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Chapter 1

THE BACKGROUNG OF THE STUDY

Since when we we’re kids, we really love Jollibee. A place where we eat delicious

Chickenjoy, spaghetti, burgers, and desserts. A place where full of fun, birthday parties,

and play grounds. Jollibee is a perfect place for family bondings especially for children.

Jollibee is a Filipino multinational chain of fast food restaurants owned by Jollibee

Foods Corporation (JFC). In 1975, Tony Tan Caktiong and his family opened a Magnolia

Ice Cream parlor in Cubao, Quezon City which is credited as the first Jollibee outlet. The

Magnolia outlets operated by Tan's family began offering hot meals and sandwiches upon

request from the customers which the family found out to be more popular than the

franchise' ice cream. In 1978, the family decided to cancel the Magnolia franchise and

converted the ice cream parlors they operated into fast food outlets. Management

consultant Manuel C. Lumba advised the family of the move.

Known to be the man behind the country’s famous bee, Tony Tan Caktiong is

another rags-to-riches story – from owning a small ice cream franchise, to heading some

of the Philippines’ most famous food chains. Born third of seven siblings, Tony Tan

Caktiong was from a poor family in China who immigrated to the Philippines in hope that

they may have a better life. His family helped each other out, establishing a restaurant

business in Davao which enabled young Tony to study Civil Engineering in the University

of Santo Tomas. When he was 22, Caktiong decided to shell out P350, 000 in an ice cream

parlor franchise. He opened Cubao Ice Cream House and Quiapo Ice Cream House. As

their business becomes more and more successful, they started to hire more people to help
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them manage it. Two years later, he decided to serve hamburgers, fried chicken, and

spaghetti as people began to tell him that they don’t want to eat ice cream all the time. It

was then that they decided to rebrand and change their name to “Jollibee” as it represents

them as a company, and the people that they cater to – hardworking and happy.

McDonald’s came into the picture not many years later, but they failed to take over

Jollibee’s popularity as, according to Caktiong, they don’t know the local food culture.

Filipinos have a sweet taste on food, so Jollibee decided to serve spaghetti with a sweet

flavour. Filipinos like to smell everything they eat, which is the reason behind the

“Langhap Sarap” tagline they have been using for a while now.

As years go by, the Jollibee group grew bigger. Caktiong partnered up and

established a couple other food chains including Chowking, Red Ribbon, Greenwich, and

Delifrance. Aside from bringing Jollibee, Chowking, and Red Ribbon to other countries,

they have also established new food chains in China and Taiwan which suit the tastes of

the people there.

As of 2016, Tony Tan Caktiong ranked 6th in Forbes’ Philippines’ 50 Richest. He

was also awarded the Entrepreneur of the Year and the Ernst and Young Entrepreneur of

the Year in 2004.

Jollibee is truly a successful business in the history of business. A good Marketing

Strategy is one of the factors why Jollibee become successful. With the study, practice and

adaption of marketing, there can be an assurance that business venture will succeed

effectively.
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The marketing mix is one of the most famous marketing terms. The marketing mix

is the tactical or operational part of a marketing plan. The marketing mix is also called as

the 4Ps. Those 4ps are Price, Place, Promotion and Product.

According to Philip Kotler, “Marketing Mix is the set of controllable variables that

the firm can use to influence the buyer’s response”. The controllable variables in this

context refer to the 4 ‘P’s [product, price, place (distribution) and promotion]. Each firm

strives to build up such a composition of 4‘P’s, which can create highest level of consumer

satisfaction and at the same time meet its organizational objectives. Thus, this mix is

assembled keeping in mind the needs of target customers, and it varies from one

organization to another depending upon its available resources and marketing objectives.

“Place” refers to the distribution channels used to get your product to your

customers. What your product is will greatly influence how you distribute it. If, for

example, you own a small retail store or offer a service to your local community, then you

are at the end of the distribution chain, and so you will be supplying directly to the

customer. Businesses that create or assemble a product will have two options: selling

directly to consumers or selling to a vendor. Location is of utmost importance to businesses

that sell goods or services directly to customers at brick-and-mortar

establishments. Location can also influence a business's ability to market itself. A business

with a storefront on a busy street is more likely to attract customers with signs and

storefront displays than a business that is not in a busy area.

Philip Kotler (1997) defined service as 'an action or an activity which can be offered

by a party to another party, which is basically intangible and can not affect any ownership.

Service may be related to tangible product or intangible product' On the other hand,
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Zeithaml and Bitner (2003) mentioned that, 'Service quality is a focused evaluation that

reflects the customer's perception of specific dimensions of service namely reliability,

responsiveness, assurance, empathy, tangibles.' Based on the assessment of service quality

provided to the customers, business operators are able to identify problem quickly, improve

their service and better assess client expectation. Excellent service quality has been

recognized as a medium of competitiveness and supremacy in terms of service.

The aim of the marketing mix is to achieve the sales you want. Product and price

are fairly static once you have decided your approach; the activity is in the distribution and

the promotion. We strongly suggest you make an activity based plan part of your marketing

mix, based on the sales you want to achieve.

