Squash-Based Sticky Rice Cake
Processing Enterprise in
Matlang, Isabel, Leyte:
A Case Study
VISAYAS STATE UNIVERSITY- ISABEL
Isabel, Leyte
DANILO MATIGA BERNALES JR.
FRANCIS JOHN BERNALES LAURON
DARREN ABRAHAM NACUA
SHERYL MAE GILBUENA TABLATE
February 2023
SQUASH-BASED STICKY RICE CAKE PROCESSING ENTERPRISE IN
MATLANG, ISABEL, LEYTE: A CASE STUDY
AN UNDERGRADUATE CASE STUDY MANUSCRIPT
PRESENTED TO THE FACULTY OF THE
DEPARTMENT OF BUSINESS MANAGEMENT
VISAYAS STATE UNIVERSITY -ISABEL
IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
BACHELOR OF SCIENCE IN AGRIBUSINESS
DANILO M. BERNALES JR.
FRANCIS JOHN B. LAURON
DARREN A. NACUA
SHERYL MAE G. TABLATE
FEBRUARY 2023
ACKNOWLEDGMENT
First and foremost, the authors wished to thank our Almighty God, the
Father for the guidance, strength, protection, and blessings bestowed upon us.
They acknowledged all the people who contributed success on the
completion of the study, including all the sacrifices, tears, sufferings, sleepless
nights, and financial difficulties. Those obstacles and battles inspired them to
reach their goals from the start until the end.
A bountiful thanks to the ever-supportive parents, Mr & Mrs Bernales, Mr
& Mrs Nacua, Mr & Mrs Tablate, and Mr & Mrs Lauron, who played as
motivators, and always stood up on their side at times of trouble and difficulty.
Truly, they’re grateful for all of their assistance in order to achieve this degree.
Their sincerest gratitude to the faculty and staff of the Department of
Business Management for their help, encouragement, and for the technical
knowledge shared.
The authors sincerely thank their adviser, Mrs. Lecil N. Managbanag, for
reading and correcting the manuscript. To Dr. Marjonnel B. Abella-Chan and
Mrs. Jheann T. Lubiano, the SRC members, who assisted in refining the format
and words written in the manuscript to make it more presentable.
A pleasant thanks to Dr. Michelle I. Aballe, head of the Department of
Business Management and SRC Chairman, who provided valuable advice to
the authors to develop the product, and to finish this piece of work on the right
track.
v
To Lauron family, thanks a lot for allowing us to conduct the EDP
practicum requirement especially for using your residence production area.
To the co-developers of the enterprise namely: Danilo Bernales Jr.,
Francis John Lauron, Darren Nacua, and Sheryl Mae Tablate, all were amazing
for doing a great job that made this product of the enterprise won as best native
delicacy in Isabel. It happened when they worked together, supported and
motivated each other, and for not given up to the last fight of student life.
Once again, thank you so much to all of those mentioned above and
unmentioned names. God bless and more power!
- AUTHORS-
vi
v
TABLE OF CONTENTS
TITLE
PAGE
TITLE PAGE
I
APPROVAL SHEET
ii
TRANSMITTAL
iii
GENERAL EVALUATION
iv
ACKNOWLEDGEMENT
v
TABLE OF CONTENTS
vii
LIST OF TABLES
ix
LIST OF FIGURES
x
LIST OF APPENDICES
xi
LIST OF APPENDIX TABLES
xii
LIST OF APPENDIX FIGURES
xiii
LIST OF APPENDIX EXHIBITS
xiv
EXECUTIVE SUMMARY
xv
INTRODUCTION
1
Background
1
Objectives of the study
2
Significance of the Study
3
Scope and Limitation of the study
4
METHODOLOGY
5
Location and Time
5
Data Gathered
5
Data Gathering Procedure
6
Data Presentation and Analysis
6
ENTERPRISE PROFILE
7
Background
7
v
vii
i
TITLE
PAGE
Location and Layout of the Project
8
DESCRIPTION OF FUNCTIONAL AREAS
11
A. Organization and Management
11
B. Operation
19
C. Marketing
24
D. Finance
29
EXTERNAL ANALYSIS
33
Porter’s Five Forces Analysis
33
SWOT ANALYSIS
36
Strategy Formulation
39
Strategy Selection
45
Strategy Implementation
45
ENTREPRENEURIAL SKILLS DEVELOPED
47
PEC Analysis
47
Personal Entrepreneurial Assessment
47
CONCLUSION AND RECOMMENDATION
49
REFERENCES
51
APPENDICES
52
APPENDIX TABLES
73
APPENDIX FIGURES
83
APPENDIX EXHIBITS
96
v
viii
i
i
LIST OF TABLES
TABLE
1
2
3
4
5
6
7
8
TITLE
PAGE
Organizational Profile of NLTB Enterprise at
Matlang, Isabel, Leyte
12
Operational Information of NLTB Enterprise at
Matlang, Isabel, Leyte
19
Marketing Information of NLTB Enterprise at
Matlang, Isabel, Leyte
25
Financial Information of NLTB Enterprise at Matlang,
Isabel, Leyte
29
SWOT Analysis Matrix for the NLTB Enterprise at
Matlang, Isabel, Leyte
39
Strategy Matrix for the NLTB Enterprise at Matlang,
Isabel, Leyte
42
Action Plan for NLTB Enterprise at Matlang, Isabel,
Leyte
46
Summary of Skills Develop During the conduct of the
project of the NLTB Enterprise at Matlang, Isabel,
Leyte
i
ix
x
47
LIST OF FIGURES
FIGURE
1
2
3
TITLE
PAGE
Vicinity Map of of NLTB Enterprise at
Matlang, Isabel, Leyte
9
Location Map of of NLTB Enterprise at
Matlang, Isabel, Leyte
10
Squash suman products of NLTB Enterprise
at Matlang, Isabel, Leyte
27
x
x
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
A
Detailed Processing Activities in Squash Suman
53
B
Definition of Terms
60
C
Letter of Permission to Conduct Market Survey
62
D
Survey Questionnaire Form
63
E
Results of the Market Survey
66
x
i
xi
LIST OF APPENDIX TABLES
APPENDIX
TITLE
TABLE
1
Pre-Operating Activities of NLTB Enterprise at
Matlang, Isabel, Leyte
2
3
4
5
PAGE
74
Gantt Chart of NLTB Enterprise at Matlang, Isabel,
Leyte
74
Employees’ Profile of NLTB Enterprise at Matlang,
Isabel, Leyte
75
Working Hours/Arrangement of NLTB Enterprise at
Matlang, Isabel, Leyte
Procurement and Sources of Raw materials of NLTB
Enterprise at Matlang, Isabel, Leyte
76
77
6
Operational Cycle of NLTB Enterprise at Matlang,
Isabel, Leyte
7
Production Volume of NLTB Enterprise at Matlang,
Isabel, Leyte
78
Product Reject of NLTB Enterprise at Matlang,
Isabel, Leyte
79
Processing Schedule of NLTB Enterprise at Matlang,
Isabel, Leyte
79
Sales Report of NLTB Enterprise at Matlang, Isabel,
Leyte
80
Summary of Sales Report of NLTB Enterprise at
Matlang, Isabel, Leyte
82
8
9
10
10.1
xii
x
i
i
78
7
LIST OF APPENDIX FIGURES
APPENDIX
FIGURE
1
2
3
4
5
6
7
8
TITLE
PAGE
Physical Layout of NLTB Enterprise at Matlang,
Isabel, Leyte
84
Organizational Chart of NLTB Enterprise at
Matlang, Isabel, Leyte
85
Operational Flow of NLTB Enterprise at Matlang,
Isabel, Leyte
86
Process Flow Chart of NLTB Enterprise at
Matlang, Isabel, Leyte
87
Documentation for Processing squash suman
products of NLTB Enterprise at Matlang, Isabel,
Leyte
88
Squash suman products of NLTB Enterprise at
Matlang, Isabel, Leyte
93
Product Distribution Channels of NLTB
Enterprise at Matlang, Isabel, Leyte
94
Promotional Tools of NLTB Enterprise at
Matlang, Isabel, Leyte
95
xiii
x
8
LIST OF APPENDIX EXHIBITS
APPENDIX
EXHIBIT
1
2
3
4
5
6
TITLE
PAGE
Journal Entries of NLTB Enterprise at Matlang,
Isabel, Leyte
97
Receipts of of NLTB Enterprise at Matlang, Isabel,
Leyte
101
Product Pricing with Mark-up of NLTB Enterprise at
Matlang, Isabel, Leyte
103
Income Statement of NLTB Enterprise at Matlang,
Isabel, Leyte
104
Balance Sheet of NLTB Enterprise as of December
31, 2022
105
Computation on Key Financial Indicators (NPM,
ROI) of NLTB Enterprise at Matlang, Isabel, Leyte
105
7
Computation for Fixed Cost and Variable Cost per
Unit of NLTB Enterprise at Matlang, Isabel, Leyte
106
8
Computation on Break-even Price and Break-even
point of NLTB Enterprise at Matlang, Isabel, Leyte
106
9
Field Notes of NLTB Enterprise at Matlang, Isabel,
Leyte
xiv
107
9
EXECUTIVE SUMMARY
DANILO M. BERNALES JR., FRANCIS JOHN B. LAURON, DARREN A.
NACUA, SHERYL MAE G. TABLATE: Visayas State University- Isabel, Isabel,
Leyte. February 2023. SQUASH-BASED STICKY RICE CAKE PROCESSING
ENTERPRISE IN MATLANG, ISABEL, LEYTE: A CASE STUDY
Major Case Study Adviser: Mrs. Lecil N. Managbanag
The Enterprise Development Study was conducted in Matlang, Isabel,
Leyte, from October 5 to December 11, 2022. The project's general objective
was to develop the students' entrepreneurial skills and promote their
entrepreneurial ideas of creating nutritious snack food products that benefit
consumers' health. It was realized through processing and marketing of
squash-based sticky rice cake at the chosen site.
The researchers conducted a market survey to selected respondents in
Isabel using a questionnaire. Data were always recorded, photos were taken,
receipts were filed, and business operation activities were keenly observed.
The internet, publications, books, and other informational sources related to the
study were used for the secondary data.
The enterprise was a partnership business owned by four developers:
Danilo M. Bernales Jr., Francis John B. Lauron, Darren A. Nacua, and Sheryl
Mae G. Tablate. The business name, NLTB Enterprise, was derived from the
owners' last name. The processing of squash-based sticky rice cake was
completed in four (4) operation cycles and produced 552 pieces, equivalent to
55.2 kilograms. There were only 11 pieces rejected due to being overcooked or
deformed and were just consumed by the workers. The raw materials were
bought and came from the Isabel marketplace.
xv
10
The enterprise major product was squash-based sticky rice cake or
locally known as suman. The products were sold in a bundle of three pieces to
ensure more purchase volume per piece. These were packed using banana
leaves to advocate environment-friendly packaging. The price of squash suman
was 8 pesos per piece or 25 pesos per bundle.
The marketing strategies used were word-of-mouth, personal selling
(peddling) and use of Facebook advertisement. Majority of products were
distributed to direct customers (78%) and online buyers (22%). The mode of
payment was cash on delivery within the Isabel area.
The initial investment of the enterprise was 4,000 pesos from the owners’
savings. After two months of operation, the enterprise gained a net profit of 563
pesos only. Although the business was new, the net profit margin was 12.24
percent of the total revenue, while the return on investment was 14.07 percent.
This indicated that the enterprise did not perform well based on its profitability
ratios, that NPM did not reached the ideal 25 percent ratio, and that ROI was
below its standard of 15 percent.
Processing was done manually and the crucial activity, like the packing
(wrapping with banana leaves) of suman, took much time to finish that delayed
the delivery. Is had caused a significant problem of low productivity of the
enterprise. To give a solution, the enterprise was recommended to hire per piece
rate (pakyawan) workers in wrapping suman to speed up production. In this
manner, products can be available and delivered to customers on time achieving
higher production volume and sales.
xvi
1
INTRODUCTION
Background
Squash (Cucurbita maxima), commonly referred to as "pumpkins",
"gourds", and "squashes" from the Cucurbitaceae family (Robbins, 2020).
There are various squash varieties; however, the common variety in the market
is winter squash (Spengler, 2022). Squash fruits are available in the Isabel
market, particularly in Tolingon, Isabel Leyte, where one farmer grows for such
a commodity.
The quality of squash is determined by its uniform shape, tenderness of
the rind and internal tissue, overall firmness, glossy skin color, and intact, welltrimmed stem portion. Uniformity of shape is an important quality factor defined
as being type or variety specific and free of twisting or other disproportionate
growth defects. Squash is a good source of vitamins A, C, and B vitamins, as
well as antioxidants and minerals like potassium, magnesium, and manganese.
Moreover, whole plant foods are high in fibre and water, making them hydrating
and beneficial to the gut (Robbins, 2020).
Squash became established in the Philippines and is a staple vegetable
used in various dishes. Filipinos are renowned for being die-hard consumers in
the daily lives of human beings; food is life or the most significant aspect of
living. There are no justifications for not eating, especially for big events like
birthdays, housewarming, business openings, anniversaries, and many more
(Bagui, 2018). Various products are made from squash, such as squash leche
flan, squash pandesal, squash chips, squash cuchinta, squash jelly, squash
2
macaroons, and squash maja (Business Diary Philippines, 2019). However,
some people already used squash in making suman.
Suman is a sticky rice cake that originated in the Philippines. It is made
from glutinous rice cooked in coconut milk and often steamed wrapped in buli
or buri palm leaves. It is usually eaten sprinkled with sugar. Suman is known as
budbod in Visayan languages or in other parts of the Philippines (Ganzon,
2014).
The NLTB Enterprise decided to process squash-based sticky rice cake
or squash "suman” wrapped in banana leaves. The developers chose to
produce this native delicacy as it does not exist yet in the market and is an
excellent alternative to traditional budbod and other native delicacies sold
commercially. Moreover, they opted to engage with this kind of business to
linger the interest of the consumers to avail this delicacy all year round with high
nutritional value. The enterprise helped the farmers who engage in squash
production and also contributed to the economy.
Objectives of the Study
This project aimed to develop the students' entrepreneurial skills and
promote their entrepreneurial ideas by establishing a squash-with-stick rice
cake processing enterprise in Matlang, Isabel, Leyte.
Specifically, this project aimed to:
1. determine manpower requirements of the squash-based Sticky Rice
Cake processing enterprise;
2. identify the processing activities of squash-based Sticky Rice Cake in
Isabel Leyte;
3
3. distinguish the market opportunities and provide an efficient marketing
strategy for squash-based Sticky Rice Cake processing enterprise;
4. assess the financial performance of the quash-based Sticky Rice Cake
processing enterprise; and
5. recommend strategies to improve the performance of the squash based
Sticky Rice Cake processing enterprise.
Significance of the Study
The availability of squash-based sticky rice cake products is essential as
it encouraged a healthy lifestyle among people. Besides being inexpensive,
these can enrich the human body's nutrients and give consumers joy while
eating during break time and on occasion.
The conduct of the study had significance greatly to
the following
stakeholders:
Students. The study provided the students with knowledge on
determining the needs of people in the market, developed them to be
resourceful, enhanced their skills in managing a small enterprise, and
encouraged them to open their own business in the future.
