market with the total score of 3.26. And the
last performer in the market is Burrow with the total score of 3.14.
Balanced Scorecard
GIBBS’ HOT WINGS
STRATEGY
Objectives Measures Targets Initiatives
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Financial Meet target Return-on Attract old Create
sales revenue Equity and new promotional
Combined Ratio, customers strategies to
Business mix attract customers
Customer Improvement Acquisition/ Millennials Offer a variety of
of products Retention chicken flavors
and services that could only be
tasted in Gibbs
Hot Wings
Internal Develop Business Improve Implement
Business Target Development, Productivity Quality Plans to
Processes Markets, Manage Improve improve overall
Align Claims Spending Quality and providing the
with best quality
business, products and
service
Learning Develop a Departmental Employees To create policies
& Growth healthy work Policies and and to enforce
environment Rules management transparency and
culture responsibility
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Strengths – Weaknesses – Opportunities – Threats Confrontation Matrix
TOWS MATRIX External External Threats (T)
Opportunities (O)  Growing competition
IV. Rising demand for  Availability of
chicken wings in alternative restaurants
Cebu  Price wars among
V. Rising millennial competitors
population
VI. Rapid city
development in Cebu
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Internal SO ST
Strengths (S)
1. Large 1. Maintain large market 1. Make prices lower/ have
market share and address growing more combo meals to gain
share demand by creating and competitive advantage over
2. High innovating new chicken wing other chicken wing restaurants,
quality flavors every month and maintain large market
products share
3. High brand 2. Advertise high quality
exposure products (chicken wings) to 2. Differentiate high quality
attract millennial markets products (chicken wings) from
through active promotions on other alternative restaurants, by
social media changing the style of plating
and presentation of food.
3. Maintain high brand
exposure by putting up new 3. Develop customer
branches in places such as relationships and increase
SRP, and in more malls such brand loyalty through programs
as SM City Cebu, Ayala such as coupons, rewards, and
Center Cebu, SM Seaside offering discounts on special
Cebu, and Robinsons occasions
Galleria
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Internal WO WT
Weaknesses (W)
Limited menu 1. Add more chicken wing 1. Add more healthy choices to
items flavors to address rising differentiate from other
High prices of demand, and at the same restaurants, such as salads and
menu time, more entrée dishes as fruit juices, and add more
items such as barbeque and ribs to affordable menu items
Few branches expand the menu
2. Establish Gibbs’ Hot 2. Source raw materials from
Wings as a status symbol for local suppliers at a lower cost,
millennials through to fix lesser prices of menu
improvement of ambience items and gain competitive
and setting up of events such advantage
as Spicy Wings Challenge,
Acoustic Nights, and also
having celebrity
endorsements
3. Consider accepting orders

