Saint Mary’s University

Bayombong, Nueva Vizcaya

School of Accountancy and Business

Anyone’s home,
everyone’s table

Presented to the Dean and Faculty of the

School of Accountancy and Business

In Fulfillment
Of the Requirements for Accounting Research Case-Analysis

Submitted by:
ANNA DOMINIQUE G. ACERET
MARILYN C. ACOB
NORELYN A. AQUINO
ANGLICA C. BALUCAS
CRISTELLE M. ESQUIERRA

Submitted to:
MR. JONATHAN P. VERGARA

November, 2018

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 Restaurant business was the leading media brand in the commercial foodservice

industry, with a focus of entrepreneurship, innovation and growth. Similarly, restaurants have

always played an essential role in the business, social, intellectual and artistic life of a thriving

society (Restaurant Business Magazine).

There are many reasons why people engaged in a business popularly in line with the

food industry. Some were interested in the business side and wanted to have a sustained income

but most people just really loved foods and liked being in the kitchen.

“Cooking is like loving someone, you do it with a lot of passion”. This passion led the

owners, Mrs. Remanel M. Esquijo-Paraiso and her husband Mr. Eduardo S. Paraiso Jr., to

established “The Table” last February 18, 2018. It was created to serve everyone with a great

taste of variety foods of the different countries like Thailand, Korea and our very own Filipino

dishes. Likewise, the major events of life, personal and professional were celebrated in

restaurants. And “The Table” with a peaceful environment, brought people together and made

them feel at home. The exquisite restaurant was located at Bacarra St., Brgy. Quezon, Solano,

Nueva Vizcaya.

This case analysis used different matrices like Competitive Profile Matrix (CPM),

Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Porter’s Five-forces

Model, and SWOT Analysis to identify the main problem of the business. Based on the data

gathered, it was found out that the entity’s sales were continuously fluctuating. It was also

discovered that the main problem was the poor marketing strategy of the restaurant.

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 As the title of the case implied, the researchers aimed to help the entity in taming the

market by promoting that “The Table” will always bring you home. Furthermore, to seek

possible solutions of the existing problems, and recommend marketing strategies with the case

title “Anyone’s Table, Everyone’s Home” as the central theme, which will eventually boost the

business’ sales.

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 The Table is a business restaurant owned by Mrs. Remanel M. Esquijo-Paraiso with her

husband Mr. Eduardo S. Paraiso Jr. that was established last February 18, 2018. The owners

named their business “The Table” to conceptualize the Filipino value of eating peacefully and

joyfully together with the family. Likewise, with a lot of food and travel experiences of the

couple, The Table was created to serve everyone with a great taste of Filipino foods and other

countries’ delicacies especially Thailand, where they worked and gained cooking experiences

On the other hand, choosing the best location is an integral part of putting up a business.

The restaurant was located at Bacarra St., Brgy. Quezon, Solano, Nueva Vizcaya. Although it

was far from the center of the town, the owners cite three reasons why they chose their current

location. First, the location was peaceful enough for the customers to unwind compared to the

“centro” that was full of beeping cars, busy people and pollution. Second, the parking space

would not be enough if they established their business at the “centro”. Lastly, the rent expenses

for the space of the restaurant would be too costly. The cost of rental of their current place was

P 8,000 per month. It was originally a house that was renovated by the owner and was

subsequently improved by the couple.

The table started promoting their products and their business as well, through social

media particularly on Facebook. It was also their way of reaching out the customers and

extending their service beyond the normal. Fortunately with a few menu, the entity had a good

feedback from the customers. On their opening promo, they gave 10% discount on all items in

the menu and gave free drinks and cakes that lasted for a week. The bestseller under the Thai

Food was the ‘Mookata’ Thai Hotpot, ‘Moo’ which means pork and ‘kata’ means grill. Almost

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all Thai rice meals attracted customers and ‘Sinigang seafood supreme’ on the other hand, was

the bestseller under the Filipino rice meals. The ‘Pod Thai’ was popular for those customers

who love to eat pasta. ‘Spring rolls’ and ‘Somtam’ were the favorite snacks of most customers

together with the dessert ‘Watermelon Bingsu’.