Consumers. The study benefited the consumers since it provided
nutrients to the body and had the opportunity to consume nutritious products at
an affordable price. They get informed of homemade squash suman that can
be available as a good snack at work and for picnics.
Squash Farmers. This study informed the suppliers to provide the
quantity and quality of raw materials needed to process squash suman. It
4
encouraged them to plant more squash actively and served as an opportunity
to improve their livelihood.
Other Researchers. The study becomes another researcher's guide
and reference for learning to gather data for related studies in the future.
Community. This study made them aware of the existence of the
product. This promoted buying local products instead of buying imported
products.
Government Agencies. The study informed the government that the
product could become "pasalubong" or delicacy to visitors in Isabel, Leyte.
Scope and Limitation of the Study
This research study was concerned with processing squash with sticky
rice cake as a product of the NLTB enterprise in Brgy. Matlang, Isabel Leyte.
The Squash Suman was filled with sweetened coconut strips (called “Bokhayo")
and wrapped with banana leaves. It required a total quantity of 50 kilograms,
and the actual produced by the enterprise was 55.2 kilograms or 552 pieces or
three pieces per bundle. The products were sold through direct selling and
accepting orders from online customers within Isabel. The study was conducted
within three months, from October to December 2022, since the approval of the
proposal. The study also focused on the four (4) functional areas of
management, particularly organizing, production, marketing, and financial
aspects of the squash suman processing enterprise.
5
METHODOLOGY
Location and Time
The NLTB enterprise location was Purok Ilaya, Brgy. Matlang, Isabel,
Leyte. The NLTB enterprise was 600 meters away or about seven minutes
walking distance from the barangay hall. It was 5.2km, or about 9 minutes, to
reach the area from Isabel terminal to the Matlang barangay hall and vice versa.
The enterprise was accessible location by any vehicle.
This study covered within three months periods from October 2022 until
December 2022.
Data Gathered
The data gathered was limited to the four (4) management functions:
organization, operation, marketing, and finance. Data collected in organization
management have consisted of the organization's vision and mission, type of
organization to form, number of workers to hire, policies in management,
methods and qualification of hiring, and more. In the production aspect, data
comprise raw materials and their sources, production cost, tools and kitchen
utensils, used packaging materials to used, and steps in processing the squash
suman. In marketing, data cited include the 4Ps (product, price, place and
promotion), the segmentation, targeting, and positioning of the products in the
market of Isabel. The financial area took the sales income, expenses, the return
on investment, and break-even price and volume. Moreover, the study noted
further data analysis using Porter's five forces, SWOT and PEC.
6
Data Gathering Procedures
During the planning and implementation of the enterprise development
project, the researcher collected both primary and secondary data. Using
market survey questionnaires, picture taking, collecting the receipts, and
observing the operation and management activities within the enterprise were
the methods of data. On the other hand, the internet, magazines, books, and
other sources of information related to the study were the sources used for
secondary data.
Data Presentation and Analysis
Data was represented quantitatively and presented using tables,
diagrams, narrative discussions, and figures. Figures, including graphs, sketch,
pictures, and charts, were presented in the appendices. The data from the four
functional areas (organization, production, marketing, & financial) were shown
in tables and explained with descriptive discussion. Moreover, the financial
information was shown through financial reports such as income statements
and balance sheets. The Net Profit Margin (NPM), Return on Investment (ROI),
Break-Even Price, and Break-Even Volume were analyzed using the basic
formulas of profitability ratios. Porter's Five forces were used for external
analysis and identified the degree of competitive forces each brought to the
enterprise, whether low or high. The SWOT analysis (Strengths, Weaknesses,
Opportunities, and Threats) was used to evaluate the internal and external
factors of the enterprise. Personal Entrepreneurial Competencies were
tabulated and discussed concerning the developer's experience during the
enterprise development project.
7
ENTERPRISE PROFILE
The enterprise was established and named NLTB enterprise. The
enterprise was taken from the family names of each researcher, namely:
Nacua, Lauron, Tablate, and Bernales. Also, the enterprise was developed as
most owners live in Brgy. Matlang, Isabel, Leyte. It was located in Ilaya, Brgy.
Matlang, Isabel, Leyte. It is a partnership type of organization owned and run
by the four Agribusiness students: Danilo M. Bernales Jr., Francis John B.
Lauron, Darren A. Nacua, and Sheryl Mae G. Tablate. Each of them provided
one thousand pesos (P 1,000.00) as the initial investment in this business and
totaled four thousand pesos (P4,000.00). The capital of the enterprise was
obtained from their savings.
NLTB Enterprise was a pioneered enterprise processing squash suman
in Isabel, Leyte. The business invested in this product because most of today's
snacks lack essential nutrients. Both children and adults were given the health
benefits of the squash suman. The product's ingredients were affordable, which
made the selling price low. The enterprise's key customers were both direct and
online consumers. The products were bundled with the enterprise logo,
"cuteness", referring to the sizes of the product, not too big or not too small.
Aside from that, the taste remained in the buyers' minds and symbolized a
pleasant and attractive appearance as the product concept. Initially, developers
agreed to produce sweet potato cookies. However, the trial failed. The SRC
manuscript Chairman/Department Head suggested producing squash-based
sticky rice cake, which resulted in success.
8
Location and Layout of the Enterprise
The enterprise location was Purok Ilaya, Brgy. Matlang, Isabel, Leyte.
The developers chose to conduct processing in this area since it had the most
population. It was 600 meters away from the barangay hall of Matlang Isabel. It
took nine minutes to reach the site from Isabel terminal. The landmarks of the
enterprise are the LMC drilling station and Matlang National High School. The
mode of transportation used is going to production site is usually a motorcycle
with a minimum fare of 10 pesos per person from Brgy. Matlang highway and
14 pesos for riding a tricycle from Isabel terminal. Four-wheel vehicles can also
access the area. The enterprise location had concrete roads making it easy to
access and transport the raw materials and delivery of finished products to the
customers (see Figures 1 and 2).
The processing area of NLTB occupied a total of 26 by 18 feet. The site
was located close to the barangay road, about 5 meters away from the place of
production. The enterprise's physical layout comprises mixing, packaging,
cooking, and washing areas. Nevertheless, the total production area could have
been better since space was limited for large volumes. In the meantime, the
processing site was the residence of one of the business partners because it
did not pay the rent. As a future plan, the enterprise looked for another space
for a permanent business location (see Appendix Figure 1).
9
Figure 1. Vicinity map of NLTB Enterprise at Brgy. Matlang,
Isabel, Leyte
10
Figure 2. Location map for NLTB Enterprise at Brgy. Matlang, Isabel,
Leyte
11
DESCRIPTION OF THE FUNCTIONAL AREAS
A. Organization and Management
The NLTB Enterprise was a partnership business owned and managed
by Nacua, Lauron, Tablate and Bernales. It was a newly developed business
producing squash-based sticky rice cake introduced in the Isabel market. The
enterprise had four workers assigned with different functions. This consisted of
the overall operation in charge, marketing in charge, production in charge, and
financial in charge. The owners also acted as enterprise’s workers and
performed multitasking duties due to a limited workforce. The overall operation
in charge was Mr Danilo Bernales, the marketing in charge was Francis John
Lauron, the production in charge was Sheryl Mae Tablate, and the financial in
charge was Darren Nacua.
The overall operation in charge plans the entire operation of the
business; the marketing in charge undertakes mostly the advertisement, keep
contact with the customers and make a follow-up on orders; the production in
charge monitors the production schedule and purchases the necessary raw
materials, and the financial in-charge takes care of budgeting and makes the
financial reports.
Moreover, every organization must implement good practices and strict
policies to achieve its goals and objectives. The enterprise implemented
practices that motivated the workers while policies improved their performance
(See Table 1).
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Table 1. Organizational profile of the NLTB Enterprise at Matlang,
Isabel, Leyte
Name of the Enterprise
NLTB Enterprise at Matlang, Isabel, Leyte
''To become a well-known producer of Squash
Vision
native delicacies in Region 8, to have solid
financial performance and have reputable social
engagement in 2033."
Mission
''To provide affordable, quality, tasty, fresh, and
nutritious native delicacies in Region VIII."
Organizational Chart
Flat organizational structure
Number of Employees
Four workers



Enterprise Policies





Workers must report from 8:00 a.m. to 5:00
p.m.
Ensure clean hands and nails are cut.
Employees in the processing area should
wear personal hygiene equipment (i.e.
hairnet, apron, gloves, mask and hair tie).
After processing, sanitize the area using
disinfectants.
Maintain cleanliness and proper garbage
disposal at all times.
No wearing jewelry like rings, bracelets, and
necklaces.
No gadgets while working
In terms of absenteeism, employees with five
consecutive absences shall be given first
warning and ten days of absences, the
suspension will be the consequence, in
fifteen days of absences corresponding to
termination
Organizational Chart
The organizational chart helps to further facilitate the roles and
responsibilities of each staff. This can make tasks easier daily or avoid missing
the workers' jobs. The enterprise had a flat organizational chart, with direct
command and no middle management. The organization had four workers:
overall operation in charge, marketing in charge, production in charge, and
finance in charge. Although there was no superior among them, they
13
coordinated with each other for every activity done. They performed
multitasking due to limited workers in the enterprise (see Appendix Figure 2).
Employee’s Duties and Responsibilities
The employee's profile (see Appendix Table 3) of the enterprise
reflected the positions, qualifications, duties/responsibilities, compensations,
and benefits. The enterprise had four workers: overall operation in-charge,
marketing, production and financial in-charge.
The overall operation in charge plans the entire operation of the
business; the marketing in charge undertake mostly the advertisement, keep
contact with the customers, and makes follow-up on orders; the production in
charge monitors the production schedule and purchases the necessary raw
materials; the financial in-charge takes care of budgeting and made the financial
reports.
Manner of Hiring and Recruitment
As part of the group's plans, once it grows and becomes profitable, it will
hire additional employees from friends, relatives, neighbors or interested
applicants. The qualifications for the open position will be posted on the page
of Twitter, Facebook, and Instagram during the hiring announcement.
Qualifications of Workers
The existing workers of the enterprise were all living in Brgy. Matlang,
Isabel, Leyte had the same ages of 22 years old and took up Bachelor of
Science in Agribusiness.
The qualities required of the jobs for the overall operation were
leadership skills, and inter and intrapersonal skills applicants for the marketing
14
in-charge preferably are those who could understand buyers' needs. These
applying for production in-charge preferably proven organizational leadership
skills while, and the financial in-charge are those who possessed good
interpersonal skills had financial knowledge or budgeting. Other requirements
to be submitted by applicants include a medical certificate to ensure that they
have no contagious diseases since this engages in food manufacturing and a
police clearance for security purposes.
Workers Orientation
Every time there were newly hired employees, this action was used.
Workers orientation is critical in developing a committed, flexible, high potential
workforce and socialized new employees. The chosen employees must be
prepared to do their jobs when orientation comes in; the overall operation incharge will take charge in the orientation during the job opening. Moreover, the
human resources in-charge will tour the workers in the enterprise facilities to
familiarize them with the work schedule, policies, salary and benefits.
Employees are more comfortable and productive when they are aware of their
employment and the environment in which they work. Orientation is crucial
because it gives the new employee clear and precise information to help them
feel more at ease in their position, boosts employee confidence and facilitates
quicker job adaptation for new hires, increases the effectiveness and
productivity of the workforce, increases employee loyalty and helps the new
employee and the supervisor communicate.
15
Compensation and Benefits
The existing enterprise workers did not receive compensation, as they
agreed that the income must be retained in the enterprise account. However,
once there are new employees, the enterprise will provide a compensation that
follow the minimum wage rate mandated in the Isabel municipality. In addition,
if the business has attained stability, benefits like SSS, Phil Health, and PAGIBIG, as required by law, will be given to them. In line with other businesses'
customs, we will grant cash on significant holidays (such as Christmas),
bonuses and 13th-month salary.
Working Hours
The actual working hours during the processing of Squash Suman was
11 hours, starting from six o’clock in the evening until four o’clock in the
morning. the following day. The schedule was weekends, Saturdays and
Sundays because the workers were busy with their academic courses. When
the enterprise is stable, it will adapt to the regular working days and eight
working hours (see Appendix Table 5).
Performance Appraisal
When assessing an employee's performance, several approaches can
be taken. These methods are frequently interchangeable or used in tandem
with an employee's performance appraisal. One of the primary goals of a
performance appraisal is to track and record an employee's performance for
wage structure, increments, and references for promotion considerations.
Management by Objective appraisal will be used, which means that the
16
manager or supervisor and the employee agree on a set of objectives to be
achieved. It also requires the overall operation in charge and employees to
communicate directly and have feedback on their performance at work.
Furthermore, performance appraisal must be conducted consistently, either
monthly or quarterly basis. An appraisal will usually be administered by the
employee's supervisor or the head of the work unit.
Reward Achievement
Employees with good working performance, like not being late within one
month, having no offenses, meeting the target deadlines, and achieving quota
on volume production and sales, will be referenced for rewards. Besides
financial incentives, the enterprise will offer a variety of one-of-a-kind rewards
to its employees. Based on the enterprise culture, unique rewards can be a
combination of giving gift cards for family dinners, offering gift vouchers for
groceries, and sponsoring a weekend getaway for their outstanding
performance. This can increase employee motivation and help drive the team
towards the enterprise goals.
Training/Seminars
Training and seminars in the enterprise will enable the workforce to be
more productive, efficient, and adaptable and improve various skills. The
training/seminars for the current workers shall be food processing, leadership,
financial literacy, and food security and hygiene. The enterprise will coordinate
with the government agencies like DTI, Go Negosyo Center and the Municipal
of Agriculture. These training/seminars depend on the schedule set by the host,
17
and the enterprise will lessen the cost as they have available speakers and food
and get free brochures.
Resignation and Retirement Policies
Employees who will resign for various reasons shall inform the office
ahead of time and submit a resignation letter for approval from the department
head. At least 30 days will be allocated for approval to give time to hire another.
The workers resigning will receive a separation fee when they have rendered 5
to 10 years in service. On the other hand, the retirement age will be the same
as mandated by the government which is 65 years old. The retiree will be
needed to file clearance before leaving the enterprise, and he/she will receive
a pension or any retirement benefits.
Enterprise Management Policies
The policies will be strictly implemented in the future operation of the
enterprise.
Workers must report from eight o’clock in the morning and it will end at
five o’clock in the afternoon because it demonstrates dedication and willingness
to make sacrifices for the sake of their career and the enterprise. Workers
should clean their hands, and their nails cut when touching the raw materials or
processing the product. Employees in the processing area should also wear
personal hygiene equipment such as an apron, hairnet, hand gloves, hair tie
and facemask. After processing, the area must be sanitized the trashes must
be disposed before leaving the area. It should be arranged appropriately, and
garbage should be thrown. Maintaining cleanliness and proper garbage
18
disposal, it prevents the spread of germs and bacteria. However, if neglected,
the garbage area can be a potential source of contamination. No wearing of
jewelry like rings, bracelets, and necklaces because these are considered
physical hazards that can cause choking, cuts, injury, or other foodborne illness
when ingested. Any jewelry carries too much risk to the food and its consumer
when contaminated. No gadgets are allowed while working during processing
since it can interfere with productivity. In terms of absenteeism, employees with
five consecutive absences shall be given first warning, and ten days of
absences, the suspension will be the consequence in fifteen days of absences
corresponding to termination in the enterprise because it affects the employees
or individuals’ productivity (see Table 1).