3. Add more branches in key
and deliveries online, through
cities in Cebu aside from
the website and social media to
Cebu City, such as Mandaue
address the limited number of
City and Lapu-lapu City
branches and the ensuing price
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wars among competitors
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A SWOT Confrontation Matrix is a tool used to analyse the different combinations
of strengths, weaknesses, opportunities and Threats. This matrix allows companies to
identify the most important strategic issues the company is facing. There are 4 possible
relationships used in this matrix: Strengths and Opportunities (SO), Strengths and Threats
(ST), Weaknesses and Opportunities (WO) and Weaknesses and Threats (WT). All of the
company’s relationships include 3 strategies each.
SO talks about the different strategies that allow the company to do what is good
when that specific opportunity arrives. The first is about maintaining their current market
share and meet the growing demand of chicken wings by creating new and delicious
flavours every month. The second is to attract Millennials by advertising high quality
products on social media. The third is about maintaining the brand exposure by opening
new branches where there is a large market.
ST is options where the company’s strengths can be improved and threats can be
turned into opportunities. The first ST is lowering prices and having combo meals as their
competitive advantage while maintaining their large market share. The second is
redesigning the presentation of the food as a mean of differentiating high quality products
from other restaurants in the same industry. The third is developing and increasing
customer relationship and brand loyalty via programs.
WO is all about when a company is trying to seize an opportunity despite having
the presence of a weakness. The first is adding more flavours to the chicken wings to
satisfy the rising demand and adding more products to expand the menu. The second is
establishing Gibb’s as a symbol for Millennials to hang out by setting up events. The
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third is adding more branches into key Cities aside from just Cebu City.
WT are options that combine a company’s weaknesses with external threats. The
first is to add more healthy choices which differentiate Gibb’s from other restaurants. The
second would be to negotiate with local supplier about lower costs to lower the prices in
the menu. The third is to deliberate accepting order via delivery and online to gain a
competitive edge against their competitors.
Significant / robust strategic options by TOWS analysis
Based on the TOWS Analysis, there are a number of strategies that Gibbs’ Hot
Wings can implement to their business. However, some of the strategies stand out from
the rest and. These are the top 5 strategies that the business can use to help become more
successful in the future:
 Maintaining the business’s current market share and meet the
growing demand of chicken wings by creating new and delicious flavours every
month. By doing this, current customers can enjoy the taste that they love and
enjoy new tastes. Due to the rise of the industry, more people not only look
forward to eating the products they love but also new flavours which will make
them come back for more.
 Attracting Millennials by advertising high quality products on
social media. Social Media is one thing most people go to everyday, especially the
Millennials. So by advertising the products in a way that customers see as high
quality, it will peak the customer’s interest making them pay a visit.
 Maintaining the brand exposure by opening new branches where
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there is a large market. Gibbs’ should maintain their current strategies for
publicizing the brand but at the same time furthering the exposure of the brand.
This can be done by opening new branches where there are a lot of potential
customers.
 Lowering prices and having combo meals as their competitive
advantage while maintaining their large market share. With the current
competition in the industry, inflation seems like a good idea but lowering them
would be a better idea. By having lower prices, customers would rather eat in
Gibbs’ compared to other, keeping in mind the lowered price must still lead to
profit and not loss.
 Adding more flavours to the chicken wings to satisfy the rising
demand and adding more products to expand the menu. Since the industry is
rising, it also makes sense that the demand rises too. To keep up with this rise,
Gibbs’ should continue to add more flavours into their chicken wings and expand
their menu. This will allow customers to see what new innovations the company
has come up with.
Organization’s objectives per functional area, based on the robust strategic options
selected
MARKETING OBJECTIVES
1. To be more known as the home of the best chicken wings in Cebu by expanding
the branch to other places for awareness and brand exposure. This specific goal
can be measured through the increase in sales of the company by meeting the
rising demand of the product. This can be achieved through research and
31
studying on how to penetrate deeper in to the market. The food industry can be
very challenging but the goal has been carefully chosen and studied by the
company. This can be achieved within the next 3 to 4 years of the operations.
OPERATIONS OBJECTIVES
1. To improve product quality by 25% within 6 months. This can be measured by
checking the amount of sales generated by the business. This can be done by
continuously refining the procedures and not altering the process even when faced
with challenges such as time consuming or a large number of customers to serve
resulting in a strengthened brand and increase of sales.
2. To generate multiple new products for the menu by 3 months, which also include
more challenges the business can offer to their customers. This will result in more
choices for the customers to choose from; the challenges will attract customers
who are willing to take the new challenge in hopes to conquer it. An increase of
sales and out of stock transpiring will keep track if the goal is met.
3. To research all potential suppliers and identify which supplier offers the best
ingredients to be used for the business. This will result in having the freshest
ingredients and helps in the overall quality since using the best ingredients
available helps improve the taste. This can be calculated from the overall taste
and how the customers find the taste.
HR OBJECTIVES
1. To have a more functional organizational structure, by assigning a manager or a
32
supervisor, and to divide the staff into different departments - waiting staff, cooks and
bartenders, etc.
2. To set down a set of company rules and policies that are to be followed by every
employee and staff member as well as management - to ensure camaraderie and
professionalism among employers and employees
4. 3. To hire people who are equipped with good communication skills,
interaction skills, and who can work well under pressure
5. 4. To increase the number of employees by 75% to match the growing
number of consumers.
6. These objectives can be achievable within 3-4 years.
FINANCIAL OBJECTIVES
7. 1. To continue to increase revenue every year. This can be measured by
checking the annually income of Gibbs Hot Wings from to the point of the
business started to the existing year. Keeping food costs at less than 40% of all
revenue could then focus on low food waste. Budgeting requires research
estimate accurate revenue levels based on demand forecasting. Using the annual
budget projections, the account staff can help set targets for profit goals.
Relevant business strategies that surfaced using the following tools/matrices
The researchers use the following tools and matrices to come up with business
strategies for Gibbs’ Hot Wings:
I-E Matrix
I-E MATRIX FOR GIBBS’ HOT WINGS