The purpose of this study is to determine the difference in location, promotion,

service quality and financial performance during the year 2017 between two branches of

Jollibee in Angeles City, Pampanga. The study would like also to determine the

relationship of location, promotion and service quality to the financial performance of

Jollibee.

Statement of the Problem

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Objectives of the Study

Generally, the study would like to investigate the difference of location, and service

quality between Jollibee Rotonda and Jollibee Sto. Rosario store branches in Angeles City

and relate it to their financial performance during the year 2017.

Specifically, it seeks to answer the following questions:

1. What are the factors that affect the sales of Jollibee in terms of:

a) Location (Place)

b) Service Quality

2. What is the financial performance of both Jollibee store branches during the year

2016-2017?

3. What is the difference of the two Jollibee store branch in terms of :

a) Location

b) Service Quality

4. What is the relationship between the factors stated in #1 to the financial

performances of two Jollibee branches?

Hypotheses:

1. There is a significant difference in terms of location and service quality between

Jollibee Rotonda and Jollibee Sto. Rosario store branches in Angeles City.

2. There is a relationship between the factors stated in specific question #1 and the

financial performance of Jollibee.

Assumptions of the Study

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The following assumptions are enumerated by the researchers:

1. The branch located in a public place has a higher number of sales.

2. The branch with higher number of customers has a higher number of sales.

3. Location of Jollibee can affect its financial performance.

4. Service Quality of Jollibee can affect its financial performance.

5. Location and Service Quality are directly related to the financial performance of

Jollibee.

Conceptual Framework

This portion of the research presents the Conceptual framework of the study.

Location Financial
and Performance of
Service Quality Jollibee during the
year 2016-2017

FIGURE 1. The PC Model in the Relationship of Location and Service Quality to

the Financial Performance of Jollibee during the year 2017

The study use PC format that focuses on relationships, association,

differences and impacts. It is all about the relationship of location and service quality to

the financial performance of Two Jollibee store branches during the year 2017. The study

shows how the study will be conducted. The independent variables are the location, and

service quality of both Jollibee branches. The dependent variable is the financial

performance of Two Branches of Jollibee in Angeles City.

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Theoretical Framework

Bid-rent relationship is a location model proposed by Von Thunen (1826) stresses

the distance-cost relationship assigned to land values. Although the Von Thunen model has

been criticized because it assumed unlikely conditions such as production taking place

around an isolated market an soil being of constant fertility, it nevertheless established a

distance-cost relationship. According to Von Thunen (Balchin, Bull and Kieve, 1995) land

in close proximity to the market (CBD) would be in great demand because of low

transportation cost. The highest rent would be gained for this advantage. In the outer belt

there would be little demand for land because of high transportation cost, rent would be

low and the corresponding value of extensive production would be low.

The SERVQUAL Model by Parasuraman, Zeithaml, and Berry (1985), this

method could be used for internal marketing. It is based on the idea that every individual

in an organization, particularly a service organization, should recognize that they have

customers to serve. There is a positive link between internal service quality and external

service quality and hence customer satisfaction, customer loyalty and the profitability of

the organization. Market research can be adopted for use with employees. Personnel can

be given the opportunity to give feedback to management about working conditions,

company policy in general and workers’ own understanding about what comprises quality

for the customer. The relationship between organizational sub-units and their relationship

to top management are also important. This can be assessed by a variation of the

SERVQUAL instrument.
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Scope and Delimitation

The study is focused on the difference in location, promotion, service quality and

financial performance between Jollibee Rotonda and Jollibee Sto. Rosario store branches.

The study would like to know the relationship of location, promotion, and service

quality to the financial performance of Jollibee.

The questionnaires were answered by the customers of Jollibee Rotonda with an

average population of 1,500 customers daily and customers of Jollibee Sto. Rosario with

an average population of 970 customers daily and through Slovin’s formula, the sample

size was identified. There are customers 316 in Jollibee Rotonda and 283 in Jollibee

Sto.Domingo who took the survey questionnaire.

Significance of the Study

This part tells how the study would be beneficial to the following groups or

individuals:

The Customers of Jollibee may use the results of this research as a key to know

which branch of Jollibee is more satisfactory. This may be helpful to know which Jollibee

store branch has a better location, promotion and service quality.

Jollibee may view the results of this research as a marketing strategy to improve

the business venture. This may be used as the key to increase their sales and customers.

The Future Researchers may use the results of this research as a related literature

about comparative study between two branches of Jollibee. It may use as a guide in

conducting their research. This may help give additional information about their topic.
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Definition of Terms

The following terms are defined conceptually and operationally as follows:

Financial Performance. Measuring the results of a firm's policies and operations in

monetary terms. These results are reflected in the firm's return on investment, return on

assets, value added, etc. This is one of the independent variable and also the dependent

variable of the study as well.

Jollibee. It is a Filipino multinational chain of fast food restaurants owned by Jollibee

Foods Corporation (JFC). It is the locale of the study.

Location/Place. In the marketing mix, the process of moving products from the producer

to the intended user. This is one of the independent variables of the study.

Service Quality. An assessment of how well a delivered service conforms to the client's

expectations. This is one of the independent variables of the study.