Manpower was also an essential part of the business because they acted as the hands of

a company. Without them, the business would be a living corpse. The restaurant started with

four employees including them as the chef and assistant cook in the kitchen. The owners were

very considerate when it comes to their staff. They gave them a day-off once a week and getting

their permission ahead of time was enough for them when their employees have urgent matters

to attend with. In the present, both of them are now managing all the transactions of the

establishment. Including taking orders, accepting payments, serving and delivering foods,

cleaning and other jobs necessary to continue the business flow. The table was open every

Monday to Saturday from 10 A.M- 9 P.M. and 2P.M.- 9 P.M. every Sunday. They were

accepting reservations but most were walk-in customers. Due to the lack of employees and

managing the whole restaurant personally, the owners tend to get too tired and sometimes will

not open on the following day.

A good relationship with your supplier is just as important as having a good relationship

with the customers. It is vital to ensure suppliers meet the immediate needs of the business. The

owners acquired their supplies of raw ingredients twice a week, especially seafood from

Dagupan, in line with the business of their younger brother .These supplies last for a week.

Often times, due to some natural calamities, the supplies were sometimes delayed. On the other

hand, they bought vegetables daily to serve it fresh to the customers.

Managing a restaurant was also full of ups and downs. That is why a business plan is an

important blueprint that will guide and help the business to survive in the long run. On the first

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two months of operation, the sales were consistently high but not enough to cover the starting

capital of the owners. On the third month, the business was closed for the whole month because

of the personal matters that the owners needed to address with. On the following months, the

entity was like starting again and the sales were continuously declining.

In any business, it is only normal for the first year of operation to incur loss. So, despite

of the negative profit, the owners continued to serve the best for their customers. Since for them,

people who loves to eat are always the best people and these best people should be served with

the best food in there table. Thus, the restaurant earned the trust and loyalty of most customers

due to the warm accommodation they have provided.

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Figure 1: 8- Month Period Financial Performance

FINANCIAL PERFORMANCE
60000

50000

40000

30000

20000

10000

0
FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER

-10000

-20000

SALES EXPENSES PROFIT (LOSS)

Figure 1 shows the financial performance of The Table for the first eight (8) months of

operation. It shows that sales are greater than expenses during the first three (3) months. Thus,

giving a positive profit to the entity. On the following months, the business incurred greater

expenses compared to sales. As a result, the restaurant suffered a loss.

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 Figure 1.1: Sales data from February to September

SALES
60000

50000 50000
45000
40000

30000 30000
25000
20000 20000
15000
12500
10000

0 0
February March April May June July August September
SALES

As shown by Figure 1.1, the entity’s sales for the month of February started from P30,

000.00. From this month to March, the business had a 66.67% increase in sales. Then, the entity

had a 10% decrease in sales from the month of March to April. Meanwhile, as seen from the

graph, the business did not have any sales (0% sales) for the month of May due to the suspension

of the business operation. The owners decided to resume their operations on the following

month. From the month of June to July, the entity had a 25% increase in sales. Then, the

business had a 50% decrease in sales from the month of July to August. Lastly, the business

had a 20% increase in sales from the month of August to September.

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Figure 1.2: Expenses from February to September

EXPENSES
45000
41400
40000

35000

30000 30400 30000

28400
25000 25400

20000 20000
16700
15000

10000
8000
5000

0
February March April May June July August September
EXPENSES

As shown by Figure 1.2, the business entity’s expenses for the month of February started

from P20, 00.00. From this month to the month of March the entity had a 42% increase in

expenses. From March to April, the business had a 45.77% increase in expenses. However, on

the month of May there was still a fixed cost amounting to P8, 000.00 for the business rental

fees. Resuming the operations from the month of June, the business started to incur expenses

again. From the month of June to July the business had a 34.25% decrease in expenses. Then,

from the month of July to August the business had a 50% decrease in expenses. And lastly, the

business had a 79.64% increase in expenses from the month of August to September.

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Figure 1.3: Profit from February to September

PROFIT (LOSS)
25000
21600
20000

15000

10000 10000

5000
3600
-400
0
February March April May June July August September
-5000 -4200
-8000

-10000 -10400

-15000 -15000

-20000

Figure 1.3 shows the profit of the entity from the month of February to March.

Commencing from the first month, the income increases by P 11, 600 and subsequently

decreases by P 18, 000. However, the business started to have a negative profit (loss) from the

month of May until September.