33
This part shows and formulates strategies and allocates resources among divisions.
This is mostly prepared for competitors. Through this, the company can analyze and
compare to the direct and indirect competitors. This matrix can serve as a score sheet and
through it, the company can see where they are standing and where their competitors are
standing. This matrix is somewhat similar to the BCG matrix but it requires more
information. The I-E Matrix helps in formulating alternative strategies.
The company can use this to keep track or score to see where it is standing, if it is
ahead or behind their competitors. The result can help see which side is running low and
the company can develop alternative strategies on how to improve that certain situation.
The I-E matrix can also be considered as a forecast matrix. The I-E Matrix is based on
the two key dimensions: the IFE total weighted scores, which is plotted on the x-axis, and
the EFE total weighted scores on the y-axis.
The results show that the IFE total weighted score of Gibbs’ Hot Wings is 2.90,
which is interpreted as an average internal position; meanwhile, the EFE total weighted
score of Gibbs’ Hot Wings is 3.28, which is interpreted as high.
34
Based on the total weighted IFE and EFE scores of Gibbs’ Hot Wings, it can be
concluded that Gibbs’ Hot Wings falls under cell II of the I-E Matrix. This implies that
Gibbs’ Hot Wings needs to focus on implementing grow and build strategies. Gibbs’ Hot
Wings should implement grow and build strategies, which includes the use of intensive
(market penetration, market development, and product development), or integrative
(backward, forward, horizontal integration).
For market penetration, Gibbs’ Hot Wings should focus more on building their
current market composed of millennials aged 20 to 34 years old, who usually dine with
family and friends. This can be done through active promotion and advertising of their
products and other offers on social media. Gibbs’ Hot Wings should also continue to
create more music events such as Acoustic Nights, and events such as the Spicy Wing
Challenge to entice their market.
For market development, Gibbs’ Hot Wings should consider expansion in other
key cities in Cebu, such as Mandaue City, Lapu-lapu City, and even in the developing
South Road Properties of Talisay City. The company may also want to consider putting
up branches inside malls such as Ayala Center Cebu, SM City Cebu, and Robinsons
Galleria Cebu; and, in the long run, more branches across other key areas in the
Philippines, such as in Bohol, Bacolod, Iloilo, Manila, Davao, Cagayan de Oro, and
Zamboanga.
For product development, Gibbs’ Hot Wings should continue to create more
distinct flavors, such as different levels of spiciness and maybe more sweet flavors of
their chicken wings to attract customers. Aside from chicken wings, the company can
also add more menu items such as grilled pork belly, pork barbecue, and baby back ribs,
35
or even have more combo meals to attract price-conscious customers. They can also
change the plating style for their dishes, or add more features to the ambiance of each of
their branches to draw more attention from potential customers.
Forward integration involves the expansion of the company’s business activities,
by controlling their direct distribution of products. This means that Gibbs’ Hot Wings
can consider merging with their different supply chain members, such as distributors and
retailers, to move forward in the supply chain. However, this strategy can only be
implemented once the company has reached a level where they have an adequate supply
of human resources, and the financial advantage to meet expenses, and when their
existing distributors and retailers have a higher profit margin.
Backward integration, on the other hand, involves the ownership of or the merging
with their suppliers in the industry. This means that Gibbs’ Hot Wings can acquire, for
example, the company that supplies them their chicken wings. This strategy can result in
more cost savings, an improvement in the efficiency of the company’s operations, and a
guaranteed supply. Horizontal integration involves the creation of economies of scale,
which allows the company to increase their power over distributors and suppliers, and
encourages product differentiation, which helps the company gain competitive advantage.
In the future, Gibbs’ Hot Wings may want to merge with other top chicken wing
restaurants in other countries, such as Buffalo Wild Wings in the U.S.A., in case they
have plans for global expansion.
36
SPACE Matrix
The Strategic Position and Action Evaluation (SPACE) Matrix is an important
Stage 2 matching tool, which is composed of four quadrants. Each quadrant indicates
whether a company must make use of either aggressive, conservative, defensive, or
competitive strategies to move forward in the market. Each axis of the SPACE matrix
stands for two internal dimensions: the x-axis is composed of the competitive position
(CP) and the industry position (IP) of the company; while the y-axis is composed of the
financial position (FP) and stability position (SP) of the company. Overall, these four
factors help determine where a company really stands.
The SPACE Matrix above shows that Gibbs’ Hot Wings has an overall rating of
37
2.8 on the x-axis, with an overall rating of 0.8 on the y-axis. This means that Gibbs’ Hot
Wings is in an excellent position to use their internal strengths to overcome their
weaknesses and avoid potential threats. The company should place more emphasis on
aggressive strategies. These aggressive strategies involve market penetration, market
development, product development, backward and forward integration, and
diversification.
Market penetration means that Gibbs’ Hot Wings should continue to expand their
current market, who are composed of millennials aged 20 to 34 years old, who usually
dine with family and friends. This can be done through active promotion and advertising
of their products and other offers on social media. Gibbs’ Hot Wings should also
continue to create more music events such as Acoustic Nights, and events such as the
Spicy Wing Challenge to entice their market.
To further reach and develop more markets, Gibbs’ Hot Wings should consider
expansion in other key cities in Cebu, such as Mandaue City, Lapu-lapu City, and even in
the developing South Road Properties of Talisay City. The company may also want to
consider putting up branches inside malls such as Ayala Center Cebu, SM City Cebu, and
Robinsons Galleria Cebu; and, in the long run, more branches across other key areas in
the Philippines, such as in Bohol, Bacolod, Iloilo, Manila, Davao, Cagayan de Oro, and
Zamboanga.
In addition to this, Gibbs’ Hot Wings should continue to create more distinct
flavors, such as different levels of spiciness and maybe more sweet flavors of their
chicken wings to attract customers. Aside from chicken wings, the company can also add
more menu items such as grilled pork belly, pork barbecue, and baby back ribs, or even
38
have more combo meals to attract price-conscious customers. They can also change the
plating style for their dishes, or add more features to the ambiance of each of their
branches to draw more attention from potential customers.
Forward integration involves the expansion of the company’s business activities,
by controlling their direct distribution of products. This means that Gibbs’ Hot Wings
can consider merging with their different supply chain members, such as distributors and
retailers, to move forward in the supply chain. However, this strategy can only be
implemented once the company has reached a level where they have an adequate supply
of human resources, and the financial advantage to meet expenses, and when their
existing distributors and retailers have a higher profit margin.
Backward integration, on the other hand, involves the ownership of or the merging
with their suppliers in the industry. This means that Gibbs’ Hot Wings can acquire, for