Slovin's Formula. It is used to compute for sample size (Sevilla, 2003). This formula is

used when you have limited information about the characteristics of the population and are

using a non-probability sampling procedure. (Ellen, 2016)

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Chapter 2

REVIEW OF RELATED LITERATURE

In this chapter, researchers discussed the different supporting information from

books and internet which are used as a reference.

Jollibee

Marketing Strategy of Jollibee

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Place

The location of outlets is of key importance to the marketing strategy of Jollibee.

For Example, the outlet in Hong Kong is located at Central where a large number of

Filipinos gather.

Promotion:

Local brands: Brands in local market are strong contenders and are not to be

underestimated. Local managed brands like Jollibee in the Phillipines, often have the

advantage of intimate knowledge of consumer tastes and consumer preference through

local pride.

Jollibee used the wave of nationalist pride to promote a Filipino brand of hamburger. This

strategy met with great success.

Investing in socio-civic programs designed to serve its host communities further

secured Jollibee’s position as a Filipino company for the Filipino. Advocacy campaigns

such as the early Christmas drive “ma-Aga ang pasko sa Jollibee,” again endorsed by Aga

Mulach, the poverty housing project with Habitat for Humanity, and the Kaya Mo Yan

Kid” or “You can do it, kid!” campaign to encourage kids to show their potential

contributed to the company’s overall success, not only with its customers but with all its

stakeholders.

“Jollibee attributes this success in part to its internal branding which focuses on

"great taste and happiness" which includes "value for money, the happiest store experience,

and the haven for kids.”

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Beach head strategy:

New Markets like Papua New Guinea and San Francisco which had an immigrant

population can support the Beach head strategy which entails expansion in a market with

little or no competition. Jollibee is an emerging market brand and can easily establish a

beach head in foreign countries by targeting areas with a high immigrant population.

Business Strategy of Jollibee

Strength

Jollibee is a stronghold of Filipino victory and is well known throughout the

Philippines. It is also an experienced business unit, considering that they have been in

the business since 1975, when the company opened its first ice cream parlor at Cubao. It

hasefficient manufacturing and logistics facilities and they have a skilled workforce.

Weakness

Jollibee is not as internationally known as other fast food chains. The company has

a weakness against future competitors and their future profits.

Opportunities

Jollibee is known to be the first food service company to be listed in the Philippines

Stock Exchange. The employees also receive extensive training, in order for them to learn

the corporate values of integrity. They also offer new services and products from time to

time, like the party catering and floats.

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Threats

Jollibee has a fear of growing competition and lower profitability. As well as

government regulations and increase labor cost and interest rates. Media can also be threats

since there have been reports of Jollibee using earthworms in its beef patties for many years

to get customers to certain so-called chemical elements in earthworms. Product positioning

is a marketing technique intended to present products in the best possible way to

different target audiences. The method is somewhat like market segmentation in that an

early step in major marketing campaigns is to discover the core market most likely to buy

a product or the bulk of product. Jollibee’s product positioning is Jollibee’s signature

Chicken Joy. It is its best seller and is sold with either rice or spaghetti. Jollibee offers

value meals that include chicken joy. There chicken joy has a spice of a truly pinoy taste.

STRATEGIC MANAGEMENT PLAN FOR JOLLIBEE FOODS CORPORATION

ON SUPPLY CHAIN MANAGEMENT AS A QSR STRATEGY

MARY ANN MARTINEZ AMBROSIO (2014)

Partial Fulfillment of the Requirements for the Degree of Executive Masters in

Business Administration of De La Salle University – Dasmariñas.

The Jollibee Foods Corporation (JFC) is a Philippine based company engaged in

the development of operation and franchising of QSR (Quick Service Restaurant) under

the brand name Jollibee.

JFC was incorporated on January 28, 1978. JFC has expand its network through its

subsidiaries Fresh N’ Famous Inc., which operates and franchises quick service restaurants

under the trade names Chowking, Greenwich, Red Ribbon Bakeshop, Inc.( through RRB

Holdings ,Inc), which operates and franchises restaurants under the trade nameRed Ribbon,
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Mang Inasal Philippines,Inc. (of which Jollibee Foods Corporation owns 70%) and PERF

Restaurant Inc., (where FC owns 54%) which franchises restaurant under the trade mark

“Burger King” in the Philippines. JFC also has subsidiaries and affiliates which operate its

international brands – YongHe King, Hong Zhuang Yuan, Sam Pin Wang, brands under

the Superfoods Group and the latest is 12 Sabu.

The Vision of Jollibee Foods Corporation by 2020 is to achieve over 4,000 stores

worldwide. Mr. Tony Tan Caktiong a visionary leader has a burning passion to make things

happen, making Jollibee a Global brand that every Filipino will be admired worldwide. It

is a good challenge and is possible, it’s doable. There are so many people in the world to

serve and to feed. JFC will make its way to be part of the growth of the world. The great

challenge is to own over 4,000 stores all over the world. This is an over arching dream.

“When you dream, dream big, it’s free!”. Mr. Tony Tan Caktiong, the visionary of JFC

said.