Briefing of Workers
The overall operation is in-charge of briefing the new and old employees
to give updates and familiarity with new matters. This will be done every eight
o’clock in the morning before going to the designated areas assigned.
Constantly reminding the vision and mission of the enterprise, reviewing the
policies, duties and responsibilities, and other concerns to minimize error at
work, motivate, and enhance work performance.
Maintaining a Good Relationship with the Employee
Maintaining a good relationship with the employee is an excellent factor
for having a positive mindset in an enterprise. During the enterprise
development study, the developers had teamwork and always communicated
on business transactions. Also, another secret to maintaining good relations
among workers is having fair treatment, respect for each right, and trust.
19
B. Operations
The enterprise began processing squash-based sticky rice cake on
November 23, 2022, to December 11, 2022. It targeted to produce 50 kilograms
of the finished products, and the actual volume produced was 552 pieces or
184 bundles, equivalent to 55.2 kilograms. Each suman was wrapped in a
banana leaf and bound using a sticker label with three pieces per bundled. The
product's ingredients were squash, matured and young coconuts, glutinous
flour, and wrapped in banana leaves. The raw squash were available in the
public market and some were taken from a small backyard farm in Barangay
Tolingon, Isabel, Leyte. On the other hand, coconuts were purchased in
Barangay Honan. The operations completed were up to four cycles, which took
twice a week or every Saturday and Sunday. All the processes were done
manually. About eleven (11) pieces of squash suman were rejected due to torn
banana leaves wrapper when cooking/steaming.
Table 2. Operational information of the NLTB Enterprise at Matlang, Isabel,
Leyte
Type of Operation
Processing
Products/Service
Total Volume Produced
Major Product/Service
 55.2 kgs of Squash Suman
 184 bundles (3pcs per bundle)
 552 pieces Squash Suman
Major Raw Material Requirement
Winter Squash, glutinous flour salt,
matured and young coconut, vanilla
extract, brown sugar, banana leaves,
cotton twine strings (lambo), firewood,
binding label.
Raw Material Sources
Operational Cycles completed
Isabel Public Market, Pick & Bake
Store, Gina’s Store, backyard farmer
of squash and coconuts
Four cycles completed (2 days per
cycle)
20
Operational Performance Indicators
Current Product Inventory
Percentage Rejects
55.2 kgs or 552 pcs of Squash Suman
1.99%
Procurement and Sources of Raw Materials
The raw materials used for producing squash suman were sourced
within Isabel, Leyte, either in the public market stall or in the backyard farms in
Brgy. Honan and Brgy. Tolingon, especially for coconuts and squash. There
were 35 kgs of raw squash bought in bulk from the farm that amounted to 700
pesos. Other materials like glutinous flour, vanilla extract, brown sugar and salt
were bought from the Pick & Bake store. These were purchased twice before
the processing schedule. More than 30 whole sheets of banana leaves were
taken from the neighbors' area for free. Meanwhile, the firewood used for
cooking costs 225 pesos. The 35 pieces of matured, fresh young coconuts were
taken from Brgy. Honan with 10 pesos purchased cost per piece, However, The
raw squash had the highest price among the ingredients for the squash suman
because its price is determined by its weight per kilogram (see Appendix Table
5).
Raw Materials Requirements
The NLTB Enterprise used the main ingredients: such as winter squash
(Cucurbita maxima) yellowish, flour, vanilla extract, sugar, salt, and matured
and young coconuts. The primary quality requirement for buying raw squash
must be fresh and yellowish skin, weighing more or less 2 to 5 kgs weight, and
should have no damage is the inner and outer appearance. The better type of
squash has thick skin which could easily be peeled. The purpose of vanilla
extract is to enhance all other flavors in the recipe. It must be 120 ml per bottle.
21
The young coconuts must be green, freshly harvested fruit containing large
meat. While the matured coconuts should be whole brown fruit. These were
bought unhusked because of lesser cost compared to readily husked coconuts.
The glutinous rice must be, well-packed and not expired. The sugar must be
brown and cleanly packed. The vanilla extract must contain 120 ml, nonexpired, with no bottle cracks. Young coconuts used as “Bukhayo" fillings made
the suman product taste sweet. Additionally, the product's yellow colour
appearance was taken from the natural color of squash pulp. The milk extracted
from matured coconuts to improve the mixture of the main product. The
glutinous flour was also added as a binding agent of the squash suman while
the brown sugar provide its sweetness. The salt is used as a seasoning that
improves its flavor. The banana leaves serve as the binder to avoid loosening
the product’s packaging.
Operation Cycle and Volume of Production
The operation was completed in four (4) cycles to meet the target volume
of production (see Appendix Tables 6 and 7). Every cycle was done twice a
week or every Saturday and Sunday; therefore, it took four weeks to facilitate
the activity. The entire processing was done manually as the enterprise had
limited funds to purchase equipment. On the first cycle, it produced 14kgs
equivalent to 144 pieces or 48 bundles of squash suman. In the second cycle,
the same output was produced with 14 kgs of the products. On the third cycle,
another 10 kgs equivalent to 102 pieces or 34 bundles of squash suman. On
the last cycle, it finished 12kgs, equivalent to 160 pieces or 54 bundles of
squash suman. Products made on three cycles were not stored but sold
22
immediately to buyers. The last production was stored in the refrigerator when
some of it were unsold to avoid spoilage and be ready for sale the next day.
The operation cycle could not be completed once since there was no large
storage facility for finished goods.
The enterprise reached the desired quantity volume of products. The
actual volume production totaled 55.2 kgs equivalent to 552 pieces or 184
bundles of outputs.
Processing Schedule of the Enterprise
Appendix Table 9 shows the weekly basis of the processing schedule.
The workers performed their tasks according to the schedule and the hours they
spent per activity. The processing period took four weeks to complete the cycle
of operation. The workers' duty schedule started at six o'clock in the evening
and ended at four in the late afternoon on the next day. Workers were given a
break at midnight to sleep and returned to work at two-thirty o’clock in the early
morning. Since business partners were students with academic activities to take
care of; therefore, the processing schedule took too long during working hours
on weekends. Thus, the overall operation in-charge decided to expedite the
processing to meet the target quota. In the evening, they usually accomplish
the peeling of squash up to the wrapping of each squash suman. The other
procedures continued the next day, like cooking, steaming, labeling, and
cleaning the area. They, undergo overtime as the need arise, especially to meet
every process's required volume.
23
Performance Indicators
The enterprise had a total inventory of 55.2 kgs equivalent to 552 pieces
or 184 bundles of squash suman. All products were sold to the consumers
except the 11 pieces or 1.99 percent of squash suman that were rejected right
after cooking and steaming. The banana leaves were torn up, making the
products no longer presentable for marketing. It was already a monetary loss
since it lead to the waste of raw materials. Consequently, the workers ate those
rejects as advised by the production in charge. Indeed, the enterprise still did
well in producing and marketing finished goods despite of having few rejects
(see Appendix Table 8).
Process Flow Activities
The process flow of activities for making squash suman is presented in
Appendix A and Appendix Figure 4. There are many activities involved in
producing the said product. These were arranged in the following sequence:
preparation of squash and other ingredients, followed by washing, peeling,
slicing, and straining of peeled squash. Then, cooking, mashing, cooling, sifting
the flour, mixing all ingredients, filing with Bukhayo, wrapping, steaming,
cooling, tying, weighing, binding, labeling, and refrigerating or storing. Two
procedures were done simultaneously. While cooking the squash, one worker
broke matured coconuts, grated it, and squeezed the milk to mix it to the
mashed squash. After these, young coconuts were prepared by breaking,
scraping, and cooking for Bukhayo fillings.
The tools or utensils used by the workers to process the products were
borrowed from one of the business partners, such as a two-layer steamer. The
24
mixing bowl, strainer, and knife including the weighing scale were bought for
the enterprise as fixed assets. On the other hand, the ingredients for one recipe
of squash suman were: 1kg of sugar, one bottle of vanilla, 1 ½ kgs glutinous
flour, and one tablespoon of salt.
C. Marketing
Marketing is the activity, institutions, and processes for creating,
communicating, delivering, and exchanging offerings that have value (AMA,
2023).
The primary product of the enterprise was squash-based sticky rice cake
or squash suman. It was delicious, tasty, and highly nutritious since it is made
from the vegetable mixture. The products were wrapped with banana leaves to
advocate eco-friendly packaging and environmental consciousness. It was
bounded into three (3) pieces per bundle with a sticker label of its brand
"cuteness" to sell in bulk and recognize the enterprise product. The product was
new to the market and attracted health-conscious customers. It was a demand
on normal days, and the enterprise made it available for special occasions like
birthdays, Christmas, family gatherings or picnics. It was potential for
"pasalubong” to the loved ones. Since the squash suman product was highly
perishable and would last only for two days up to one week (when refrigerated),
it was immediately marketed a day after the processing period. Products were
ordered by customers online (Facebook), and some were peddled to directly to
buyers at the schools, barangays and municipal offices. All sales were paid
cash on delivery. Its price was 25 pesos per bundle, and the enterprise believed
it was just right and affordable to the customers.
25
Table 3. Marketing information of NLTB Enterprise at Matlang, Isabel, Leyte
STP
Demographic (sex, age, education
Segmentation
and income)
Targeting
Psychographic (price and health conscious)
Online and direct buyers
Positioning
Products
Major Products
By-products
Price
Pricing strategy
Terms and conditions
Place of Distribution
Major customers
Mode of Delivery
Percent Distribution
Promotional Tools
Physical Evidence
Tasty, nutritious, and reasonably priced
native delicacy in Isabel's local market
Squash-based sticky rice cake
None
P25.00 per bundle (3 pcs/bundle)
Product costing basis or Break-even
price method
Free delivery (all customers)
Isabel areas only
Direct buyers
Cash on delivery
78 % direct consumers at Isabel, Leyte
22% for online buyers at Isabel, Leyte
Word of mouth
Advertisement via Facebook account page
(NLTB Enterprise)
(See Appendix Figures 5.10)
Segmentation
Demographic and psychographic segmentations were used to segment
the market for Squash Suman. By demographics, customers of any age,
including children and adults, of any sex (male or female), professional or
uneducated, and worker or jobless purchased and consumed the product
according to their tastes. The product's sweetness comes from the squash
flavor and is most preferred by health-sensitive consumers. The price was set
as affordable at 8.00 per piece or 25.00 per bundle to be acceptable to price
conscious buyers (see Table 3).
26
Targeting
All consumers who enjoyed sweets and delicacies that are affordable
and those who are health-conscious were the target markets of the product.
Most goods were sold directly to the customers, which sellers engage and make
their products available. When products were available, peddling was done to
immediately sell the products. Certain friends, classmates, family, VSU-Isabel
employees and faculty, other school teachers and staff at government offices
were personally dealt with the products. Most of them resided in the Isabel
areas. The goods were posted on Facebook account of the enterprise but only
few have ordered (see Table 3).
Positioning
Squash suman had the potential to become one of the
native
delicacies that will serve as "pasalubong" items in Isabel, Leyte. It competed
with other snacks in the market, like Moron and Budbud. Customers distinguish
it through its sweet taste and nutritional benefits from squash. The product may
be promoted as a tasty, nutritious, and affordable native delicacy in Isabel. Its
attributes influenced the consumers' buying decisions (see Table 3).
The 4Ps of Marketing
Product
The squash suman was primarily mixed with squash, which makes it
having a delicious taste, and high nutritive value. It is assured that no
preservative content and is made with proper sanitation and good quality. It is
captivating because it contained vanilla and was filled with sweetened coconut
strips or “Bukhayo”. It was wrapped in banana leaves that emphasized its
27
environment friendly packaging and it was well-packed to be much more
appealing to the customers. The colorful design of labels gives a better visual
aspect that contains details of information, particularly product’s its net weight
(300 grams per bundle), manufacturing date (3 days' shelf-life), and enterprise
name and contacts. The word “cuteness” in the product’s brand emphasizes the
quality of being pleasant and attractive. It is sold by three pieces per bundle to
achieve faster sales. One bundle of it is consumable by one to three persons.
Preferably, it is refrigerated to avoid spoilage (see Figure 3).
Figure 3. Squash suman products of NLTB Enterprise at Matlang, Isabel
Leyte
Pricing
Pricing is important to generate revenue for the business. The product’s
price was determined based on cost-based pricing method. The price of squash
suman was 8 pesos per piece or 25 pesos per bundle. The unit cost of each
suman was 7.31, or it reached 21.94 pesos per bundle. This was added 9.44
percent (if by piece) or 13.94 percent markup in the selling price per bundle.
The product’s price was also derived after computing the break-even price of
28
21.89 pesos per bundle. The affordable price of the product distinguished it from
competitors (see Appendix Exhibit 3).
Place of Distribution
The products were mostly distributed to direct buyers in Isabel areas by
peddling it in the community of Brgy. Honan, Isabel, Leyte where relatives and
neighbors of one of the enterprise owners reside. They dealt directly also with
buyers at schools like Matlang NHS, Libertad, VSU-IC employees and faculty,
and government offices in the municipal hall. Some online customers were
friends and schoolmates of the owners. They ordered via messenger or
commented on the product's advertisement through their Facebook page.
The total volume produced and sold by the enterprise was 552 pieces or
184 bundles equivalent to 55.2 kilograms of squash suman. About 78 percent
of these products went to direct buyers, while 22 percent were distributed to
online customers. All products were delivered in Isabel, Leyte area free of
charge and paid with cash on delivery (see Appendix Figure 7).
Promotion
Products were advertised on Facebook and by spreading information
through word-of-mouth by the owners via prospective customers. The business
applied modern techniques of advertising via social media. Every time there
were stocks on hand, they announced it on the NLTB Facebook page. Their FB
account contained details such as business's name, address, and phone
numbers. It also showed the enterprise’s brand, "cuteness", as a point of
identification. Consumers sent messages for orders via messenger,
29
commented on FB posts, texts, or phone calls to the contact number. This
promotion method effectively increases sales since most people nowadays are
active on social media (see Appendix Figure 8).
D. Finance
The NLTB enterprise was developed and managed by four (4) partners:
Ms. Nacua, Mr. Lauron, Ms. Tablate, and Mr. Bernales. The business started
with cash capital worth 4,000 pesos. The investment came from their savings
and no loan at all. The total assets of the enterprise amounted similar to the
capital. The profitability ratios, such as net profit margin, return on investment,
break-even price, and volume This indicated that the enterprise did not perform
well based on its profitability ratios, that NPM did not reached the ideal 25
percent ratio, and that ROI was below its standard of 15 percent that shown in
Table 4.