example, the company that supplies them their chicken wings. This strategy can result in
more cost savings, an improvement in the efficiency of the company’s operations, and a
guaranteed supply.
Diversification is further classified in two: related or unrelated. Related
diversification means that Gibbs’ Hot Wings should consider expanding their existing
line of products or markets. For example, Gibbs’ Hot Wings can further the consumption
of their products by providing combo meals, or more complementary dishes such as
healthier appetizers like mashed potatoes. This also involves adding newer flavors, such
as more levels of spiciness for their chicken wings, or other menu items such as pesto
flavored pasta. Unrelated diversification, on the other hand, involves the expansion of
more products not related to their line of business. For example, in the future, Gibbs’ Hot
39
Wings might want to consider opening a fast food restaurant. They can enter into
partnerships with local fast food conglomerates such as Jollibee and Mang Inasal to
further their business. As of today, related diversification is recommended for Gibbs’
Hot Wings, since this is less risky compared to the latter. It does not require big
investments, and this is also more secure on the part of Gibbs’ Hot Wings since the
strategy is directly related to their line of business.
BCG Matrix
The Boston Consulting Group (BCG) Matrix is designed to specifically enhance a
company’s efforts in order to come up with effective strategies. It is a graphical
representation of the company’s products in terms of market share position and growth
rate. This helps the company evaluate which products are strong in the industry, and
which products need more development. The BCG Matrix is composed of four quadrants,
40
namely: question marks, stars, dogs, and cash cows.
The products in Quadrant I, or those classified as question marks, are composed
of Gibbs’ Hot Wings spicy intense wings, and the upcoming chicken wing flavors. Those
under this quadrant have a low relative market share position, but still are able to
compete in a high-growth industry. The reason for the low relative market share position
of these is because only a few people usually order the intense spicy wings. It is also
uncertain as to whether the new flavored wings would be a hit in the industry. Thus,
Gibbs’ Hot Wings must strengthen their intense spicy wings and new flavors through
active promotion on social media, in order to attract and expand their current market.
Gibbs’ Hot Wings can also add more items to their menu and continue to develop the
presentation and taste of their chicken wings.
The products in Quadrant II are labeled as star products. In this case, Gibbs’ Hot
Wings has the Angel wings as the star products. The Angel wings have achieved a high
market share and a high industry growth rate. Thus, Gibbs’ Hot Wings can make use of
the following strategies: foward, backward, and horizontal integration; market
penetration; market development, and product development to further their position.
Quadrant III is composed of cash cow products. These are the products that have
a high relative market share position but compete in a low growth industry. Gibbs’ Hot
Wings’ cash cows are composed of the Original spicy wings, and alcoholic beverages
such as beer, vodka, and tequila. These products are considered cash cows since they are
highly consumed, and generate cash exceeding their needs. It is important to maintain
the strong position of these cash cows. Some good strategies for these include product
development or diversification. This involves adding a twist to these products, such as
41
enhanced flavors.
Finally, Quadrant IV products are considered as “dogs” in the firm’s portfolio. In
this case, Gibbs’ Hot Wings’ appetizers such as french fries, and pasta such as carbonara
and spaghetti and meatballs are the dog products. These are products that have a low
market share, and are competing in a slow market growth industry. It has been observed
by the researchers that not many customers consume appetizers, as chicken wings can be
consumed alone. Thus, to minimize risks, Gibbs’ Hot Wings can put them together with
the chicken wings as combo meals. This strengthens the consumption of both the
chicken wings and the appetizers.
Grand Strategy
The Grand Strategy Matrix has also become a powerful tool for businesses in
42
creating alternative strategies. The Grand Strategy Matrix is evaluated based on two
dimensions: market growth and competitive position. The results from the Grand Matrix
show Gibbs’ Hot Wings on the first quadrant (upper-right corner).
This means that Gibbs’ Hot Wings has achieved a rapid market growth, with an
annual sales exceeding 5 percent, and is strong in terms of competitive position. Gibbs’
Hot Wings is at an excellent strategic position; thus, the company should focus more on
expanding their current markets (market penetration and market development), and
continue to concentrate on innovating their products (product development). Moreover,
once Gibbs’ Hot Wings has reached a level where the resources are excessive, then
backward, forward, or horizontal integration may be used. With the limited product line
of Gibbs’ Hot Wings, related diversification may also be utlitized to reduce this risk.
Gibbs’ Hot Wings can also take advantage of expansion opportunities, and may take risks
aggressively only when necessary.
Porter’s Generic
For the Porter’s Generic Matrix, there are 3 different generic strategies for
achieving above average performance in an industry – Differentiation Strategy, Overall
Cost Leadership Strategy and Focus Strategy. Among the 3 strategies, Gibbs’ Hot Wings
chooses the Differentiation strategy where a firm seeks to be unique that is widely valued
by customers.
There are many things that differentiate Gibbs’ from other restaurants that also
sell chicken wings. But among all of these differences, the one thing that sets them apart
is their chicken wings that offer different levels of spiciness. The spiciness level ranges
from level 1 – 5, with 1 being the mildest and 5 being the spiciest, and the customers can
43
choose their desired level. Other restaurants many have unlimited wings and drinks but
letting the customers choose their preferred spiciness level is something that other
chicken wings restaurants don’t have.
This meets that the customers’ needs since there are some customers who are not
fond of spicy foods and there are other customers who want their food spicier than
normal. By allowing them to choose their desired level, they can enjoy the taste as they
eat. As the spiciness level increases, so does the price but it is worth it for the customers
who love spicy food.
Ansoff’s Matrix
MARKET DEVELOPMENT DIVERSIFICATION
 Expansion to other branches in 4. High Risk
Cebu
 Expand the target Market
MARKET PENETRATION PRODUCT DEVELOPMENT
5. Launch promos every now and 7. Improve customer service by
then shortening time and improving
6. Continue to innovate the products quality
8. Develop related products or
services
MARKET DEVELOPMENT
This is where the business seeks to sell its existing products into new markets.
There are 2 strategies Gibb’s can do to ensure Market Development. The first would be
44
the expansion to other branches in Cebu. By doing so, the brand will be introduced to
new markets and will gather new customers. The second is to expand the Target Market.
The current target market for Gibb’s are Millennials ages 20 – 34 years old who usually
go in groups. The company should consider expanding it to high school students to adults
ranging from 16 – 40 years old and not focus just on Millennials.
DIVERSIFICATION
This is where the business markets new products in new markets. The only thing
Gibb’s needs to watch out for is the High Risk, especially for the new products.
Releasing new products to a new market always has high risks to it because it is unsure if