Location

Trkman, (2009) noted that performance measure is indispensable for

entrepreneurial and small firms because it helps them to ascertain the success or failure of

the firm and also acts as an indicator to achieve sustainable improvement in entrepreneurial

and business activities. Accordingly, Murphy, Trailer and Hill (1996) argued that “accurate

performance measurement is critical to understanding new venture and small business

success and failure”. However, generally, the concept of performance is very hard to
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operationalized in the field of research most especially in the field of entrepreneurship and

small business. Moreover, one cannot rule out performance when talking about small firms

since the achievement of the small firms is being measured by their performance.

Furthermore, small firm performance measurement has been viewed in two major

dimensions; the financial and non-financial dimensions. Financial measure of performance

includes profit and growth. It seems that researchers have different opinion on which of

these small firm measurement best measure performance. However, according to (Murphy

et al, 1996), it seems that more authors have the opinion that financial measure of small

firm performance is the best indicator of performance. This may be due to the fact that

financial measure such as profitability is the focus of the overall objective of most firms in

which small firms are not left out. Indeed, financial measure is the primary measure of a

firm success and performance (Murphy et. al 1996). They argued, within the context of

small firms and entrepreneurship development, the financial measure of small firms seems

to be common and widely used. In this case, they further suggested that in the academic

field and as well as entrepreneurial field financial indicators have gained the upper hand

when discussing on performance. This is due to; it is easy to use in ranking and judging

how a firm performs in its business operations or activities. On the other hand, the non-

financial measure of performance which is equally referred to as operational measure is

becoming popular to measure the small firm’s performance (Murphy et al., 1996,

Panigyrakis and Theodoridis, 2007). For instance, Ittner and Larcker (2003) argued that

non-financial performance measure helps managers and owners to ascertain the progress

of the business, although, it is very subjective unlike the financial measure. Campbell,

(2007) asserted that non-financial measure seems to compliment the financial measure in
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determining the firm’s performance. However, in line with the above arguments and

considering the uniqueness of the small firms, and coupled with the uniqueness of l

entrepreneurs in organizing and managing their firms, using a single dimension of small

firm performance shall not give a better result. Hence, this study adopts both financial and

non-financial objective measurement of profitability and growth of small firm

performance. Muhammad (2009) concurred that these two indicators of financial and non-

financial measures seem to be important to entrepreneurial firms as well as small firms.

The research framework is presented at the end of the article. www.ccsenet.org/ass Asian

Social Science Vol. 7, No. 12; December 2011 114 ISSN 1911-2017 E-ISSN 1911-2025

Orloff (2002) has asserted that the location factor plays a very vital role in the development

of entrepreneurship. This is in line with the role location played in the emergence of

entrepreneurs in Canada. Accordingly, Yanfeng and Chunlin (2008) found out the

significant role of location in the growth of Chinese entrepreneurial enterprises. Another

study by Ilian and Yasuo (2005) found that location plays a crucial determinant role in the

expansion of firms and industries. Based on the above argument, it is evidenced that

location factor plays important role in the entrepreneurship development. Thus, this study

commences to examine the effect of location as the moderator to the relationship between

individual determinant, external factor and firm characteristics with firm performance. It

is visualized that the location factor strengthens the relationship between individual

determinant, external factor and firm characteristics with firm performance.

Land Value as a Function of Distance from the CBD: The case of the Eastern

Suburbs of Pretoria
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Department of Economics, University of Pretoria

According to Isard (1956:24) both time and space must be vital considerations in

any theory of the economy. He emphasizes that, “If there is any sense at all to location

economics, it is because there are certain regularities in the variation of costs and prices

over space. These regularities arise primarily because transport cost is some function of

distance. Since it is the distance factor that is the heart of location analysis, there is every

reason to speak of transport inputs wherein distance and weight are two basic factors, and

of transport rates as prices of these inputs.”

Location Theory

As a general rule, the more accessible the location is to the positive elements in the

environment, the more valuable it will be. Businesses seek access to a productive labor

force and other businesses, commercial establishments may seek access to markets and

households also desires access to amenities. As a result, land planners and developers

recognize that the more accessible a location, the greater its profit potential. Time and

convenience are important elements of access.

Service Quality

Business enterprises worldwide whether involved in the manufacture of physical

goods or the provision of services or both recognize quality as a major competitive device

to improve or maintain or regain their market share. Therefore enterprises continuously

develop innovative ways and it means using quality management principles with a view to

design methods and procedures so that effective control and management of quality can be

assured in the pursuit of excellence. The goals may differ, but any business that strives to

identify its customers‟ requirements and produces those goods/services that meet such
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requirements would certainly delight its customers. Quality service offer is a distinguishing

ingredient that is comparatively of a higher grade than other similar offerings. Quality is

critical to corporate success as it plays a vital role in improving organizational productivity.

This is evidenced by the work of Aremu, Ekpo, & Mustapha (2013) who stated that a

quality management leads to a good bank performance and that it is implicitly assumed

that such a quality will be reflected in the operating performance of a bank. Lewis (1993)

also found out that there was often an initial cost to implement quality service, but the

resultant benefit and subsequent increase in profits offset those start-up costs. Quality can

be defined as the totality of inherent characteristics of a product or service that bear on its

ability to increase the demand for that product or service at a fixed price and can best be

measured by capturing customer perceptions of the performance of those characteristics.