Table 4. Financial information of the NLTB Enterprise at Matlang, Isabel,
Leyte
Initial Investment
PhP 4,000.00
Source(s) of Investment
Personal Savings
Total Asset
PhP 4,000.00
Net Profit Margin (NPM)
12.24%
Return on Investment (ROI)
14.07%
Break-even Price
PhP 7.29 per piece
Break-even Point (Volume)
368 pieces
Income Statement
Sales, cost of goods sold, operational expenses, and net income
comprised the enterprise's income statement. Squash suman generated 4,600
30
pesos in total sales revenue for all products. The costs for direct materials and
labor were 3,265 pesos as the cost of goods sold, overhead costs consisting of
firewood, water, and electricity were 380 pesos and 392 pesos worth of
operating expenses. The enterprise has gained net income of 563 pesos. After
the successive deductions from revenues, the business has gained a low profit.
However, it was a reasonable gain since the enterprise had just begun and had
to make more strategies to penetrate the market and increase its income (see
Appendix Exhibit 4).
Balance Sheet
The balance sheet showed the total assets, liabilities, and capital for the
NLTB Enterprise. The overall assets were 4,000 pesos. The total value of the
current assets, including cash, was 4,378 pesos, while the non-current assets,
composed of tools and utensils, reached 185 pesos. The owners did not obtain
a cash loan, so there had no liabilities obligation. Based on the financial
requirements in the accepted project proposal budget, the capital was 4,000.00
pesos. The owner's savings were utilized as capital (see Appendix Exhibit 5).
NPM (Net Profit Margin)
The net profit margin was calculated by dividing the total sales by the net
profit and multiplying the result by 100 percent. The result was 12.24 percent,
which indicated that the enterprise profitability ratio did not reached the desired
level of 25 percent. It was not performing well in terms of profitability because
there was a low income (see Appendix Exhibit 6).
31
ROI (Return on Investment)
The efficiency of turning a business investment into profit is measured
by return on investment (ROI). The return on investment was computed by
dividing the net income by the total investment and multiplying the result by 100
percent. This yielded an ROI of 14.07 percent, almost reached the typical ratio
of 15%. As a result, it reflected not so good performance of the enterprise when
covering up the cost from total investment (see Appendix Exhibit 6).
Break-Even Price
A break-even price is the amount of money that each unit of product or
service must be sold for to cover the enterprise's cost; for example, the unit
selling price of squash suman was 7.29 or 21.89 pesos per bundle. The
enterprise set a selling price of 8.00 per piece or 25 pesos per bundle. It was a
9.44 percent markup per piece and 13.94 percent for every bundle of squash
suman. The enterprise got low profits due to lower markup per unit added,
despite knowing high costs or expenses accumulated during the process.
Indeed, lowering the price can be a good strategy for the enterprise to penetrate
the market and fully introduce the product at an affordable price (see Appendix
Exhibit 8).
Break-even Point Volume
The quantity of goods produced and sold to cover the overall production
cost is the break-even point in volume. At this point, the profit margin generated
by the number of units produced and sold was sufficient to cover the overhead
and fixed costs. The break-even volume was 368 pieces equivalent to 106
bundles of squash suman. This indicates that the enterprise exceeded its
32
volume of production from a target of only 106 bundles to 184 bundles (see
Appendix Exhibit 8).
33
EXTERNAL ANALYSIS
Porter’s Five Forces Analysis
Porter's Five Forces Analysis is a method for assessing the level of
rivalry in a market and creating a business strategy. This is made up of a
fiveforce model of competition: the bargaining power of suppliers, the
bargaining power of buyers, rivalry among competitors, the threat of substitutes,
and the threat of new entrants.
Bargaining Power of Suppliers
This may be seen by looking at how suppliers can pressure businesses
by raising their prices. Isabel market had numerous squash providers who set
20 pesos per kilo or much higher than the revealed price. If there were no
external or visible flaws, it was occasionally difficult to detect its flesh inside,
whether good or rotten. These suppliers never offered free delivery or discounts
even when the enterprise placed a significant order, as commodity sellers'
prices were competitive. In other words, many of the suppliers had similar price
levels in the market. These facts led to the conclusion that input providers had
low bargaining power.
Bargaining Power of Buyers
It has to do with a customer's ability to increase the cost of goods or
services that pressure enterprises to raise their standards, and compel them to
offer better customer services or support. Customers had negotiating power
while purchasing the squash suman. Direct and online buyers attempted to ask
34
for discounts, but the enterprise had a fixed selling price. These buyers ordered
because they were curious about the product since its existence in Isabel, Leyte
still needed to be recognized. The buyers were surveyed on the product's
acceptability, but some provided no feedback on price or taste. Some
customers were not inclined to repurchase the products, which assumed their
preference was impossible to meet. However, the enterprise required follow-up
of repeat buying of the products. The demand for the product was still high when
dealing with prospective buyers. Thus, this led to the conclusion that buyers
had low bargaining power.
Threat of Substitutes
These threats from substitutes increase the possibility of a customer
purchasing other products from other enterprises in the industry. Due to the
abundance of sweets in the market, such as chocolate moron, sapin-sapin,
kutchinta, biko, puto maya, tikoy, puto bumbong, suman latik, cassava cake,
budbud, and sweet potato "lidgid”, was the potential replacement of the
enterprise product. There was a highly significant threat of substitute items as
they were much more popular than Squash Suman products. Compared to
substitute products, the enterprise produced minimal volumes. Thus, this meant
a high threat of substitutes.
Rivalry of Competitors
This implies that existing businesses in an industry face the prospect of
new competitors. This
demonstrated
the
current
level
of
business
competitiveness. The enterprise revenues were affected by fierce competition.
35
In Isabel, Leyte, various sellers like Andee's pizza, Sophia's Bakeshop and other
bakeshops, such as RenceSay Café, Singco J's Homemade Cake, and Sweet
and Sassy Cake Shop. Nicey burgers & other related shops, homemade
processors, and even online sellers posted snacks were great competitors of
the enterprise, especially for breaktime customers who wanted to eat. They had
a more visible store, with permits secured, produced larger quantities of goods,
and were famed for their quality snacks. Moreover, they have already
established a vast network in the local market. They provided lower costs as
they enjoyed the economies of scale from volume production only by offering of
free delivery of products that the enterprise was more competitive than the
rivals. Competitors faced a higher threat of rivalry as a result.
Threat of New Entrants
The enterprise commonly faced threats as a newcomer in the industry.
Although the enterprise existed easily in the market, it was homemade and sold
the products directly or online. Meanwhile, the enterprise had a high threat of
new entrants because it could not compete with the rest of the businesses in
the industry. Customers may have expressed worries about the products'
hygiene or any health risks to the buyers. Additionally, the government
authorities may eventually enforce the need for formal registration strictly. Lack
of legal paperwork pertaining to sanitation, business permit, and other matters
would prevent the enterprise from continuing to function or force closure
because the product quality might not meet customers' standards. There was a
significant barrier to new entrants if the product demand increased, yet the
enterprise's capital needed more.
36
SWOT ANALYSIS
The SWOT analysis is a strategic planning tool that helps a company
determine its opportunities, threats, and strengths concerning business rivalry.
This analysis is a framework for determining and evaluating internal and
external elements that may impact the project's feasibility. With a focus on
exploiting strengths and opportunities to overcome weaknesses and threats,
SWOT analysis is used to find strategies.
Strengths
With the intensive rivalry in the market, this enterprise development
project has a variety of strengths that are useful for survival. The first strength
was that the product had a lower price and ready-to-eat snack compared to
commercial ones. Customers may be persuaded to purchase the product since
it is tasty and nutritious snack good for the body. Additionally, the products had
no preservation added, which attracted health-conscious buyers and was
competitive in the market. Moreover, the processing area of the enterprise was
accessible and offered free delivery, which customers preferred most. The
enterprise can monopolize the market because it only produces squash suman
products. On the other hand, there was direct procurement of raw materials
from the suppliers, and the enterprise saved transportation. The raw squash
vegetables, coconut and glutinous flour, can be purchased within the enterprise
location. Likewise, the availability of raw materials from local farmers in Isabel,
Leyte, also helped minimize production costs and ensured that fresh ingredients
37
were used in creating the product. The enterprise took advantage too for the
free use of the processing area, or no rent was charged. This helped the
enterprise lower its operation costs.
Weaknesses
Enterprise’s weaknesses include drawbacks or flaws that must be
handled, strengthened, and developed for the long-term benefit of the business.
The major flaw of this business was laborious processing activities that led to
low productivity, especially in wrapping and tying the products. It took two to
three hours to finish tying and wrapping about 144 pieces or 48 bundles of
squash suman. In addition, there needed to be more workers, so the processing
activities had difficulty meeting the required volume and took prolonged
operation. Workers had to multitasking. Due to this manual method, it took
longer time of processing products. The enterprise also need to provide proper
and speedy equipment to ensure the production activities are completed on
time. Moreover, the suman products were easily spoiled or had a shorter shelflife; Thus, they needed to dispose it immediately to the market. This gives offlimits to the enterprise to deliver outside Isabel, Leyte. Another area for
improvement was limited capital, which restricted the business's chance to
expand its production volume. Entering the market without adequate funds
prevented them from competing with well-established competitors.
Opportunities
Opportunities are outside forces advantageous for the enterprise. It
provided the enterprise with a tactical advantage and an excellent opportunity
for advancement, both of which had benefitted growth and expansion. One
38
opportunity is that the Isabelanons be aware about the product, and the tourism
department might recommend it as "pasalubong" item. Once many knew about
it, the demand might be increased as well as a great possibility to increase the
quantity of production, especially during special occasions (i.e. fiestas,
birthdays, Christmas). Since the enterprise current product distribution was just
within Isabel only, so it had to market the products in areas like Palompon,
Merida, and Ormoc to widen the distribution channel. Also, to increase sales,
the enterprise has to create various flavors to give customers options according
to their preferences. The alternative flavors will be squash suman with “latik" or
caramelized coconut with chocolate flavor. Even though some of the ingredients
of the product were not available, like glutinous flour, upon knowing the
existence of this products, many suppliers might be interested to provide raw
materials in the nearest area where the processing area is located. It will
become a substantial supply of raw materials in the locality.
Threats
The enterprise had various competitors producing products with a similar
purpose as snacks during breaktime. There were existing homemade products
processors and other stores like bakeries that could compete with the product.
Also, it was threatened by the market's fluctuating price of squash veggies,
among other things. Due to the unpredictability of raw material’s purchase price,
it was risky. Depending on the supply and demand in the market, prices may
go up or down. In this case, only a small quantity of products will be produced
at a high price. Secondly, there would be fierce competition in similar industries
regarding the supply of raw materials which is not favorable for the enterprise.
39
Table 5. SWOT analysis matrix for the NLTB Enterprise at Matlang Isabel,
Leyte
INTERNAL FACTORS
Strengths
Theproduct
has a
lower
price compared to commercial snacks.
Ready to eat a snack.
Have a competitive taste and is
nutritious or healthy for the human
body.
Accessible processing area
Free delivery
The only producer of squash suman.
Free use of processing facility
Direct procurement of raw materials
Weaknesses
Laborious process
Lack of workers
Manual
method
of
processing
Lack of equipment or tools
High perishability of
the product
Limited capital
EXTERNAL FACTORS
Opportunities
Potential
products
to
become
pasalubong native delicacy
Increase the volume of production to
cater to more demands.
Availability of a substantial supply of
raw materials in the locality.
Widen the area of distribution.
Produce a variety of flavors
Threats
Existence of a more
establish ed competitors
The fluctuating price of raw
squash in the market
Rivalry in the supply of raw
materials
with
related
busines
Strategy Formulation
There were four combinations of strategies outlined in the Strengths and
Opportunities (SO), Strengths and Threats (ST), Weaknesses and Opportunity
(WO), and Weaknesses and Threats (WT). At least one best strategy was the
enterprise's main focus that addressed the main problem. SWOT offers
strategic management and planning to pinpoint the advantages and
disadvantages of business competitiveness. When formulating a strategy,
information in SWOT was used by the enterprise hoping to develop the best
methods needed.
40
Avail More Promotional Strategies
By giving flyers, joining any business quorum related to processing such
as in seminars or training that will help to enterprise by giving wide range of
skills and an experienced, and also joining in any competition, displaying
products in exhibits, applying sales talk and posting advertisement via Twitter
and Instagram, sales can be increased. Entering the food competition will be a
fantastic opportunity to get this product known to the general public.
Hire a Piece-Rate Worker for Wrapping and Tying "Suman"
By hiring piece-rate workers, the enterprise will scout for applicants
within the neighborhood that are unemployed but qualified individuals. This is
to speed up the wrapping and tying of suman, which are critical activities to do
especially during peak season. The wage of each worker to be offered to them
will be 50 centavos per piece. For every 100 pieces, the worker will earn 50.00
pesos. It will be acceptable for the workers as they will work harder and produce
more to get higher wage like in a "pakyawan” system. Through hiring piece-rate
employees it increased production and efficiency. Furthermore, it increases
employee efficiency by keeping them busy working hard to meet the set goals.
Another factor is that employees are aware that they will be paid more if they
complete their work efficiently and quickly, so they put in more effort.
Negotiate a Regular Supplier of Primary Raw Materials with a Longterm Contract Agreement
Negotiating a supplier is a good way to ensure a regular supply of raw
materials, get more bulk and become a priority of the suppliers. When there is
more demand, they can immediately process more raw materials can be
available. Acquiring raw materials in nearby barangays, from small farm
41
owners, including Mr. Orias at Brgy. Tolingon and Honan is a good idea.
Through this negotiation, the enterprise may set a five-year contract to close
the deal, so that there will be sustainability of supply of these raw materials and
meet the target volume for processing squash suman.
Purchase Additional Processing Equipment
Purchasing coconut grater, presser machine, and 3-layered steamer can
speed up work activities. This will provide a long-term advantage to the firm.
Since the workers would no longer take additional transportation costs to buy
coconut milk and meat at Isabel town market. The enterprise must set aside a
budget amounted 15,000 pesos and will look for those machines in Ormoc City.
The target amount to purchase of coconut grater is around 199 to 300
pesos if purchasing through online, however in local market it cost around 500
to 900 pesos, another is the presser machine that is around 10,000 to 12,000
pesos both online and local market. Lastly, the steamer would cost around 800
to 900 pesos both online and local market. By this equipment, processing could
minimize workers’ workload and speed up work activities. Once the enterprise
can purchase this equipment, it might lower the cost and be able to produce the
desired target volume.
42
Table 6. Strategy Matrix for the NLTB Enterprise at Matlang Isabel, Leyte
INTERNAL
FACTORS
EXTERNAL
FACTORS
OPPORTUNITIES
 Potential
pasalubong native
delicacy.
 Increase the
volume of
production to cater
to more demands
 Widen the area of
distribution.
 Produce a variety
of flavors.
 Availability of a
substantial supply
of raw materials in
the locality.
THREATS
 Existence of more
establish
competitors
 The fluctuating
price of raw
squash in the
market.
Rivalry in the supply
of raw materials with
related business.
STRENGTHS
 The product has a lower
price compared to
commercial snacks.
 Ready to eat snack.
 Have a competitive taste
and is nutritious or
healthy for the human
body.
 Accessible processing
area
 Free delivery
 The only producer of
squash suman.
 Free use of processing
facility
 Direct procurement of
raw materials.