the product will actually survive in the market in the short and long run.
MARKET PENETRATION
This is where the business focuses on selling existing products into the existing
markets. For market penetration, Gibb’s implements 2 strategies. The first one would be
to launch promotions every now and then. This will peak consumer’s interest and can
gather potential customers. The second would be to continue innovating the products,
especially their specialty which is their spiciness level. Loyal customers would already
know about their challenge and by furthering the challenge and adding new flavours then,
more potential customer will visit.
PRODUCT DEVELOPMENT
This is where the business aims to introduce new products into existing markets.
Product Development can happen by improving customer service by shortening time and
improving quality. This will result in much more delicious products and faster service
time making customer satisfied with the experience Gibb’s offers and will be more than
45
willing to come back. Another strategy would be to develop related products or services
such as fries to go with the chicken wings rather than the rice. This will give customers
more choices to choose from allowing them to choose one to their desired liking.
QSPM
Key Factors Weight AS TAS
Opportunities
1) Population is increasing 0.08 3 0.24
2) Location is far from the direct competitors 0.08 3 0.24
3) Located in the area of the target market 0.07 2 0.14
4) Good environment of dining for any occasion 0.10 4 0.40
Threats
1) Many indirect competitors in the nearby location 0.10 4 0.40
2) Menu has lesser choice compared to its indirect 0.08 2 0.16
competitors in the nearby location
3) Competitors have offers in menu that is unlimited 0.10 4 0.40
4) Economy’s inflation rate is high 0.07 2 0.14
Strengths
1) Employee morale is excellent 0.10 4 0.40
46
2) Have assistance in making posting for social media 0.05 1 0.05
advertisement
3) Advertisement for event increases population of 0.07 4 0.28
customers
Weaknesses
1) Has no official website 0.09 3
2) Lively only during the evening 0.08 2
3) Less offers in the menu compared to the indirect 0.08 2
competitors in the nearby location
4) Store located a bit far from the lively area and not seen 0.05 2
directly
The Quantitative Strategic Planning Matrix, or QSPM, helps the company examine
sets of strategies and evaluate these strategies on how effective it is. This matrix draws
attention to certain important things that affect strategy decision. It is recommended that
big or small businesses use this matrix to analyze and evaluate which strategy is good
enough or which to apply first. Based on the table above, Gibb’s current location is a
decent environment for eating however there are many indirect competitors in the area.
These competitors also offer promos that are unlimited however Gibb’s morale is superb.
D. Functional Decisions (VMO KRA PI SPATRES per functional area)
MARKETING
 Competitive Advantage. This is the one unique aspect that the
47
company has that makes consumers want to go to your brand. Gibb’s has this in
their menu on their spicy challenge allowing customers to choose how spicy they
want their wings to be.
OPERATIONS
 Growth Strategy. This is talking about introducing new products or
adding new feature to existing products. Possible new products of Gibb’s can be
sandwiches and innovative products can be combo meals or new flavours of wings.
This is set in the Operations objectives that states to create new and innovative
items in the menu.
 Market Penetration. This is the when a product is recognized and
brought by a particular market. Gibb’s can expand their market by opening new
branches. This is generated from the SWOT where it was one of the strategic
options to open a new branch.
HR
 Mandatory Training. Companies who hire new employees must go
through training to handle their given task and work efficiently. This is generated
from the HR Objectives to set down a set of rules and policies. The training
program and seminars will ensure professionalism among staff.
 Customer Experience. This is one of the most vital things in a
company, especially under a service industry like a restaurant. Gibb’s must be able
to keep their customer satisfied in their visit. The Vision-Mission alone brings this
strategy since they want to connect people and create memories and friendships
with their business.
48
FINANCE
 Cutting Costs. Cutting costs can help the business increase their
sales. To cut costs, the company must look for cheaper suppliers but at the same
time keeping the quality of the product. This is generated from the Finance
objective that states that food cost should be at least 40% of all revenue.
E. Proposed procedures for strategy review and evaluation
In order for the business to see what they should improve or work on, they can
have the employees’ rate on how the business is going and how the customers react to
certain things. The business can also have the customers rate or evaluate the service or
products offered. The company can put up evaluation in their website or print several
copies. That way, the company can identify which side is good, needs improvement and
what strategy is best used or implemented in order for the business to run better and for
the customers to be fully satisfied at all times. After analyzing a strategy, it is best to
implement it afterwards and observe if there are good changes or if a new strategy is
needed. A study of quick restaurant services should also take into consideration in order
to analyze strategy for good and fast services during peak hours.
Chapter 3
CONCLUSIONS AND RECOMMENDATIONS
Conclusions
Gibbs’ Hot Wings has indeed achieved a high level of strategic position in the
industry. They are indeed one of the market leaders in the food service industry,
particularly the chicken retailer category. However, despite this, they still have some
49
areas to improve on.
Recommendations
Based on the study, the researchers recommend the following for Gibbs’ Hot
Wings:
Market penetration. Gibbs’ Hot Wings should continue to attract their current
market, composed of millennials aged 20-34 years old, who dine with family and friends.
One way of doing this is by increased promotional efforts, especially through social
media sites such as Facebook and Instagram. Gibbs’ should maintain an active presence
online, and continue to promote their products on these platforms. Moreover, Gibbs’
should have a more structured marketing department tasked to do these. Gibbs’ Hot
Wings should also focus more on providing discounts, especially during special
occasions and holidays. They can also have a membership card to increase further the
loyalty of their customers.
Market development. Gibbs’ Hot Wings should consider expansion as part of
their business plans. Some potential locations for expansion include other malls in Cebu,
such as Ayala Center Cebu, SM City Cebu, Robinsons Galleria Cebu, Parkmall, J Centre,
and SM Seaside Cebu. They should also consider expanding to different key cities
besides Cebu City, such as Mandaue City, Lapu-lapu City, and Talisay City. Moreover,
they can also expand to other key regions in the Philippines, especially Bohol, Bacolod
and Iloilo in Visayas, Davao City in Mindanao, and the National Capital Region.
Branching out further increases the market share of the company.
Product development. Gibbs’ Hot Wings should continue to experiment and
innovate different, distinct flavors for their chicken wings, such as higher levels of
50
spiciness, or more sweet flavors. Moreover, they should expand their menu items by
adding entrees such as grilled baby back ribs, pork belly, pork barbecue, and so on.
Gibbs’ can also consider adding healthier alternatives as part of their menu in the future,
such as salads, vegan burgers, and fruit shakes. Having varied products attracts diverse
markets, allowing more room for market growth.
APPENDIX A
Curriculum Vitae
TAN ADRISON T. GAVIOLA
Topaz St. Buena Hills, Guadalupe, Cebu City