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Figure 2: Location of “The Table”

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 The food service industry in which The Table was included describes those businesses

or companies that serve foods, meals or snacks for immediate consumption of the people,

particularly those consumers who are away from home. Not leading away from its definition,

The Table itself catered such customers but in a unique way. They decided to locate the

restaurant in a place far from the center of the town, maintaining their theme ‘Anyone’s Table,

Everyone’s Home” in a peaceful environment.

Establishing a business in a large industry comprises of outside barriers that can affect

the entity in many aspects. There are two layers of external environment, the task and general

environment. The former has significant impacts on business. In terms of competitors, there are

restaurants that offer similar or substitute products such as, the newly established business at

the Hidden Garden. It involves different stalls that offer related foodstuffs. Other restaurants

compete for resources, since they used the same raw materials – meat, vegetables and other

ingredients for them to meet their recipes. Also, some competes for product quality. There are

restaurants that offer similar menu but they used secret formulas for their products. For instance,

the samgyeopsal of The Table tastes different with other restaurants which also offers the same.

Furthermore, various restaurants offer better customer service like warm accommodation and

assistance. Good relationship between the owner/staff and customers has an impact towards the

business, especially in the economic aspects because they are the ones who pay for the products.

In this aspect, The Table has a good relationship with its customers and superior in giving them

contentment. Also, the affiliations of the entity to its suppliers which provide resources for the

business (e.g. raw materials) affect the entity. In addition, direct contact of the entity to its

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supplier builds strong bond between them. The Table has an advantage in this phase because as

mentioned above, the owners acquired seafood in line with the business of their younger brother

in Dagupan. Lastly, the regulators that have potential control and can influence the business’

policies and practices. Every business must comply with the different regulatory agencies that

necessitate those requirements. With regard to this, The Table was a BIR registered entity that

complies with the SEC for its protection as well as the public.

For the general environment, it consists of the Political/legal environment in which there

are ordinances that require firms to operate under competitive conditions and to protect

consumer rights. The Table operates legally and was a socially responsible business that

overlooks the impact of their operations on the surroundings and the community as a whole.

Also, new technologies help the business for the development of new products and

improvement of services for the customers. The said restaurant is not technology ignorant since

it adopted new equipment like the hot pot that aid the customers’ thirst of Thailand/Korean-like

cooking experiences in restaurants. Moreover, technological advances in transportation enables

the customers to travel faster to the location. Likewise in communication, media makes it easier

for the business to reach the customers like the Facebook page of The Table. These

technological advances result in improved product quality and services but lesser cost. Another

aspect under the general environment is Social/Cultural. As we all know, demographic trends

and lifestyle of the people changes. Nonetheless, The Table was flexible enough to deal with

its customers’ wants. This feature is the very reason for the restaurant to cater not only young

or adult but everyone who wants to experience home.

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Table 1: SWOT ANALYSIS
STRENGTHS
 Attractive appearance/ ambiance
 Affordable prices
 Fresh ingredients
 Manageable internal conflicts
 Accommodating staff/employees
 Peacefulness of the location
 Product Quality
OPPORTUNITIES
 Potential decrease in raw materials used
 Establishment of wifi connection
 Increasing demand for outside-the-country
delicacies
 Customer loyalty
 Increasing trend for Healthy foods
 Good commendation from the customers
 Increasing number of career persons who
don’t have time to cook meals
The table 1 shows the internal and external factors of The Table. There were seven (7)
strengths, six (6) weaknesses, seven (7) opportunities and five (5) threats identified in the
restaurant.
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WEAKNESSES
 Poor marketing strategy
 Lack of menu description
 Lack of business management
 Lack of issuance of official receipt (OR)
 Lack of employees
 Inconsistency of the working hours
THREATS
 Emergence of competitors with similar menu
 Competitors located at the center of the town
 Location and accessibility of business
 Rising price of ingredients or raw materials
due to inflation
 TRAIN Law
Table 2: INTERNAL FACTOR EVALUATION MATRIX (IFE)

Weight Rating Weighted

Score
Strengths
1. Attractive appearance/ ambiance 0.09 4 0.36
2. Affordable prices 0.06 3 0.18
3. Fresh ingredients 0.05 4 0.20
4. Manageable internal conflicts 0.04 2 0.08
5. Accommodating staff/employees 0.12 4 0.48
6. Peacefulness of the location 0.07 3 0.21
7. Product Quality 0.09 4 0.36