Quality therefore is a deciding factor by how much offerings are valued by the consumers.

This reminds us of the importance of quality in the wider society in general and the

commercial market place more specifically. Although purchase decisions are still 21

extensively driven by price, quality variables such as reliability and competence as well as

reputation and communication are believed to become increasingly important and,

particularly, a service driven economy.

The Impact of Service Quality on Financial Performance and Corporate Social

Responsibility: Conventional Versus Islamic Banks in Egypt

This empirical study seeks to show the impact of bank’s service quality on customer

satisfaction and improving financial performance, which in turn will affect the Corporate

Social Responsibility implementation in the Egyptian Conventional banks versus Islamic

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banks to find out which of the banking streams are performing better. For this study, sample

of 8 Conventional banks and the 2 major Islamic banks in Egypt were selected. This study

compares the profitability, operations and liquidity ratios of Conventional and Islamic

banks of Egypt. The study is done on the financial statements analysis for the period 2003-

2009, based on Bankscope database. The study found that there is a positive relationship

between the profitability and operation levels and liquidity performance, at both

conventional and Islamic banks. Also the results reveal that conventional banking has

better financial position than Islamic banking, which indicate their higher expenditure

ability and commitment toward their Corporate Social Responsibility.

Services in the extreme are deeds, process, and performances. (Zeithamil and Bitner

2000)

Shostack (1987) state it this way:

Services are not things, (Mcluhan 1964). Perhaps put it best and most succinctly

more that 20 years ago when he declared that the process is the product. We say “airline”

when we mean “air transportation”. We say “movie” when we mean “entertainment

services”. We say “hotel” when we mean “lodging rental”. The use of noun obscures the

fundamental nature of services, which are process not object.

A defining characteristic of a pure service is intangible. Purchasing a pure service

does not result to anything that can be packaged and put in a back to take home. Rather, an

essential process that is experiences: “Services yield psychological experiences more than

they yield physical possession.” (Shneider and Bowen, 1995, p.19)

Performance
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Sales performance and Marketing outcome Fitzgerald and Moon postulated that

performance is a multidimensional construct, the measurement of which varies, depends

on a variety of factors that comprise it (Fitzgerald, 1996). Palmer and Ples argued that “we

therefore introduced the marketing outcomes construct in order to have a more directly

related marketing practice with results” (Palmer, Pels, 2003). They further suggested that

“a more sophisticated level of marketing practice will deliver higher levels of marketing

outcome, but this would not be necessarily reflected in corporate performance due to the

influence of the many other variables”. In fact, the researchers believe obtaining objective

data from documentary sources such as trade and other publications was not a viable

alternative to carry out such research in Iran because of their accuracy (Nikoomaram,

Jafari, 2011).

Marketing Mix and Sales Performance

Marketing efforts do not impact performance (product sales or market share)

independently of each other. Marketing mix activities need to be coordinated because they

interact to determine performance (Gatington, 1993). This will help managers to take

advantage of the complementarity and to avoid incompatibility between marketing mix

instruments given constraints by budget and the variables themselves. Evidence from

literature shows that, for example advertising effectiveness is enhanced by the quality of

the product(Gatington, 1993), Prior sales person contact retail availability and higher or

lower price depending on the advertising medium (Prasad and Ring, 1976). Sales call

effectiveness increases with the use of samples and handouts in medical marketing and
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with advertising, consumer price-sensitivity has been shown to be affected by advertising

Sometimes position advertising increasing price sensitivity (Eskin and Baron, 1977),

negative in other studies. This phenomenon was attributed to amount of competitive

reactions to advertising in the marketing (Gatington 1984 a). The 4P’s marketing mix have

been criticized for ignoring the human factor, lack of strategic dimension, offensive

postures and lack of interactivity. The model is said to reflect the sellers view rather than

the buyer.

Chapter 3

METHODOLOGY

This chapter presents the methods on how information was acquired and the process

on how it was interpreted into data.

Research Design

This study used the survey approach for the primary data and this study is also

quantitative in nature since the secondary data will be answered by factual and numerical

data. Specifically, it utilizes the inferential research and the correlation procedures.
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Survey studies are conducted through self-report. Surveys generally ask researchs to

report their opinions, perceptions or behaviors as they currently exist in population

(Wilson, 1990).

Correlation design was used to investigate the relationship among variables in a

particular population. Likewise, it is designed to study the changes in one characteristic or

phenomenon which correspond to the changes in another or with another.

Respondents of the Study

The populations of the study are the 1,500 Customers in Jollibee Rotonda and 970

in Jollibee Sto. Rosario, Angeles City, Pampanga, the target samples of the study are 316

(Jollibee Rotonda) and 283 (Jollibee Sto. Rosario). The sample is identified through

Slovin's Formula (N/1+Ne^2) with a margin of error 5%. The research used Convenience

sampling (also known as availability sampling) is a specific type of non-probability

sampling method that relies on data collection from population members who are

conveniently available to participate in study.

Instrument of the Study

The research used a survey questionnaire as an instrument to collect analyze the

data. The questionnaire composed of 9 agreement scale statements. The content of the

instrument will be the basis of the findings of the study.