09566451325
Email address: Gaviola36@gmail.com
PERSONAL DETAILS
Gender : Male
Age : 20 years old
Place of Birth : Cebu City
Nationalit
y : Filipino
Date of Birth : March 16,1998
Civil
Status : Single
Religion : Christian
51
EDUCATIONAL BACKGROUND
Primary : Bethany Christian School

2005-2011
Secondary : Sacred Heart School - Ateneo de Cebu

2011-2015
Tertiary : University of San Carlos

2015 - present
52
REANNE JEANNE L. GO
Royale Cebu Estates, Consolacion Cebu

09171795836
Email address: go.reannejeanne@gmail.com
PERSONAL DETAILS
Gender : Female
Age : 20 years old
Nationality : Filipino
November 22,
Date of Birth : 1998
Civil
Status : Single
Religion : Roman Catholic
Primary : Sacred Heart School - Ateneo de Cebu

2005-2011
Secondary : Sacred Heart School - Ateneo de Cebul

2011-2015

2015 - present
53
JULITOR. POGOY III
866 D. Jakosalem St. Cebu City

09271284585
Email address: julito.pogoy24@gmail.com
PERSONAL DETAILS
Gender : Male
Age : 20 years old
Nationalit
y : Filipino
Date of Birth : Feb. 24, 1998
Civil
Status : Single
Primary : Sacred Heart School - Ateneo de Cebu

2005-2011

2011 - 2015

2015 - present
54
ANN MARIE L. QUAN FUN
345-A San Antonio Village

V. Rama Avenue, Cebu City
09173753285
Email address: quanfun.annmarie@gmail.com
PERSONAL DETAILS
Gender : Female
Age : 21 years old
Nationalit
y : Filipino
Date of Birth : May 24, 1997
Civil
Status : Single
Religion : Christian
Primary : Cebu Cherish School