SO Strategies
WEAKNESSES
 Laborious process
 Lack of workers
 Manual methods of
processing
 Lack of equipment or
tools
 High perishability of the
product
 Limited capital
1. Increase sales, advertise
1. Hire one (1) a piece-rate
more promotional
strategies (flyers, business
quorum and competition,
exhibits, Twitter).
2. Contact resellers for the
product in the locality.
3. Negotiate regular
suppliers of primary raw
materials for a long-term
contract agreement.
worker for wrapping/tying
"Suman."
2. Purchase additional
processing equipment
3. Distribute finished
products by hiring resellers
and in the school canteens
4. Invest additional capital
for business expansion
ST Strategies
1. Offer trade discounts to
WO Strategies
WT Strategies
1. Hire a piece-rate worker
resellers
for wrapping/tying "Suman."
2. Accept orders for
2. Purchase additional
reservation and produce
more products
3. Negotiate regular
suppliers of primary raw
materials for a long-term
contract agreement.
processing
3. Distribute finished
products by hiring resellers
and in the school canteens
4. Invest additional capital
for expansion
43
SO Strategies
In this strategy, offering more promotional strategies can increase sales
by giving flyers, joining any business quorum and competition, displaying
products in exhibits, talking in sales, and posting advertisements via Twitter and
Instagram. Entering the food competition is the key to the product and
enterprise will be promoted in Isabel and other towns. On the other hand, it is
the best way to consume the product immediately because the shelf life of
squash suman is short, within three days. In order to prevent spoilage, it needs
to market immediately after production. The enterprise should contact resellers
in the Isabel area to spread the distribution. Moreover, negotiating with a
supplier is a good way to ensure a regular supply of raw materials, get more
bulk and become a priority of the suppliers. When there is more demand, they
can immediately process as many as the raw materials are available and
acquire in nearby barangays for raw materials, those small farm owners,
including Mr Orias at Tolingon and in Honan. Through this negotiation, the
enterprise set a five-year contract to close the deal, and there will be the
sustainability of supply and meet the target volume for processing Squash
Suman.
WO Strategies
Hiring one (1) piece-rate workers in this strategy will help avoid delays in
activities, especially in wrapping and typing each Suman. They will convince
those unemployed individuals, especially in the neighborhood. They will offer
the price of each Suman at 50 centavos per piece. For every 100 pieces, the
worker will earn 50.00 pesos. It will be acceptable for the workers as they will
44
work like a "pakyawan" system. The enterprise has to buy equipment or
machines for convenience and speed up jobs. It is preferable to buy a grater,
presser of coconut, and steamer with higher capacity. It gives the enterprise
smooth, efficient processing and creates more product volume. To minimize the
perishability of the product, they have to find resellers and distribute it in school
canteens. Since the enterprise needs a regular supply, it must add capital to
provide advance payment to raw materials suppliers.
ST Strategies
Offer trade discounts to resellers who will purchase in bulk. This can
penetrate the market by adjusting the price when the volume of orders. They
cannot compete with the existing competition in Isabel. If there are many orders,
the enterprise will accept the reservation of the product. To avoid the rivalry of
raw materials, negotiate a long-term agreement with small farms or backyard
sellers by supplying them regularly at lesser prices.
WT Strategies
Strategies here are similar to WO strategies, requiring a piece rate
worker to fasten the slow process of processing the products. Hiring will be done
soonest at a rate of 0.50 per piece. Another thing will be to purchase a grater
with a presser machine for coconut and three layers steamer. Grater for coconut
will take advantage of the enterprise to lower the time consumption in
processing and lessen the cost of transportation in buying coco milk or meat in
the town. Moreover, the steamer can increase the volume of production. To
meet the shelf life of suman, the products must be distributed to the resellers
45
and school canteens. Lastly, it should invest additional capital in paying the
suppliers, especially buying bulk raw materials.
Strategy Selection
Most information given in WO strategies had a huge impact on running
the enterprise. Weakness-Opportunities included laborious processes, lack of
equipment, and tools, lack of workers, manual processing methods, high
perishability of the products, and limited capital. Using these weaknesses had
to convert into positive opportunities to solve the main problem. Among the
issues, the major concern of the enterprise was the laborious process of
activities that led to low productivity. This problem would be solved by hiring a
piece rate worker to wrap and tie squash “suman” especially during peak
season. This strategy will speed up the processing activities, allowing the
enterprise to produce more product volume. At times of high demand, with the
availability of products, the enterprise can deliver on time, avoid spoilage, avoid
opportunity losses and meet the production and sales target.
Strategy Implementation
The business must put the chosen strategy into practice to realize it
accordingly in Table 7. The persons responsible, the resources required, the
estimated dates, and the step-by-step actions were stated.
The possible products must be continuously improved and re-operated
for another operation cycle after the enterprise development study periods. The
chosen strategy will be implemented with a target date of April 2023 and
onwards. Before implementing this plan, the enterprise will set the cost price for
each product as payment for the piece rate worker. Second is scout for piece
46
rate worker by posting announcement of hiring. Third is hire the worker based
on set qualification. Fourth is orient the workers for job familiarization. Fifth is
Give assignment to the workers and lastly, Payment of workers’ wages based
on their units of production (P0.50 per piece). Within one month, the strategy
will be implemented.
Table 7. Action plan for NLTB Enterprise at Matlang, Isabel, Leyte
ACTION PLAN
PERSON
RESPONSIBLE
RESOURCES
NEEDED
TIMELINE
Set the cost price for Developers
each product as
payment for the
piece rate worker
Record of cost
price
Office Supplies
Manpower
Cash (5,000)
April 1, 2023
(1 day)
Scout for piece rate
worker by posting
announcement of
hiring
Office Supplies
Manpower
Cash (8,000)
April 2-5,
2023 (4
days)
Hire the worker based Overall Operation
on set qualification
In-charge
Office Supplies
Manpower
Cash (8,000)
April 7-9,
2023 (3 days)
Orient the workers for Workers
job familiarization
Raw materials
Manpower
Cash (5,000)
April 15-17,
2023 (2 days)
Give assignment to Marketing
the workers
Incharge
Communication
Transportation
Manpower
Cash (5,000)
April 18-19,
2023 (2 days)
Payment of workers’ Financial
wages based on
Incharge
their
units
of
production
(P0.50
per piece)
Calculator
Gadgets
Manpower
Cash (3,000)
April 28, 2023
(1 day)
Developers
47
ENTREPRENEURIAL SKILLS DEVELOPED
PEC Analysis
Personal Entrepreneurial Competencies (PEC) Analysis is a method for
evaluating the individual competitive characteristics of an entrepreneurial
evaluation. These qualities aid in developing entrepreneurial attitudes and
behaviors; knowledge, time management, consistency, and creativity are
among the characteristics of an entrepreneur.
Personal Entrepreneurial Assessment
After completing the enterprise project, the authors created a few traits
of professionals. In addition, the authors also gained knowledge and improved
working skills. (see Table 8).
Table 8. Summary of skills developed during the conduct of the project of
NLTB Enterprise at Matlang, Isabel, Leyte
SKILLS DEVELOPED
WHAT LED YOU TO DEVELOP THAT SKILL?
(BASED ON PEC)
KNOWLEDGEABLE
 The enterprise encountered problems, and the
developers had to learn lessons to improve their
management performance.
 They got knowledgeable in processing the
product and how to market them.
TIME MANAGEMENT
They were time conscious while processing
products and delivered them on time.
CONSISTENT
CREATIVE
Consistent in producing good quality products,
how they dealt with customers, and the effort
spent maintaining good relationships with the
developers.
 The developers were creative in designing the
product label.
 Creativity in the product taste and in advertising
the products.
48
Knowledgeable
During an enterprise's development, the enterprise developers gain
additional knowledge during the actual processing of making squash suman
and marketing the products to the customers. The enterprise encountered
problems, and the developers had to learn lessons to improve their performance
in managing the business.
Time Management
During an enterprise's development, the developers were conscious of
time by systematically finishing processing on time and their activities. Also,
they delivered the products on time to the customers to have better service and
ensured they were received by customers fresh and in good taste.
Consistent
During the enterprise’s development the developers become consistent
in many things. The developers ensured to maintain a good quality of the
products; they learned to handled customers nicely and consistently in contact
with them for orders. Also, the developers maintained their effort to maintain
good relationships among the customers.
Creative
In enterprise, a mindset that enables the developers to solve difficulties
creatively and see opportunities where there once were only obstacles. The
developers were creative during the actual processing in designing the product
label. In addition, the developers also ensure that the advertisement is
attractive, with color words and creative communication. They also put
creativeness in the product's taste.
49
CONCLUSION AND RECOMMENDATION
Conclusion
The establishment of the squash suman processing enterprise at
Matlang, Isabel, Leyte was successfully developed by the four (4) business
partners.
The enterprise consisted of several operational tasks that workers
needed to accomplish. Thus, the developers required more knowledge to
manage the business properly. Given the limited number of workers, it needed
additional workers to help in producing larger product volumes when the
demand increased.
The processing activities required much time as it was manually done
making it a lengthy process. The workers had to work overtime to meet the
target volume.
Squash suman must be finished early to deliver it to customers in good
taste, sweet and freshly. Products can be advertised in many ways, like a
Facebook page, word of mouth and peddling. It has the potential to become
“pasalubong" item and a native delicacy of Isabel, Leyte. Many of the customers
liked the taste and the health benefits it gives.
In terms of financial performance, the business was not doing well. The
income statement revealed that the enterprise barely made a net profit of
563.00 pesos after three months of operation. Its profitability ratios were not
good also since its net profit margin (NPM) was 12.24 percent, and the ROI
reached 14.07 percent. Moreover, its break-even price was 7.29 per piece
50
equivalent to 21.89 per bundle, and its volume of 368 pieces equivalent to 106
bundles.
Recommendation
According to the study's findings, business growth was feasible and
timely. However, the business needs to expand because the products had the
potential to compete with competitors’ products and be profitable to gain a better
position in the market. The enterprise may grab many opportunities, particularly
a possible increase in demand. With the low productivity of products caused by
a laborious and lengthy process, it is recommended to hire piece rate workers
(or pakyawan system) for wrapping and tying squash “suman”. This can help in
speeding up process operation. The second alternative strategy will be
purchasing an electric grater and presser for coconut to speed up the other
critical activities. Purchased a 3-layered steamer is also advisable to produce a
larger volume of products. These could eliminate the manual processing that
delayed the delivery of products, also it suggests to hire a delivery worker to
deliver
the
product
to
the
customers
directly
and
timely
Another
recommendation is to train workers, as this leads to more productivity and
higher-quality work output, as well as better ability to manage conflict, stress,
and pressure at work. Job satisfaction can also be boosted, and knowledge,
communication skills, and attitudes may all be improved, lastly, Enhancing time
management
and
scheduling
activities
beforehand
are
further
recommendations. Planning the activity in advance can help the business
manage production effectively and set targets within reachable time frames.
51
REFERENCES
AMA. (January
10,
2023). Definitions of
marketing. American
Marketing Association.
Retrieved
on
February
11,
2023, from
https://www.ama.org/the-definition-of-marketing-what-ismarketing/
Bagui, R. (May 1, 2019.). Suman squash for a better sight with ground pork for
a better life. Scribd. Retrieved on November 1, 2022, from
https://www.scribd.com/document/408290649/Suman-Squash-foraBetter-Sight-with-Ground-Pork-for-a-Better-Life-docx
Business Diary Philippines. (December 23, 2019). Value added products from
squash (food business). Business Diary Philippines. Retrieved on January
27, 2023, from https://businessdiary.com.ph/849/valueadded-productsfrom-squash-food-business/
De la Cerna G. et al. (December 2021). Establishment of Ube-filled Coconut
(Cocos nucifera) Macaroons Processing Enterprise at Santo Niño, Isabel,
Leyte. Retrieved on January 27, 2023
Ganzon, M. (October 29, 2014). Suman: origin and benefits. Juan's Kakanin.
Retrieved
on
January
27,
2023,
from
https://juankakanin.wordpress.com/2014/10/27/suman-originandbenefits/
Robbins, O. (June 17, 2022). Top health benefits of Squash + how to prepare
and eat it. Food Revolution Network. Retrieved January 27, 2023, from
https://foodrevolution.org/blog/health-benefits-of-squash/#:~:text=
Squash%20Nutrition&text=Squash%20are%20good%20sources
%20of, and%20good%20for%20the%20gut.
Spengler, T. (March 4, 2022). How to grow kalabasa philippine squash.
Hunker.
Retrieved
January
27,
2023,
from
https://www.hunker.com/13406992/how-to-grow-kalabasaphilippinesquash
52
APPENDICIES
53
APPENDIX A
DETAILED PROCESSING ACTIVITIES IN MAKING SQUASH SUMAN
Raw squash vegetable preparations include:
Washing
The raw squash was thoroughly washed to remove dirt from the squash
skin and make it clean. Using flowing water, washing took 2 to 3 minutes.
Peeling of Squash
Peeling the squash required effort because its skin was thick. Peeling
the squash took 10 to 15 minutes, depending on how much squash were
peeled. The squash was peeled with a knife, while the seeds and pulp were
removed. In the first and second production cycles, nine kilograms (9 kgs) of
squash were prepared for peeling and the seeds were removed. It had a net
weight of eight kilograms of raw squash used. On the third production cycle,
seven kilograms of squash were peeled with seeds remove resulting to a net
weight of six kilograms. In the last production cycle, the ten (10) kilograms of
squash had net weight of nine kilograms.
Slicing of Squash
After peeling the squash, it was sliced thinly to make it easier to cook and
soften it. Slicing squash spent 5 to 10 minutes, and time will vary depending on
the number of squash sliced. To speed up the cooking of squash, the cuts of
squash were thin and flat. Knife and chopping board were used to slice it into
pieces.
54
Straining of Squash
After slicing the squash, it was placed in a strainer to wash, drain the
water, and separate the small particles or waste material. It took one minute to
do this activity, in which one worker is involved.
Mature Coconut Milk Preparations
Breaking the Coconut
This activity required force for dehusking and breaking the coconut.
Removing off the remaining husk at the tip of the coconut was done using sharp
machete and breaking the hard shell of coconut was followed. The coconut was
rotated by hands and cracked using the backside of a “machete” against the
side of coconut. It took almost 3 minutes to do the task especially for the nonexpert worker.
Grating
After cracking the coconut, the next step was to grate the coconut to
gather the coconut meat. It was facilitated using traditional coconut grater. It
took about 5 to 10 minutes doing this process since 10 pieces of coconuts are
required for the one recipe.
Squeezing of Grated Coconut
About 3 to 5 glasses of clean water was added over the coconut grated
for mixture before squeezed. It was placed in a mixing bowl then the coconut
was poured with water and mixed together thoroughly while squeezing the
grated coconut meat with the two hands. This can be done within 2 minutes by
one worker.
55
Straining
The coconut milk was poured through a strainer into another pan to
ensure pure coconut milk was added only to the one recipe of squash suman.
Sweetened Coconut Strips “Bukhayo’ Preparations
Breaking the Young Coconut
The first step was removing the husk, and once the coconut shell showed
up, it was directly broke using a machete.
Shred and Scraped the Coconut Meat
With the use of manual handy scraper and spoon, the activities were
accomplished. Next, the inner surface of the coconut meat was slightly shred
into a lengthwise strip. The worker can complete this activity within 3 to 4
minutes. The scraped coconut meat was prepared for cooking.