Validity and Reliability of the Instrument

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The questionnaire designed for the study was subjected to a validation process for

face and content validity.

Data gathering employed a set of survey questionnaire for the Customers of two

Jollibee store branches in Angeles City Pampanga and a request letter for the principal.

These set developed by the researcher with the approval of the adviser.

Various scales were included to fully analyze the documents and arrive at a reliable

answer to the questions. The statements were rated by the level of appropriateness through

a Likert scale.

1- Strongly Disagree

2- Disagree

3- Neutral

4- Agree

5- Strongly Agree

This questionnaire was checked by the adviser that is expert in the field of

education for validation purposes. Some of the comments noted were: use correct grammar,

use correct weights and use simple term in constructing sentence. These changes were put

on the final questionnaire.

Statistical Treatment of Data

The last part of this chapter usually describes the statistical treatment of data. The

kind of statistical treatment depends upon the nature of the problem, especially the specific

problems, and the nature of the data gathered. To answer the statement of the problems,

the following statistical methods are to be employed:

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1. What are factors that affect the sales of Jollibee in terms of location, promotion,

and service quality?

Statistical Treatment: Pearson Formula

Justification: Location, Promotion and Service Quality will represent the “x” in the

formula.

2. What is the number of sales of both Jollibee store branches during the year 2017?

Statistical Treatment: Pearson Formula

Justification: The financial performance of two Jollibee branches will represent the

“y” in the formula.

3. What is the difference of the two Jollibee store branch in terms of location, and

service quality?

Statistical Treatment: Weighted Mean

Justification: There are set of data taken from the average of the population and use

it to compare the location, promotion, service quality and financial performance of

two Jollibee store branches.

4. What is the relationship between the factors stated in #1 to the financial

performances of two Jollibee branches?

Statistical Treatment: Pearson Formula

Justification: Location, Promotion and Service Quality will represent the “x” and

the financial performance of two Jollibee branches will represent the “y” in the

formula.
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Chapter 4

ANALYSIS AND INTERPRETATION OF DATA

In this chapter, the gathered data were presented and it discusses the result of the

questionnaire responded by 316 (Jollibee Rotonda) and 283 (Jollibee Sto. Rosario)

participants. Furthermore, the respondents were given an assurance that all the data they

will give were used for the purpose of the research and identities of the respondent will be

confidential.

Table 1. Mean Rating Table

Indicators Range
Strongly Agree 4.55-5.00
 P a g e | 26

Agree 3.55-4.54
Neutral 2.55-3.54
Disagree 1.55-2.54
Strongly Disagree 1.00-1.54

The Table 1 presents the basis for interpreting on the mean that was gathered in the

Jollibee Rotonda Branch (Location) Mean Interpretation

2. The store is situated in a well-secured place. 4.18 Agree
Jollibee Sto. Rosario Branch (Location)
2. The store is situated in a well-secured place. 4.21 Agree
questionnaire.

Table 2. Mean Rating for the Convenience of Two Jollibee Store Branches

Jollibee Rotonda Branch (Location) Mean Interpretation

1. The store provides convenience for meetings and
school works purposes. 4.05 Agree
Jollibee Sto. Rosario Branch (Location)
1. The store provides convenience for meetings and
school works purposes. 4.83 Strongly Agree

The table 2 shows that the Jollibee Rotonda branch in terms of store’s convenience

got the lowest mean 4.05 which interpreted as Agree and the Jollibee Sto. Rosario branch

in terms of store’s convenience got the highest mean 4.83 which interpreted as Strongly

Agree.

Table 3. Mean Rating for the Security of Two Jollibee Store Branches
 P a g e | 27

The table 3 shows that the Jollibee Rotonda branch in terms of store’s security got

the lowest mean 4.18 which interpreted as Agree and the Jollibee Sto. Rosario branch in

terms of store’s security got the highest mean 4.21 which interpreted as Agree.

Table 4. Mean Rating for the Accessibility of Two Jollibee Store Branches

Jollibee Rotonda Branch (Location) Mean Interpretation

3. The store is accessible to Public Utility
Vehicle/Public Utility Jeepney (PUV/PUJ). 4.55 Strongly Agree
Jollibee Sto. Rosario Branch (Location)
3. The store is accessible to Public Utility
Vehicle/Public Utility Jeepney (PUV/PUJ). 4.00 Agree
c

The table 4 shows that the Jollibee Rotonda branch in terms of store’s accessibility

got the highest mean 4.55 which interpreted as Strongly Agree and the Jollibee Sto. Rosario

branch in terms of store’s accessibility got the lowest mean 4.00 which interpreted as

Agree.

Table 8. Mean Rating for the Quick Service of Two Jollibee Store Branches.

Jollibee Rotonda Branch (Service Quality) Mean Interpretation

1. Service Providers respond quickly and accurately. 4.20 Agree
Jollibee Sto, Rosario Branch (Service Quality)
1. Service Providers respond quickly and accurately. 4.45 Agree

The table 8 shows that the Jollibee Rotonda branch in terms of store’s quick service

got the lowest mean 4.20 which interpreted as Agree and the Jollibee Sto. Rosario branch

in terms of store’s quick service got the highest mean 4.45 which interpreted as Agree.
 P a g e | 28

Table 9. Mean Rating for the Enthusiastic Staff of Two Jollibee Store Branches.