2001-2007
Secondary : Philippine Christian Gospel School

2008-2014

2014 - present
55
CARRIE G. SYTIONGSA
Talamban, Cebu City

0917 320 7010
Email address: cgsy.4536@yahoo.com.ph
PERSONAL DETAILS
Gender : Female
Age : 21 years old
Nationalit
y : Filipino
Date of Birth : May 21, 1997
Civil
Status : Single
Primary : Child Development Center of Cebu

2003-2005
Sacred Heart School - Hijas de Jesus

2005-2006
Sacred Heart School - Ateneo de Cebu

2006 - 2009

2009 - 2013

2013 - present
56

1st Semester, AY 2018-2019
Rater’s Name and Signature: GAVIOLA, TAN ADRISON

Group Members: GAVIOLA, TAN ADRISON; GO, REANNE JEANNE; POGOY, JULITO;
QUAN FUN, ANN MARIE; SYTIONGSA, CARRIE
PEER EVALUATION FORM

Put your group members’ names in the spaces provided, one name at the top of each column.
TAN REANNE JULITO ANN CARRIE

Group Member’s Name GAVIOLA GO POGOY QUAN SYTIONGSA
FUN
8 10 8 8 10
A. Quality of output (10 points)
9 10 9 9 10
B. Quantity of output (10 points)
10 10 10 10 10
C. Attendance and Punctuality
during group meetings (10
points)
10 10 10 10 9
D. Number of Useful Ideas
Contributed
(10
points)
10 10 10 10 10
E. Commitment to the Group (10
points)
47 50 47 47 49
Total Score (A+B+C+D+E)
8.1 10 8.1 8.1 9.8

Average Score (Total Score / 5)
Scoring: 10 - Excellent
8-9 - Very Good
57
7-6 - Good
5 - Fair
1-4 - Poor
COMMENTS
Name of the member: Pogoy, Julito____________
Comments:
He passes his deadlines on time.
Name of the member: Go, Reanne Jeanne______________

Comments:
She is a good leader. She assigns the tasks accordingly to the abilities of the members.
Name of the member: Quan Fun, Ann Marie__________________

Comments:
She is willing to hear out the ideas and do what is assigned without hesitation and on
time._She also has good quality outputs in her assigned tasks.
Name of the member: Sytiongsa, Carrie________________

Comments:
She passes her deadlines on time.
Thank You!!!
58

Rater’s Name and Signature: GO, REANNE JEANNE LIM



FUN
9 10 9 9 10
8 10 8 7 9
7 10 8 10 10
points)
8 10 8 8 9
Contributed
(10
points)
10 10 10 10 10
points)
42 50 43 44 48
8.4 10 8.6 8.8 9.6

8-9 - Very Good
7-6 - Good
59
5 - Fair
1-4 - Poor
COMMENTS
Name of the member: TAN ADRISON T. GAVIOLA

Comments:
Complies with requirements, helps out, full of great ideas
Name of the member: JULITO R. POGOY III

Comments: Really does what he can to contribute to the group
Name of the member: ANN MARIE L. QUAN FUN

Comments: Content is sometimes wrong, but contributes
Name of the member: CARRIE G. SYTIONGSA

Comments: Exceptional groupmate, very helpful, makes big contributions
Thank You!!!
60

Rater’s Name and Signature: POGOY, JULITO



FUN
8 10 8 8 10
9 10 9 9 10
10 10 10 10 10
points)
8 10 10 8 9
Contributed
(10
points)
10 10 10 10 10
points)
45 50 47 45 49
8.8 10 8.8 8.8 9.8

61
8-9 - Very Good

7-6 - Good
5 - Fair
1-4 - Poor
COMMENTS
Name of the member: Gaviola, Tan Adrison____________

Comments:
He is willing to help and hear out ideas from members then willing to recommend or
suggest._He is also willing to take the responsibilities of other tasks.

Comments:
She is a good leader. Always keep the member updated and keep track of progress of
work of the group._She can lead the group through her leadership skills.
Name of the member: Quan Fun, Ann Marie__________________

Comments:
She is willing to hear out the ideas and do what is assigned without hesitation and on
time._She also has good quality outputs in her assigned tasks.

Comments:
She is committed to the group and tasks assigns and she has good quality outputs in her
works. Her outputs are sent on time.
Thank You!!!
62

Rater’s Name and Signature: QUAN FUN, ANN MARIE



FUN
8 10 8 8 10
8 10 8 8 10
10 10 10 10 10
points)
8 10 8 8 9
Contributed
(10
points)
10 10 10 10 10
points)
44 50 44 44 49
8.8 10 8.8 8.8 9.8

63
8-9 - Very Good

7-6 - Good
5 - Fair
1-4 - Poor
COMMENTS
Name of the member: Gaviola, Tan Adrison____________

Comments:
He is willing to help and hear out ideas from members then willing to recommend or
suggest._________________________________________________________________
________________________________________________________________________
____________________________________________________________________
________________________________________________________________________
________________________________________________________________________
___________________________________________________________

Comments:
She is a good leader. Always keep the member updated and keep track of progress of
work of the
group._____________________________________________________________
_________________________________________________________________
_________________________________________________________________
________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Name of the member: Pogoy, Julito___________________