Cooking of Coconut Strips
When strips of young coconut were prepared, these were added with its
own buko juice and cooked together. The buko juice was just estimated 2 to 3
glasses depending if the coconut meat was already sticky or cooked. It was
mixed with 1 ½ kilos of brown sugar and 1 ½ teaspoon vanilla extract. It was
made sure that sugar was dissolved completely and the mixture thickened.
Then the young coconut strips were cooked in a pan until it turned slightly
brown. It was stirred well so that syrup will coat to the young coconut strips or
bukhayo and cooked well. Once every basic raw ingredient like sliced squash
and coconut milk were ready, then activities below were done:
56
Mixing of Squash and Coconut Milk
These two ingredients were mixed in a casserole to be ready for
cooking.
Cooking and Mashing the Squash together with Coconut Milk
After cutting the squash into slices, it was combined with the coconut
milk and cooked within 20 to 30 minutes until it was soft enough to be mashed.
Boiling took additional one hour and 30 minutes to complete. Danilo Bernales
Jr. was in-charge of this processes.
Cooling of Cooked Squash
After cooking the squash suman, it was set for cooling for about 3 to 5
minutes then mixed with other ingredients.
Sifting of Glutinous Flour
Glutinous flour was sifted to remove any lumps allowing for a more
accurate measurement.
Mixing of Cooked Squash with the Flour
To achieve the desired quality and taste, the cooked and mashed squash
was combined with glutinous flour and manually mixed. This took between 10
to 20 minutes to thoroughly mix the ingredients.
Preparations for Banana Leaves for Wrapping
Cutting of Banana Leaves into Rectangular Shapes
The banana leaves used was fresh in order to easy in wrapped and not
easily crumpled. Before dipping the leaves in boiling water, the leaves was cut
in a rectangular shaped in 12 inches long. Darren Nacua and Sheryl Tablate
were in-charge in this process.
57
Boiling of Water for Banana Leaves
Before dipping the banana leaves, first thing to do was boiling water in a
casserole in 1 liter of water for few minutes in a high heat in order to speed up
the boiling.
Dipping the Banana Leaves in the Boiled Water
Before filling the sweetened coconut strips and once the boiled water
was ready, the cut leaves were dipped in to the hot water for few minutes or
sometimes when in a hurry, the leaves were heated over the flame.
Filling of Sweetened Coconut Strips “Bukhayo”
Before wrapping, about 3 to 4 spoons or 100 grams of mashed squash
suman was spread over each banana leaf wrapping medium, then it was filled
in with sweetened coconut strips or bukhayo. It provides the product with
sweeter taste that blend well with the mashed squash.
Wrapping
Once the mixture was filled with bukhayo already, it was rolled to form a
cylindrical shape. Then the dirty parts of the leaves outside was wiped for better
appearance. Wrapping took 40 to 50 minutes. Usually, about 30 to 45 pieces
were wrapped at one time.
Steaming
After wrapping the suman these were steamed for 30 to 40 minutes.
These were arranged according to the capacity of the 2-layered steamer.
58
Cooling
After steaming, the squash suman were taken from the steamer, and laid
down on the table for cooling at approximately 3-5 minutes.
Tying (Using Cotton Twine String)
After 5 minutes of cooling, the suman were tied using cotton twine string
on both ends. Tying took 40 minutes to an hour depending on the product to
produce to finish per cycle.
Binding
After tying up the products individually, the squash suman were
bounded into three (3) pieces per bundle.
Weighing
The finished products of squash suman were weighed in bundles of 300
grams. The products were ready for labeling after weighing. The weighing scale
with 1kilogram capacity was used in the activity.
Labeling
Three pieces of squash suman were bounded with vinyl sticker. The
packaging was transparent so that customers could see the content, which drew
customers’ attention. The leaves were adhered with a sticker label indicating
the product’s name, net weight, contact number, FB account, expiration and
manufacturing date, and enterprise address.
Refrigerating
After all the processes, the squash suman were refrigerated in order to
lengthen the shelf life of the product and maintain its better taste or avoid
59
spoilage before seven days. The refrigerator of the enterprise had limited space
so they sold the products to the market immediately.
60
TERM
Coconut meat
Appendix B
DEFINITION OF TERMS
DESCRIPTION
It is the main raw material used in making “bukhayo”
or coconut strips for filling in the squash suman.
Coconut milk
It is use to thicken the mixture in the processing
squash suman.
Cutting board
A
Enterprise
A project developed by the students to produce
squash suman for profit, as well as the willingness to
engage in risky or difficult action.
Grater
It was used to grate or shred the coconut meat into
strips to make into “bukhayo”.
Knife
It was used for slicing the squash into pieces to easily
cook it.
Marketing
An activity done to promote and sell the squash
suman products, including market research and
advertising.
Measuring Spoon
It was used to measure various quantities of liquids
such as vanilla extract, flour, and other ingredients.
Mixing Bowl
A utensil used to combine or mix all of the ingredients,
including the squash and flour.
Partnership
The form of business consisting of two or more
business partners like NLTB Enterprise.
Processing
A set of activities from preparation of raw materials up
to finished products produced like squash suman.
Sifting
A process using sifter tool with perforated holes for
breaking out any lumps in the flour.
Squash
The primary raw materials used in making squash
suman.
flat
piece of
wood used when
slicing the
raw squash.
61
(Concluded)
TERM
Squash sticky rice
cake
DESCRIPTION
The finished products of NBTL Enterprise made from
squash with coconut milk, and filled with sweetened
coconut strips, and wrapped in banana leaves.
Steamer
It was used to steam the squash suman, to become
edible, have good appearance, and absorb completely
the flavor.
Timer
It is a device that can be used to measure time for in
processing of cooking, steaming, and other activities
in processing squash suman.
62
Appendix C
LETTER OF PERMISSION TO CONDUCT MARKET SURVEY
Dear Respondent,
Greetings!
We are the student of VSU-Isabel pursuing a BSAB (Bachelor of Science in
Agribusiness). As part of our practicum, we are required to conduct a survey for
our enterprise development study entitled: “Squash-Based Sticky Rice Cake
Processing Enterprise in Matlang, Isabel, Leyte”.
Being identified as one of the respondents of the study, please answer the
attached questionnaire honestly. The survey will require approximately 5-10
minutes to complete. Thank you for taking the time to assess me in my research
study. The data gathered will be strictly kept confidential and used for academic
purposes only.
The purpose of this enterprise is to support sustainable squash suman filled
with coconut processing while also actively promoting the industry by using
good quality squash, coconut and other ingredients in "Squash Suman". The
intension of this survey is to collect information that will aid in the completion of
the enterprise development study entitled "Squash-Based Sticky Rice Cake
Processing Enterprise at Matlang, Isabel, Leyte."
This survey aims to achieve the following objectives:
1. to distinguish the level of awareness of consumers;
2. to assess whether the Squash Suman product have reached customer’s
level of satisfaction;
3. to determine which product attributes, need for improvement to gather
suggestions and feedback for the improvement of 4P’s (Product, Place,
Price, and Promotion) strategy of the enterprise
In adherence to Data Privacy Act of 2012, this form collects your personal
information for " Squash suman processing enterprise in Matlang, Isabel, Leyte"
only. Your data will be stored securely and will be used solely for the research
and documentation of the university. Please check AGREE if you voluntarily
consent to provide VSU with your data.
I AGREE to provide VSU with my personal data for the “Squash-Based Sticky
Rice Cake Processing Enterprise in Matlang, Isabel, Leyte” survey.
I DISAGREE to provide VSU with my personal data for the “SquashBased
Sticky Rice Cake Processing Enterprise in Matlang, Isabel, Leyte” survey
63
Appendix D
SURVEY QUESTIONNAIRE FORM
GENERAL INFORMATION
Name(optional):______________________ Sex:_______________________
Age:____________________________ Civil Status: ____________________
Home Address: _________________________________________________
Occupation/Position: _____________
Educational Attainment: __________
Monthly Income: _________________
The purpose of this enterprise is to support sustainable squash suman
filled with coconut processing while also actively promoting the industry by using
good quality squash, coconut and other ingredients in "Squash Suman." The
intension of this survey is to collect information that will aid in the completion of
the enterprise development study entitled " Squash-Based Sticky Rice Cake
Processing Enterprise at Matlang, Isabel, Leyte."
This survey aims to achieve the following objectives:
1. to distinguish the level of awareness of consumers;
2. to assess whether the Squash Suman product have reached customer’s level
of satisfaction;
3. to determine which product attributes need for improvement;
4. to gather suggestions and feedback for the improvement of 4P’s (Product,
Place, Price, and Promotion) strategy of the enterprise.
Product: Squash Suman
I. AWARENESS DATA
1. Are you aware of suman snack product?
[ ] Yes
[ ] No
2. Do you buy suman snack product?
[ ] Yes (If yes, proceed to [ ] No ( If no, answer questions 3-6 question
number 7-9)
and proceed to part II)
3. If no, why don’t you buy suman snack products?
[ ] high price
[ ] taste
[ ] unavailability
[ ] others, pls. specify
____________.
4. What similar snack products do you buy?
[ ] rice cake suman (biko)
[ ] moron
64
[ ] sweet potato suman
[ ] others, pls. specify
____________
5. How often do you buy those similar snacks products?
[ ] once a day
[ ] twice a week
[ ] once a week
[ ] others, pls. specify
____________
6. How many packs do you usually buy at a time?
[ ] 1 pack
[ ] 3 packs
[ ] 2 packs
[ ] others, pls. specify
_____________
7. If yes, how did you get to know about the products?
[ ] in the department stores
[ ] through friends/relatives
[ ] in the public market
[ ] through publications & pamphlets [ ]
through social media
[ ] others, pls. specify ____________
8. How often do you buy these Suman products?
[ ] once a day
[ ] twice a week
[ ] once a week
[ ] others, pls. specify
____________
9. How many packs do you usually buy at a time?
[ ] 1 pack
[ ] 3 packs
[ ] 2 packs
[ ] others, pls. specify
_____________
II. PRODUCT ATTRIBUTES RATING
You have been presented with a product sample and rate it according to
your degree of preference for color, appearance, texture, taste, flavor, and
general acceptability.
On the table, put your score on the space provided based on the
following rate:
1. Not Satisfied at All 2. Slightly Satisfied 3. Neutral 4. Very Satisfied 5.
Extremely Satisfied
ATTRIBUTES
1
Aroma
Appearance
Flavor
Taste
Palatability
2
3
4
5
65
General Acceptability
-
III. OTHER COMMENTS/SUGGESTIONS:
1. Are you willing to buy the squash suman snack product if available in the
market?
[ ] yes
[ ] no
2. How many percent of your volume consumed on similar products are you
willing to substitute with Squash filled with Coconut based snack
products?
[ ] 10 %
[ ] 20
[ ] 30 %
[ ] 40 %
[ ] 50 %
[ ] others, pls. specify
_________
SUGGESTIONS FOR PRODUCT IMPROVEMENT:
_____________________________________________________________
Thank you so much for your cooperation and valuable feedback.
Researchers:
Bernales, Danilo M. Jr.
Lauron, Francis John B.
Nacua, Darren A.
Tablate, Sheryl Mae G.
66
APPENDIX E
RESULTS OF THE MARKET SURVEY
Demographic Characteristics of Respondents
Among the 30 respondents, majority (73.33%) of them are females while
the rest (26.67%) are males (shown in Table 1).
Appendix 1. Gender of respondents
GENDER
FREQUENCY
RESPONSES (%)
Male
8
26.67
Female
22
73.33
Total
30
100.00
Most (20%) of the respondents belong to the age bracket of 21-30 years
old and the least (3.33%) belongs to the age bracket of 31-35, 46-50 and 61
years old.
Appendix 2. Age of the respondents
AGE
FREQUENCY
15-20
3
21-25
6
26-30
6
31-35
1
36-40
3
41-45
3
46-50
1
51-55
4
55-60
2
61
1
TOTAL
30
RESPONSES (%)
10
20
20
3.33
10
10
3.33
13.33
6.68
3.33
100.00
Among the 30 respondents, both married and single are (43.33%) while
the (6.68%) are separated.
67
Appendix 3. Civil status of respondents
CIVIL STATUS
Married
Single
Separated
No Response
Total
FREQUENCY
13
13
2
2
30
RESPONSES (%)
43.33
43.33
6.67
6.67
100.00
Majority of the 30 respondents came from Brgy. Matlang (50%), Brgy.
Libertad, Isabel, Leyte. (23.33%) while both Brgy. Tolingon and Brgy. Honan
got 10 percent, and from Brgy Consolacion, Cebu (6.67%).
Appendix 4. Home address of respondents
HOME ADDRESS
FREQUENCY
RESPONSES (%)
Tolingon
3
10
Matlang
15
50
Honan
3
10
Libertad
7
23.33
Consolacion, Cebu
2
6.67
TOTAL
30
100.00
Awareness of Respondents On The Existence Of Suman
The researchers conducted survey of 30 random individuals in selected
barangays of Isabel, Leyte. Majority (96.67%) of the respondents were aware
of squash suman product and (3.33%) were not aware of the said
product.
Appendix 5. Awareness on the existence of Suman
AWARENESS
FREQUENCY
RESPONSES (%)
Yes
29
96.67
No
1
3.33
Total
30
100.00
Majority (96.67%) of the respondents have experienced in buying
suman, however, (3.33%) have not experienced in buying suman.
68
Appendix 6. Buying decision of respondents
BUYING DECISION
FREQUENCY
RESPONSES(%)
Yes
29
96.67
No
1
3.33
Total
30
100.00
Among the 30 respondents, majority (63.33%) sourced their awareness
of suman through friends and relatives followed by those who learned through
the public market with (16.67%).
Appendix 7. Source of the respondents’ awareness
SOURCE
FREQUENCY
RESPONSES(%)
Public Market
5
16.67
Social Media
2
6.67
Department Store
0
0
Friends/ Relative
19
63.33
Publications & Pamphlets
1
3.33
No Response
3
10
Total
30
100.00
Among the 30 respondents, 36.66 percent of them usually buy two 2
packs of products, 26.66 percent buy three (3) packs of products and also
23.33 percent usually buy 1 pack of product.
Appendix 8. Quantity of purchase in buying
BUNDLE
FREQUENCY
1
7
2
11
3
8
Others
3
No response
1
Total
30
RESPONSES(%)
23.33
36.66
26.66
10
3.33
100.00
Attributes Rating of Squash Suman
The questionnaire used 5-points scale rating, wherein 5 is Extremely
satisfied, 4 is Very satisfied, 3 is Neutral, 2 is Slightly satisfied, and 1 is Not at
all Satisfied.
69
Based on the result of the survey, majority of the respondents “extremely
satisfied” the squash suman in terms of all of its attributes namely: aroma,
appearance, flavor, taste, palatability, and general acceptability.