Jollibee Rotonda Branch (Service Quality) Mean Interpretation

2. The staff greets the customers with enthusiasm. 4.11 Agree
Jollibee Sto, Rosario Branch (Service Quality)
2. The staff greets the customers with enthusiasm. 4.31 Agree

The table 9 shows that the Jollibee Rotonda branch in terms of store’s Enthusiastic

Staff got the lowest mean 4.11 which interpreted as Agree and the Jollibee Sto. Rosario

branch in terms of store’s Enthusiastic Staff got the highest mean 4.31 which interpreted

as Agree.

Table 10. Mean Rating for the Responsiveness of Two Jollibee Store Branches.

Jollibee Rotonda Branch (Service Quality) Mean Interpretation

3. The staff is able to respond promptly to the
customer’s demands. 4.16 Agree
Jollibee Sto, Rosario Branch (Service Quality)
3. The staff is able to respond promptly to the
customer’s demands. 4.29 Agree

The table 10 shows that the Jollibee Rotonda branch in terms of store’s

Responsiveness got the lowest mean 4.16 which interpreted as Agree and the Jollibee Sto.

Rosario branch in terms of store’s Responsiveness got the highest mean 4.29 which

interpreted as Agree.
 P a g e | 29

Table 11. Mean Rating for the Location of Jollibee Rotonda Branch.

Location Mean Interpretation

1. The store provides convenience for meetings and
school works purposes. 4.05 Agree
2. The store is situated in a well-secured place. 4.18 Agree
3. The store is accessible to Public Utility
Vehicle/Public Utility Jeepney (PUV/PUJ). 4.55 Agree
Average 4.26 Agree

The Table 11 shows that the statement #3 got the highest mean of 4.55 with an

interpretation of Strongly Agree and the statement #1 got the lowest mean of 4.05 which

is indicated as Agree. Overall, the Location of Jollibee Rotonda branch is 4.26 and

interpreted as Agree.

Table 12. Mean Rating for the Location of Jollibee Sto. Rosario Branch.

Location Mean Interpretation

1. The store provides convenience for meetings and
school works purposes. 4.83 Strongly Agree
2. The store is situated in a well-secured place. 4.21 Agree
3. The store is accessible to Public Utility
Vehicle/Public Utility Jeepney (PUV/PUJ). 4.00 Agree
Average 4.35 Agree

The Table 12 shows that the statement #1 got the highest mean of 4.83 with an

interpretation of Strongly Agree and the statement #3 got the lowest mean of 4.00 which

is indicated as Agree. Overall, the Location of Jollibee Sto. Rosario branch is 4.35 and

interpreted as Agree.
 P a g e | 30

Table 15. Mean Rating for the Service Quality of Jollibee Rotonda Branch

Service Quality Mean Interpretation

1. Service Providers respond quickly and accurately. 4.20 Agree
2. The staff greets the customers with enthusiasm 4.11 Agree
3. The staff is able to respond promptly to the
customer’s demands. 4.16 Agree
Average 4.16 Agree

The Table 15 shows that the statement #1 got the highest mean of 4.20 with an

interpretation of Agree and the statement #2 got the lowest mean of 4.11 which is indicated

as Agree. Overall, the Service Quality of Jollibee Rotonda branch is 4.16 and interpreted

as Agree.

Table 16. Mean Rating for the Service Quality of Jollibee Sto. Rosario Branch.

Service Quality Mean Interpretation

1. Service Providers respond quickly and accurately. 4.45 Agree
2. The staff greets the customers with enthusiasm 4.31 Agree
3. The staff is able to respond promptly to the
customer’s demands. 4.29 Agree
Average 4.35 Agree

The Table 16 shows that the statement #1 got the highest mean of 4.45 with an

interpretation of Agree and the statement #3 got the lowest mean of 4.29 which is indicated

as Agree. Overall, the Service Quality of Jollibee Sto. Rosario branch is 4.35 and

interpreted as Agree.
 P a g e | 31

Table 17. The Financial Performance of Jollibee Rotonda and Jollibee Sto. Rosario Store
Branches

Sales 2017
Jollibee Rotonda Branch 95,536,373
Jollibee Sto. Domingo Branch 47,450,000
The Table 17 shows the financial performance of Jollibee Rotonda and Jollibee Sto.

Rosario Store Branches during the year 2016-2017. Jollibee Rotonda got the highest sales

of 95,536,373 and Jollibee Sto. Rosario got the lowest sales of 47,450,000.

The over-all mean of Jollibee Rotonda in terms of location and service quality is

4.21 and the over-all mean of Jollibee Sto. Rosario in terms of location and service quality

is 4.35.

Figure 2. Relationship of Location and Service Quality to the Financial Performance of

Jollibee Rotonda Branch
 P a g e | 32

THE RELATIONSHIP OF LOCATION,

PROMOTION, AND SERVICE QUALITY TO
JOLLIBEE ROTONDA'S SALES DURING THE
YEAR 2017
120,000,000
100,000,000
80,000,000
SALES 2017

60,000,000
40,000,000
20,000,000
0
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
LOCATION,PROMOTIION AND SERVICE QUALITY

The figure 2 shows the result of relationship of location and service quality to the

financial performance of Jollibee Rotonda branch. The computed result is 1 to be shown in

the figure with a positive correlation. The over-all mean of Jollibee Rotonda’s location,

promotion and service quality is 4.21 and its sales is 95,536,373 and the relationship of the

two variables is 1.