Comments:
He is willing to hear out the ideas and do what is assigned without hesitation and on
time.___________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_____

Comments:
She is committed to the group and tasks assignes and she has good quality outputs in her
works.__________________________________________________________________
________________________________________________________________________
________________________________________________________________________
64
______
________________________________________________________________________
________________________________________________________________________
____________________________________________________________
Thank You!!!
65

Rater’s Name and Signature: SYTIONGSA, CARRIE



FUN
8 10 8 9 8
9 10 8 8 9
9 10 9 9 9
points)
9 10 7 8 8
Contributed
(10
points)
10 10 10 10 10
points)
45 50 42 44 44
9 10 8.4 8.8 8.8

66
8-9 - Very Good

7-6 - Good
5 - Fair
1-4 - Poor
COMMENTS
Name of the member: _GO, REANNE______

Comments:
As a leader, she is very capable of handling the group and keeping others in check. She
makes sure that our group passes the right content and on time. She has given the group a
lot of ideas and very responsible. As a member, she always does her best to ensure that
the group has an efficient output.
Name of the member: ___QUAN FUN, ANN MARIE______

Comments:
As a member, she has been helpful in giving ideas and during brainstorming. She has
given great content and helps out when asking for information. She shows promise but
can be a little more active when the group is being asked a question about the company.
Name of the member: ___POGOY, JULITO_____________

Comments:
As a member, he shows promise. He does his tasks without fail and his content is very
useful. He passes on time and sometimes earlier and when called to present on stage,
does his part. He has also given the group a number of ideas which can help the company
and the strategies they can use in the future.
Name of the member: ___GAVIOLA, TAN____________

Comments:
As a member, he has given more than a number of ideas especially during questions
asked from the teacher. His fast thinking has helped the group come up with more
strategies and possible products for the company. Although, he passes just on time, his
content is very good and is devoted to the group.
Thank You!!!
67
68
69

Gibbs' Hot Wings Strategic Plan

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Gibbs' Hot Wings Strategic Plan

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Ref: Strategic Management 13e by Fred David

A CASE STUDY OF Gibbs’ Hot Wings: STRATEGIC MANAGEMENT PLAN

GAVIOLA, TAN ADRISON

GO, REANNE JEANNE L.

QUAN FUN, ANN MARIE L.

II. Comprehensive Strategic Analysis 7

Company’s existing vision, mission, objectives, and core values

Organization’s external opportunities and threats, using STEEP

Organization’s competitive advantage using Porter’s 5 Forces model

External Factor Evaluation (EFE) Matrix.

Organization’s internal strengths and weaknesses, according to the four

functional areas of management:

Internal Factor Evaluation (IFE) Matrix.

Competitive Profile Matrix (CPM).

Balanced Score Card.

Strengths-Weaknesses-Opportunities-Threats Confrontation Matrix

Significant/ robust strategic options by TOWS analysis

Organization’s Objectives, per functional area, based on the robust

strategic options selected

I-E, SPACE, BCG, Grand Strategy, Porter's Generic, Ansoff's, QSPM

Functional Decisions: (V M O) KRA PI S P A T RES per functional area

Proposed procedures for strategy review and evaluation

III. Conclusions and Recommendations

Student’s Peer Evaluation

come in second, with 4,477 establishments (16.6%), followed by refreshment stands,

and building networks to cater to these markets.

According to Stephen Dutton, a consumer food service associate from

their chicken wings.

COMPREHENSIVE STRATEGIC ANALYSIS

its quality of chicken wings.

External Oppurtunities and threats using STEEP

can increase foot traffic in the company.

Opportunity: As mentioned earlier, social media comes with the advancement of

promote brand equity.

sponsorships, donations can be applied in order to gain favor

Organization’s competitive advantage using Porter’s 5 Forces model

Gibbs's has more control of the marketing aspect as to the competition is

Bargaining Power of Suppliers

apply for changes in prices controlling and increasing its sales.

Bargaining Power of Customers

products, customers are willing to purchase more.

market as one of the top chicken wings in cebu.

Threat of New Entry

company can eventually eliminate new entrants.

External Factor Matrix (EFE)

External Factor Evaluation Matrix (EFE)

1. acquisition of dying competitors and establishments 0.02 3 0.06

2. rising millennial population in Cebu 0.10 4 0.40

3. increase in household income 0.08 3 0.24

4. increased social media availability and usage 0.06 4 0.24

5. rising demand for chicken wings in Cebu 0.09 4 0.36

6. expansion to other areas in the Philippines 0.06 3 0.18

7. rapid city development in Cebu 0.08 3 0.24

8. decrease in poultry product prices 0.01 4 0.04

9. contracts with new suppliers 0.02 2 0.04

10. development of South Road Properties 0.07 3 0.21

1. new entrants 0.01 4 0.04

2. growing competition 0.09 4 0.36

3. growing health consciousness among consumers 0.05 3 0.15

4. rising cost of key raw materials 0.02 2 0.04

5. availability of alternative restaurants 0.08 3 0.24

6. price wars among competitors 0.07 2 0.14

7. fluctuating economy 0.02 2 0.04