Weaknesses
1. Poor marketing strategy 0.12 4 0.48
2. Lack of menu description 0.08 4 0.36
3. Lack of business management 0.07 2 0.14
4. Lack of issuance of official receipt (OR) 0.04 1 0.04
5. Lack of employees 0.09 3 0.27
6. Inconsistency of the working hours 0.08 4 0.32
Total 1.00 - 3.48
The rating values are as follows: 1= the response is poor, 2= the response is average,
3= the response is above average, 4= the response is superior

As shown by table 2, both entity’s strength “Accommodating staff/employees” and the

weakness “Poor marketing strategy” got the highest weighted score of 0.48. On the other hand,

the strength “Manageable internal conflicts” and the weakness “Lack of issuance of official

receipt (OR)” got the lowest weighted score of 0.08 and 0.04 respectively.

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Table 3: EXTERNAL FACTOR EVALUATUON MATRIX (EFE)
Weight Rating Weighted
Score
Opportunities
1. Potential decrease in raw materials. 0.05 2 0.10
2. Establishment of wifi connection 0.04 1 0.04
3. Increasing demand for outside-country delicacies 0.09 3 0.27
4. Customer loyalty 0.11 4 0.44
5. Increasing trend for Healthy foods 0.08 3 0.24
6. Good commendation from the customers 0.13 4 0.52
7. Increasing number of career persons who don’t 0.07 3 0.21
have time to cook meals

Threats
1.Emergence of competitors with similar menu 0.11 3 0.33
2. Competitors located at the center of the town 0.10 3 0.30
3. Location and accessibility of business 0.14 4 0.56
4. Rising price of ingredients or raw materials due to 0.05 2 0.10
inflation
5. TRAIN Law 0.03 1 0.03
Total 1.0 - 3.13
The rating values are as follows: 1= the response is poor, 2= the response is average,
3= the response is above average, 4= the response is superior

As shown by table 3, the restaurant’s opportunity “Good commendation from the

customers” and the threat “Location and accessibility of business” got the highest weighted

score of 0.52 and 0.56 in that order. In contrast, the opportunity “Establishment of wifi

connection” and the threat “TRAIN Law” got the lowest weighted score of 0.04 and 0.03

accordingly.

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Table 4: COMPETITIVE PROFILE MATRIX (CPM)

Critical Success Factors THE TABLE HIDDEN GARDEN

Weight Rating Weighted Score Rating Weighted Score

Product Quality .13 4 .52 3 .39

Customer Service .12 3 .36 3 .36

Employee Management .08 3 .24 3 .24

Price Competitive .10 3 .30 3 .30

Strategic Location .10 2 .20 3 .30

Customer Loyalty .08 4 .32 2 .16

Customer satisfaction .10 4 .40 1 .10

Menu Item .13 2 .26 2 .26

Ambiance of the Establishment .07 4 .28 2 .14

Advertisement .09 2 .18 3 .27

Total 1.0 - 3.06 - 2.52

The rating values are as follows: 4= major strength, 3= minor strength, 2= minor weakness
and 1= major weakness.

The table 4 shows that The Table has a higher total weighted score of 3.06 compared to

the Hidden Garden Food Park of 2.52. Both establishment scores more than 2.50, thus, it met

the average industry performance for industry’s success factors.

Both establishments exemplify its major strength from its “Product quality”, but The

Table has a greater weighted score of 0.52 compared to the Hidden Garden of 0.39. On the other

hand, the major weakness of The Table was the “Advertisement” with a weighted score of 0.18,

while Hidden Garden’s major weakness got a weighted score of 0.10 which was the

“Customers’ satisfaction”.

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 Figure 3: PORTER’S FIVE-FORCES MODEL

Threat of New
Entrants
 Emergence of new
restaurants such as some
stalls at the Hidden Garden
Food Park

Bargaining Power of Bargaining Power of

Suppliers Buyers
Competitive Rivalry
 Product differentiation
 Buyers tends to be a  Quality of raw
and innovation
price sensitive materials vary
 Quality differences
which often makes  Different suppliers
 The restaurant is in a
the sellers give from the market that
good location where it
discounts or other offers materials at
is the only restaurant in
free of charge add- low prices
the particular area.
ons to every food
they offer

 Too many substitutes

exist in the industry
 Some restaurants offer
similar menu

Threat of Substitutes

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