Appendix Table 9. Respondents’ product attributes rating of the Squash Suman
1
2
Not Satisfied at all Slightly Satisfied
ATTRIBUTES
3
Neutral
4
Very Satisfied
5
Extremely satisfied
Total
Frequenc Response Frequen Respons FrequenResponse Frequen Respons Frequency Response% Frequency
y
%
cy
e%
cy
%
cy
e%
Aroma
0
0
0
0
4
13.3
9
30
17
56.66
30
Appearance
0
0
0
0
2
6.67
4
13.3
24
80
30
Flavor
0
0
0
0
0
0
3
10
27
90
30
Taste
0
0
0
0
1
3.33
3
10
26
86.66
30
Palatability
0
0
0
0
1
3.33
3
10
26
86.66
30
General
Acceptability
TOTAL
0
0
0
0
0
0
2
6.67
28
93.33
30
0
0
0
0
8
86.96
24
79.97
148
493.31
180
70
71
Other Comments and Suggestions
All (100%) of the respondents are willing to buy squash suman if it will be
available in the market (shown in Table 10).
Appendix Table 10. Willingness of the respondents to buy squash suman
WILLINGNESS TO BUY
FREQUENCY
RESPONSES (%)
Yes
30
100
No
0
0
Total
30
100.00
Majority (36.67%) of the respondents are willing to substitute 50 percent
of their current suman consumption with squash suman, and some (26.67%)
are willing to substitute at 30 percent (Table 17).
Appendix Table 11. Percentage that respondents’ current consumption of
suman they are willing to substitute with squash
suman
SUBSTITUTION
FREQUENCY
RESPONSES (%)
10%
2
6.67
20%
3
10
30%
8
26.67
40%
5
16.67
50%
11
36.67
Others
1
3.33
Total
30
100.00
Generally, among the 30 respondents, (23.33%) or only 7 respondents
had comments, and 76.68 percent had no comment. The comments were to
increase aroma / wrap it well, need more sugar, good enough, nothing to
2improve, thin the coconut strips, perfect, or make your product bigger (shown
in Table 12).
72
Appendix Table 12. Comments and suggestions of the respondents
regarding the product
SUGGESTION/COMMENTS
FREQUENCY
Increase Aroma / wrap it well
1
Need more sugar
1
Good enough
1
Nothing to improve
1
Thin the coconut strips
1
Perfect
1
Make your product bigger
1
No response
23
Total
30
APPENDIX TABLES
74
Appendix Table 1. Pre-operating activities of NLTB Enterprise at Matlang,
Isabel, Leyte
ACTIVITY
OCTOBER 2022
NOVEMBER 2022
Preparation and submission of
Oct. 4
Case Study Proposal
Oct. 5
Approval of the Case Study
Proposal
Procurement of Raw Materials
Oct. 19
Product free tasting and survey
Oct. 21
Approval of the Case Study
Proposal for mass production
Nov 14
Appendix Table 2. Gantt chart of activities at NLTB Enterprise at Matlang,
Isabel, Leyte
ACTIVITY
Submission of Case
Study Proposal
OCTOBER 2022NOVEMBER
2022
DECEMBER
2022-JANUARY
2023
Oct. 4
Oct. 18
Approval of the Case
Study Proposal
Oct. 19
Procurement of Raw
Materials
Product Free Tasting Oct. 21
and Market Survey
Approval of the
Enterprise for Mass
Production
The actual production
of squash suman
Advertisement of the
product
Nov.
14
Nov. 23, 27 Dec 5, Dec
11
Nov 23- Dec
13
FEBRUARY
2023
75
Appendix Table 2. (Concluded)
ACTIVITY
OCTOBER 2022NOVEMBER
2022
DECEMBER
2022JANUARY
2023
FEBRUARY
2023
Dec 17 – Jan 5
Drafting the study and
Presentation of Case
Study Report
Jan 9-25
Oral Defense for the
Case Study Report
Feb 6
Final submission for
Case Study
Manuscript
Appendix Table 3. Employees’ profile of NLTB Enterprise at Matlang,
Isabel, Leyte
POSITION
QUALIFICATION
Overall
Male,
Operation 22 years old,
In charge BSAB Graduate
or any business
related course,
with leadership
skills
Marketing
Male,
In charge
22 years old,
BSAB Graduate
or any business
related course,
With or without
experience
DUTIES
COMPENSATION
BENEFIT
In-charge of 50% profit share
planning and
decision
making
Compleme
ntary
snacks
In-charge of 50% profit share
advertising,
delivery, and
other
marketing
tasks
Compleme
ntary
snacks
76
Appendix Table 3. (Concluded)
POSITION
QUALIFICATION
DUTIES
COMPENSATION
Production Female,
In charge 22 years old,
BSAB Graduate
or any business
related course,
With or without
experience
Monitored
50% profit share
and
controlled the
production
process, and
raw materials
Financial
In charge
Made the
financial
report of an
enterprise,
did the
cashiering
and
budgeting
Female,
22 years old,
BSAB Graduate
or any business
related course,
With or without
experience
50% profit share
BENEFIT
Compleme
ntary
snacks
Compleme
ntary
snacks
Appendix Table 4. Working hours at NLTB Enterprise at Matlang, Isabel
Leyte
WORKING TIME
ACTIVITIES DONE
8:00 - 8:30 am
Prepared all the raw materials
8:30 - 8:45 a.m.
Washed all tools/utensils used for processing such as
knife, measuring cups, mixing bowl, steamer, ladle
and chopping board.
8:46 – 9:30 am
Peeled squash and sliced into small pieces as well as
grating the matured coconuts, scrapping of coconut
meat and boiling the banana leaves.
9:30- 10:00 am
Cooked the sliced squash together with coconut milk as
well as cooking of coconut strips.
10:00-10:15 am
10:15-10:35 am
Snack time
Mixed the squash mixture with glutinous flour and stir
for 20 minutes.
10:35-11:45 am
Wrapped the cooked squash suman together with
coconut strips.
77
Appendix Exhibit 4. (Concluded)
WORKING TIME
ACTIVITIES DONE
11:25am -12:15pm
Steamed the wrapped squash suman for 40 minutes.
12:00 pm
Lunch break
1:00 - 2:00 pm
Tied, labeled and weighted the squash suman.
2:00 – 2:05 pm
Cleaned the production area.
2:05 - 5:00 pm
Marketed the products.
Appendix Table 5. Procurement & Sources of raw materials of NLTB Enterprise
at Matlang, Isabel, Leyte
QUANTITY
INPUT
PER
UNIT
PURCHASE
PRICE/UNIT
TOTAL
COST
Squash
35 kls
20/kg
700.00
Vanilla
extract
5 bottles
20/bottles
100.00
Brown
Sugar
4 kls.
80 /kilo
320.00
Glutinous
flour
7kls.
56/kilo
392.00
Salt
½ kilo
15/kl
15.00
10/pc
350.00
Young
Coconut
35 pcs
meat
(for strips)
Matured
Coconut (for
39 pcs
coconut
milk)
10/pc
390.00
SOURCE
Tolingon,
Isabel,
Leyte
Pick &
Bake
Isabel,
Leyte
Pick &
Bake
Isabel,
Leyte
Pick and
bake &
Gina store
Pick &
Bake
Isabel,
Leyte
Honan,
Isabel,
Leyte
Honan,
Isabel,
Leyte
FREQUENCY
OF
PURCHASE
In bulk
Weekly
Weekly
weekly
Weekly
Weekly
Weekly
78
Appendix Table 5. (Concluded)
QUANTITY
INPUT
PER
UNIT
Cotton twine
2 pcs
string (lambo)
PURCHASE
PRICE/UNIT
68.00
Total
TOTAL
COST
SOURCE
136.00
Pick &
Bake
Isabel,
Leyte
FREQUENCY
OF
PURCHASE
Weekly
2,335.00
Appendix Table 6. Operation cycle of NLTB Enterprise at Matlang, Isabel,
Leyte
OPERATIONAL
CYCLE
1st cycle
2nd
cycle
3rd cycle
4th cycle
TARGET
KLS
PCS
50
501
ACTUAL
KLS
PCS
14.4
144
DEVIATION
KLS
PCS
35.6
357
35.6
357
14.4
144
21.2
213
21.2
213
10.2
102
11
111
11
111
16.2
162
(5.2)
(51)
Appendix Table 7. Production volume of NLTB Enterprise at Matlang,
Isabel, Leyte
DATE OF
PRODUCTION
QUANTITY OF
SQUASH
USED (kls)
QUANTITY OF
SQUASH SUMAN
PRODUCED (kls)
QUANTITY OF
SQUASH
SUMAN (pieces)
November 23, 2022
9 kls
14.4 kls
144
November 27, 2022
9 kls
14.4 kls
144
December 05, 2022
7 kls
10.2 kls
102
December 11, 2022
10 kls
16.2 kls
162
35 kls
55.2kls
552
Total
79
Appendix Table 8. Product rejects at NLTB Enterprise at Matlang, Isabel,
Leyte
DATE OF
FINISHED PRODUCTS
PRODUCTION
GOOD QUALITY
REJECTS
(KLS)
(PCS)
(Grams)
(PCS)
November 23, 2022
14 kl
144
400
4
November 27, 2022
14 kl
144
300
3
December 05, 2022
10 kl
102
300
3
December 11,2022
16 kl
162
100
1
TOTAL
55
552
1.1kl
11 (1.99%)
Appendix Table 9. Processing schedule of NLTB Enterprise at Matlang, Isabel,
Leyte
TIME IN
8:00 am
WORKING TIME
ACTIVITIES
8:00 - 8:30 am
Prepared all the raw materials
8:30 - 8:45 a.m.
Washed all tools/utensils used for
processing
8:46 – 9:30 am
Peeled the squash and sliced into
small pieces. The matured
coconuts were grated and shred
the young coconut and prepared
the banana leaves.
9:30- 10:00 am
Cooked the sliced squash
together with coconut milk as well
as cooking of coconut strips
10:00-10:15 am
Snack time
10:15-10:35am
Mixed the cooked squash
together with glutinous flour for 20
minutes.
Wrapped the cooked quash
together with coconut strips
10:35-11:45am
11:25am 12:15pm
Steamed the wrapped squash for
40 minutes
12:00 pm
Lunch break
TIME
OUT
5:00 pm
80
Appendix Table 9. (Concluded)
TIME
IN
WORKING
TIME
ACTIVITIES
TIME
OUT
1:00 - 2:00
pm
Tied/labeled and weighed the Squash
Suman
2:00 – 2:05
pm
2:05 - 5:00
pm
Cleaned the area of production
Marketed the products
Appendix Table 10. Sales report for NLTB Enterprise at Matlang, Isabel,
Leyte
DATE BUYER
PLACE
QUANTI
UNIT
SALES
PERCENTYPE
OF
TY
PRICE
(PHP)
TAGE (%)
ORDERS
SOLD
(PHP)
Nov.
23,
2022
Nov.
27,
2022
SUBT
OTAL
Bundl
es
Pc
s
Bundles
Pcs
Bund
les
Pcs
Bundl
es
Pcs
Online
buyer
Libertad
6
18
25
8
150
144
3.2
3.2
Online
buyer
Libertad
10
30
25
8
250
240
5.4
5.4
Online
buyer
Online
buyer
Online
buyer
Online
buyer
Honan
2
6
25
8
50
48
1.0
1.0
Libertad
3
9
25
8
75
72
1.6
1.6
Honan
5
15
25
8
125
120
2.7
2.7
Honan
4
12
25
8
100
96
2.1
2.1
Online
buyer
Online
buyer
Online
buyer
Online
buyer
Online
Libertad
1
3
25
8
25
24
0.5
0.5
Libertad
2
6
25
8
50
48
1.0
1.0
Honan
3
9
25
8
75
72
1.6
1.6
Honan
3
9
25
8
75
72
1.6
1.6
39
117
25
8
975
936
22.8
22.8
81
Appendix Table 10. (Concluded)
DATE BUYER PLACE
TYPE OF
ORDER
QUANTI
TY
SOLD
UNIT
PRICE
(PHP)
Pc
s
Bun
dles
Pcs
120
2.7
2.7
Matlang
NHS
Matlang
5
15
25
8
6
18
25
8
150
144
3.2
3.2
Matlang
7
21
25
8
175
168
3.8
3.8
Matlang
3
9
25
8
75
72
1.6
1.6
Matlang
7
21
25
8
175
168
3.8
3.8
Matlang
2
6
25
8
50
48
1.0
1.0
Tolingon
4
12
25
8
100
96
2.1
2.1
Matlang
5
15
25
8
125
120
2.7
2.7
Honan
5
15
25
8
125
120
2.7
2.7
Matlang
1
3
25
8
25
24
0.5
0.5
Matlang
2
6
25
8
50
48
1.0
1.0
Matlang
3
9
25
8
75
72
1.6
1.6
Tolingon
1
3
25
8
25
24
0.5
0.5
Matlang
3
9
25
8
75
72
1.6
1.6
Honan
3
9
25
8
75
72
1.6
1.6
Matlang
3
9
25
8
75
72
1.6
1.6
Direct
buyer
VSU-IC
15
45
25
8
375
360
8.1
8.1
Direct
buyer
Matlang
19
57
25
8
475
456
10.3
10.3
Dec
11,
2022
Direct
buyer
Honan
20
60
25
8
500
480
10.8
10.8
Direct
buyer
Matlang
34
10
2
25
8
850
816
18.5
18.4
SUBT
OTAL
Direct
145
43
5
25
8
362
5
348
0
78.8
0
78.80
Dec 5,
2022
Bund
les
Pcs
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Direct
buyer
Nov.
27,
2022
Pc
s
PERCENTAGE (%)
Bun
dle
s125
Nov.
23,
2022
Bun
dles
SALES
(PHP)
82
Appendix Table 10.1. Summary of sales report for NLTB Enterprise
at Matlang, Isabel, Leyte
PRODUCT
TYPE OF
BUYER
QUANTITY
SOLD
Bund
Squash
Suman
SUBTOTAL
Pcs
UNIT PRICE
(PHP)
Bund
Pcs
SALES
(PHP)
Bund
Pcs
PERCENTAGE (%)
Bund
Pcs
Online
buyer
39
117
25
8
975
936
22
22
Direct
buyer
145
435
25
8
3625
3480
78
78
184
552
4600
4416
100
100
83
APPENDIX FIGURES
84
Legend:
1.
2.
3.
4.
5.
6.
7.
Entrance
Mixing area
Packing area
Cooking area
Washing area
Comfort room
Exit
Appendix Figure 1. Physical layout of NLTB Enterprise at Matlang,
Isabel, Leyte
85
Appendix Figure 2. Organizational chart of NLTB
at Matlang Isabel, Leyte
Enterprise
86
OPERATIONAL PROCEDURE
DESCRIPTION
The needed raw materials were
squash, flour, salt, sugar, vanilla
extract
Squash / Matured and Young Coconuts
Procurement of
Raw Materials
Pure
ingredients
used
Processing
Squash-Based
Sticky Rice Cake
No
Yes
Raw materials were checked
based on quality and quantity.
Squash, was checked based on
the color, and hard skin and it is not
damaged. Squash was the main
ingredient in product processing.
Coconuts were checked based
also on brown cover of the while
the young coconuts were checked
based on its water content, lack the
hairy husk and dark color. Based
on their expiration dates, vanilla
extract was tasted, and sugar was
added for additional sweetness.
Vanilla extract smoothen and
improved the outcome of the
squash suman's flavor.
This product was processed
manually
because
many
procedures
were
involved
particularly,
grating
and
desiccating of coconuts to produce
milk.
The finished goods were examined
for taste, appearance, scent, and
consumer benefits. The color
should be yellow and delicious, 5
inches and 100 grams per pieces.
Labels and packaging were also
taken into account. It is necessary
to be aware of the product's shelf
life.
Appendix Figure 3. Operation flow of NLTB Enterprise at Matlang Isabel,
Leyte
87
88
Appendix Figure 5. Documentation for processing squash suman products
of NLTB Enterprise at Brgy. Matlang, Isabel, Leyte
Appendix Figure 5.1. Danilo Bernales Jr., Darren Nacua, Sheryl Mae
Tablate and Francis John Lauron were purchasing
raw materials and Ingredients at Pick & Bake Store
for the squash suman last November 21, 2022
Appendix Figure 5.2. Sliced squash for processing suman at
Matlang, Isabel, Leyte last November 23, 2022
89
Appendix Figure 5.3. Sheryl Mae Tablate poured water to the grated
coconut for Suman mixture at Matlang, Isabel,
Leyte last November 23, 2022
Appendix Figure 5.4. Darren Nacua sifted the glutinous flour for Suman
mixture at Matlang, Isabel, Leyte last November 27,
2022
90
Appendix Figure 5.5 Danilo Bernales cooked the sliced squash mixed with
coconut milk at Matlang, Isabel, Leyte last December
5, 2022
Appendix Figure 5.6. Wrapping of squash suman using banana leaves at
Matlang, Isabel, Leyte last December 5, 2022
91
Appendix Figure 5.7. Darren Nacua prepared the sweetened coconut
strips (Bukhayo) at Matlang, Isabel, Leyte last
December 5, 2022
Appendix Figure 5.8. Squash suman ready for steaming at Matlang, Isabel,
Leyte last December 5, 202
92
Appendix Figure 5.9. Mrs. Managbanag visited the students during
processing of squash suman at the enterprise in
Matlang, Isabel, Leyte last December 11, 2022
Appendix Figure 5.10. Marketing of product to Mrs. Sajorda at Visayas State
University Isabel, Engineering Department
last December 5, 2022
93
Appendix Figure 6. Squash suman products of NLTB Enterprise at
Matlang, Isabel, Leyte
94
Appendix Figure 7. Product distribution channel of NLTB
Enterprise at Matlang, Isabel, Leyte
95
Appendix Figure 8. Promotional tools of NLTB Enterprise in
Facebook at Matlang, Isabel, Leyte last
November 18, 2022
APPENDIX EXHIBITS
97
Appendix Exhibit 1. Journal entries of NLTB Enterprise at Matlang,
Isabel, Leyte
DATE
ACCOUNT DESCRIPTION
RE
DEBIT
CREDIT
F.
(PHP)
(PHP)
2022 NOVEMBER
19
Cash
1,000.00
1,000.00
1,000.00
1,000.00
Bernales, Capital
4,000.00
Lauron, Capital
Nacua, Capital
Tablate, Capital
20
20
20
21
22
22
22
Invested Initial Capital
Pre-operating Expenses
Cash
Free
tasting
during
market survey
121.00
121.00
Manufacturing Overhead
Cash
Purchasing of wood for
fuel
225.00
Raw Materials Inventory
Cash
Purchasing of squash
(35kg)
700.00
Raw Materials Inventory
Cash
Purchasing of young and
matured coconut (10pcs.)
210.00
Packaging Supplies
Cash
Purchasing Vinyl Sticker
400.00
225.00
700.00
210.00
400.00
Packaging Supplies
Cash
Purchase cling wrap for
covering the product.
30.00
Supplies
Cash
Purchase hand gloves
25.00
30.00
25.00
98
Appendix Exhibit 1. (Concluded)
DATE
22.
22
22
22
26
28
28
28
29
ACCOUNT DESCRIPTION
Advertisement Expense
Cash
Posting of product
Facebook
REF
.
DEBIT
(PHP)
100.00
100.00
on
Transportation Expense
Cash
Purchased raw materials
and delivery of product
Raw Materials Inventory
Cash
Purchased of Ingredients
43.00
43.00
383.00
383.00
Cash
Sales Revenue
Sold 48 bundles at P25.00
each
1,200.00
Raw Materials Inventory
Cash
Purchasing of ingredients
such as Vanilla, Young and
Matured Coconut
97.00
Transportation Expense
Cash
Purchased raw materials
and delivery of product
43.00
Non-Current Assets
Cash
Purchased weighing scale
Cash
Sales Revenue
Sold 48 bundles at P25.00
each
Packaging Supplies
Cash
Purchased Vinyl Stickers
CREDIT
(PHP)
1,200.00
97.00
43.00
185.00
185.00
1,200.00
1,200.00
520.00
520.00
99
Appendix Exhibit 1. (Concluded)
DATE
28
28
ACCOUNT DESCRIPTION
DEBIT
(PHP)
Transportation Expense
Cash
Purchased raw materials
and delivery of product
100.00
Cash
1,200.0
0
Sales Revenue
Sold 48 bundles at P25.00
each
2022 DECEMBER
4
Raw Materials Inventory
Cash
CREDIT
(PHP)
100.00
1,200.00
533.00
533.00
Purchased Ingredients such
as young and matured
coconut,
Glutinous
flour,
vanilla extract
6
6
10
Transportation Expense
Cash
Purchased raw materials
and delivery of product
100.00
Cash
Sales Revenue
Sold of 34 bundles at
P25.00 each
850.00
Raw Materials Inventory
Cash
348.00
100.00
850.00
348.00
Purchased Ingredients such
as young and matured
coconut and glutinous flour.
11
Transportation Expense
Cash
Purchased raw materials
and delivery of product
100.00
100.00
100
Appendix Exhibit 1. (Continued)
DATE
ACCOUNT DESCRIPTION
11
11
12
13
Raw Materials Inventory
Cash
Purchased salt
Packaging Supplies
Cash
Purchased roll bag
10.00
10.00
1,350.00
Utilities Expense
Cash
Payment for Water and
Electric
100.00
Cash
Net Profit
To close net profit to
retained earnings
CREDIT
(PHP)
15.00
Cash
Sales Revenue
Sold of 54 bundles at
P25.00 each
Cash
Capital
Return on investment
TOTAL
DEBIT
(PHP)
15.00
1,350.00
100.00
4,000.00
4,000.00
563.00
563.00
18,751.00
18,751.00
101
Appendix Exhibit 2. Receipts of the NLTB Enterprise at Matlang, Isabel
Leyte
102
Appendix Exhibit 2. (Concluded)
103
Appendix Exhibit 3. Product pricing with mark-up of NLTB Enterprise at
Matlang, Isabel Leyte
PRODUCT
COMPUTATION
Unit Cost
=Variable Cost + Fixed Cost / No. of Output
Squash
Suman
Cost/piece
=3,265+772/552
= 3,265+772/184
Squash
Suman
Cost/bundle Mark up Price = VC+FC / No. of Output x
Mark-up Percentage
=3265+772/552
=4,037/552
=7.31 x9.44%
=7.31+0.69
=8/pc
=3265+772/184
=4,037/184
=21.94 x13.94%
=21.94+3.058
=24.99/bundle
PRICING
P7.31/piece
P21.94/
bundle
8/piece
24.99/bundle
104
Appendix Exhibit 4. Income statement of NLTB Enterprise at Matlang
Isabel, Leyte
NLTB Enterprise
Statement of Comprehensive Income
For the Month Ended December 31, 2022
Sales (184 bundles at ₱25.00)
Less: Cost of Goods Sold:
Raw Squash
₱ 700.00
Flour (Glutinous)
392.00
Sugar
320.00
Vanilla Extract
100.00
Stickers for labeling
920.00
Matured coconut
390.00
Young coconut
350.00
Salt
15.00
Cotton twine string (Lambo)
68.00
Roll bags
10.00
Total Cost of Goods Sold
3,265.00
Less: Manufacturing Overhead
Gloves
25.00
Cling wrap
30.00
Wood for fuel
225.00
Water
50.00
Electricity/Utilities
50.00
380.00
Gross Profit
Less: Operating expenses
Pre-operating expenses
121.00
Transportation
171.00
Communication/Advertisement
100.00
Total expense
Net Profit
₱ 4,600.00
3,645.00
955.00
392.00
₱ 563.00
105
Appendix Exhibit 5. Balance sheet of NLTB Enterprise as of
December 30, 2022
NLTB Enterprise
Balance Sheet
As of December 31, 2022
ASSETS
Current Assets:
Cash
₱4,378.00
Total Current Assets
4,378.00
Non-Current Assets:
Weighing scale
Total Non-Current Assets
TOTAL ASSETS
185.00
185.00
4,563.00
LIABILITIES:
Notes Payable
Account Payable
Total Liabilities
0.00
0.00
0.00
SHAREHOLDER’S EQUITY:
Nacua, Capital
Lauron, Capital
Tablate, Capital
Bernales, Capital
Total Equity
TOTAL
1,000.00
1,000.00
1,000.00
1,000.00
563.00
₱ 4,563.00
Appendix Exhibit 6. Computation on key financial indicators (NPM, ROI)
of NLTB Enterprise at Matlang, Isabel, Leyte
ITEM
FORMULA
SOLUTION
RESULT (%)
Net Profit
Margin
(NPM)
= Net Income x 100
Sales
=
563.00 x 100
4,600.00
12.24
Return of
Investment
(ROI)
= Net Income x 100
Investment
=
563.00 x100
4,000.00
14.07
106
Appendix Exhibit 7. Computation on fixed cost and variable cost per
unit of NLTB Enterprise at Matlang, Isabel, Leyte
Variable cost per
unit
= Total Variable Cost / Number of Unit of Produced
= 3,265 /552
=5.9 per piece
VC/piece
= 3,265.00 / 184
= 17.7 per bundle
VC/bundle
Fixed cost
= Total Manufacturing Overhead + Total Operating
Expense
= 380.00 + 392.00
= 772.00
Appendix Exhibit 8. Computation on break-even price and break-even
point of NLTB Enterprise at Matlang, Isabel, Leyte
PROFITABILITY
FORMULA
RESULT
RATIO
Break-even Price = Fixed Cost / Production Volume +
Variable cost per unit
772
= 552 +5.90
=FC/PV +VC per bundle
772
= 184 +17.7
= Fixed Cost / Selling price per unit
Break-even Point – Variable cost per unit
(volume)
772.00
=
8 − 5.90
= 772/2.10
=7.29/piece
=21.89/ bundle
= 368 pieces
= Fixed Cost / Selling price per unit
– Variable cost per bundle
772.00
25 − 17.70
=772/7.3
=
= 106 bundles
Appendix Exhibit 9. Field notes of NLTB Enterprise at Matlang, Isabel, Leyte
1ST CYCLE
APPROX. TIME
DATE DAY
ACTIVITY
DEPT
Start
End
Nov.
Wed Prepared all materials used for
Production
6:00pm
8:00pm
23,
processing the product (grated
2022
matured and young coconut)
Wed Washed all tools/utensils used for Production
8:00-pm
8:30pm
processing products
Wed
Peeled the raw squash and slice
into small pieces
Wed
Production
TOTAL
2hrs
30 min.
10:00pm
2hrs.30 min
Cooked the squash and mixed for 5 Production
to 6 minutes
10:00pm
12:00am
2hrs
Wed
Rest
Production
12:00am
2:00 am
2hrs
Wed
Wrapped the cooked squash for 1
1/2hr
Production
2:00am
3:00 am
1hr
Wed
Steamed the wrapped Suman for 30
to 40 minutes
Production
3:00am
4:00am
1hr
Wed
Cleaned and tie cooked the squash
suman and label the sticker
Production
4:00am
5:00am
1hr
Wed
Cleaned the area of production
Production
5:00am
6:00am
1hr
Wed
Marketed the products
Production
6:00am
onward
-
107
8:30pm
2nd CYCLE
DATE DAY
Nov.
27,
2022
ACTIVITY
DEPT
Production
APPROX. TIME
Start
End
6:00pm
8:00pm
TOTAL
Prepared all materials used for
processing the product (grated
matured and young coconut)
Wed
Washed all tools/utensils used for Production
processing products
8:00-pm
8:30pm
30 min.
Wed
Peeled the raw squash and slice
into small pieces
8:30pm
10:00pm
2hrs.30 min
Wed
Cooked the squash and mixed for 5 Production
to 6 minutes
10:00pm
12:00am
2hrs
Wed
Rest
Production
12:00am
2:00 am
2hrs
Wed
Wrapped the cooked squash for 1
1/2hr
Production
2:00am
3:00 am
1hr
Wed
Steamed the wrapped Suman for 30
to 40 minutes
Production
3:00am
4:00am
1hr
Wed
Cleaned and tie cooked the squash
suman and label the sticker
Production
4:00am
5:00am
1hr
Wed
Cleaned the area of production
Production
5:00am
6:00am
1hr
Wed
Marketed the products
Production
6:00am
onward
-
Production
2hrs
108
Wed
3rd CYCLE
DATE
Dec. 5,
2022
DAY
ACTIVITY
DEPT
APPROX. TIME
TOTAL
End
Prepared all materials used for Production
processing the product include
the grated matured and young
coconut
Washed all materials used for Production
processing products
6:00pm
8:00pm
2 hrs
8:00-pm
8:30pm
30 min.
Mon
Peeled the raw squash and Production
slice into small pieces
8:30pm
10:00pm
2hrs.30 min
Mon
Cooked the squash and mixed Production
for 5 to 6 minutes
10:00pm
12:00am
2hrs
Mon
Rest
Production
12:00am
2:00 am
2hrs
Mon
Wrap the cooked squash for 1
1/2hr
Production
2:00am
3:00 am
1hr
Mon
Steam the wrapped suman for
30 to 40 minutes
Production
3:00am
4:00am
1hr
Mon
Clean and tie cooked the
squash suman and label the
sticker
Production
4:00am
5:00am
1hr
Mon
Clean the area of production
Production
5:00am
6:00am
1hr
Mon
Marketed the products
Production
6:00am
onward
-
Mon
Mon
109
Start
4th CYCLE
DATE DAY
Dec.
11,
2022
Wed
Wed
ACTIVITY
DEPT
Prepared all materials used for Production
processing the product (grated
matured and young coconut)
Washed all tools/utensils used for Production
processing products
Production
APPROX. TIME
Start
End
6:00pm
8:00pm
TOTAL
8:00-pm
8:30pm
min.
8:30pm
10:00pm
2hrs.30 min
2hrs
Wed
Peeled the raw squash and slice
into small pieces
Wed
Cooked the squash and mixed for 5 Production
to 6 minutes
10:00pm
12:00am
2hrs
Wed
Rest
Production
12:00am
2:00 am
2hrs
Wed
Wrapped the cooked squash for 1
1/2hr
Production
2:00am
3:00 am
1hr
Wed
Steamed the wrapped Suman for 30
to 40 minutes
Production
3:00am
4:00am
1hr
Wed
Cleaned and tie cooked the squash
suman and label the sticker
Production
4:00am
5:00am
1hr
Wed
Cleaned the area of production
Production
5:00am
6:00am
1hr
Wed
Marketed the products
Production
6:00am
onward
-
110