Figure 3. Relationship of Location and Service Quality to the Financial Performance of

Jollibee Sto. Rosario Branch
 P a g e | 33

THE RELATIONSHIP OF LOCATION,

PROMOTION AND SERVICE QUALITY TO THE
JOLLIBEE STO.ROSARIO'S SALES DURING THE
YEAR 2017
50,000,000
45,000,000
40,000,000
35,000,000
SALES 2017

30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
LOCATION, PROMOTION AND SERVICE QUALITY

The figure 3 shows the result of relationship of location and service quality to the

financial performance of Jollibee Sto. Rosario branch. The computed result is 1 to be

shown in the figure with a positive correlation. The over-all mean of Jollibee Sto. Rosario’s

location, promotion and service quality is 4.35 and its sales is 47,450,000 and the

relationship of the two variables is 1.

Chapter 5

SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATION

 P a g e | 34

This chapter presents summary of the finding, conclusion re recommendations of

the study, based on the analysis of the research data, the discussion, are the interpretation

of the findings in the previous chapter.

Summary of Findings

The overall purpose of the study is to investigate the difference in location, and

service quality between the two branches of Jollibee in Angeles City, Pampanga and also

to investigate the relationship of location and service quality to the financial performance

of Jollibee during 2017.

In line with the statement of the problem and the research paradigm of this study,

the alternative hypothesis that there is a significant difference in terms of location,

promotion, service quality and financial performance between Jollibee Rotonda and

Jollibee Sto. Rosario store branches in Angeles City is accepted. The second alternative

hypothesis that there is a significant relationship between the factors stated in specific

question #1 and the financial performance of Jollibee is accepted. The respondents of

the study were customers of Jollibee two store branches(316 in Jollibee Rotonda and 283

in Jollibee Sto. Rosario) and their profile were not considered.

Location, and Service Quality had a big impact on the financial performance of a

specific company. Each branches of company had also a big difference in terms of location,

promotion, service quality and financial performances.

Base on the results of the statistical analysis of the data, the findings are

summarized as follows:

Location

Jollibee Rotonda
 P a g e | 35

a) The mean obtained in store’s convenience for meetings and school works purposes

is 4.05.

b) The mean obtained in store’s well-secured place is 4.18.

c) The mean obtained in store’s accessibility to Public Utility Vehicle/Public Utility

Jeeney (PUV/PUJ) is 4.55.

Jollibee Sto. Rosario

a) The mean obtained in store’s convenience for meetings and school works purposes

is 4.83.

b) The mean obtained in store’s well-secured place is 4.21.

c) The mean obtained in store’s accessibility to Public Utility Vehicle/Public Utility

Jeeney (PUV/PUJ) is 4.00.

Service Quality

Jollibee Rotonda

a) The mean obtained in store’s quick and accurate service is 4.20.

b) The mean obtained in store’s enthusiastic staff is 4.11.

c) The mean obtained in store’s responsiveness to customers’ demands is 4.16.

Jollibee Sto. Rosario

a) The mean obtained in store’s quick and accurate service is 4.45.

b) The mean obtained in store’s enthusiastic staff is 4.31.

c) The mean obtained in store’s responsiveness to customers’ demands is 4.29.

Conclusion

Based on the findings of the study, the following conclusions were drawn.
 P a g e | 36

1. Location

a. The researchers conclude that Jollibee Sto. Rosario is more convenient for

meetings and school works purpose than Jollibee Rotonda because it is located

nearby the schools and universities.

b. The researchers conclude that Jollibee Sto. Rosario is more secured than Jollibee

Rotonda because Jollibee Sto. Rosario has CCTV cameras both inside and outside

the store and it has the lowest number of customers.

c. The researchers conclude that Jollibee Rotonda is more accessible to PUV/PUJ

than Jollibee Sto. Rosario because it is located at the market.

2. Service Quality

a. The research concluded that Jollibee Sto. Rosario has quicker service than

Jollibee Rotonda because Jollibee Rosario has the lower number of customers

to accomodate.

b. The research concluded that Jollibee Sto. Rosario has more enthusiastic staff

than Jollibee Rotonda because Jollibee St. Rosario has the lower number of

customers thus, the staff can retain their energy over a period of time.

c. The research concluded that Jollibee Sto. Rosario has better responsiveness to

customers’ demands than Jollibee Rotonda because it has the lower number of

customers therefore the attention of the certain number of employees suits the

number of customers daily.

3. Financial Performance
 P a g e | 37

a) The researchers concluded that Jollibee Rotonda has the higher number of sales

of 95,536,373 than Jollibee Sto. Rosario.

4. Relationship of Location, and Service Quality to the Financial Performance of

Jollibee Rotonda Branch

Location and Service Quality and financial performance of Jollibee

Rotonda branch are highly related to each other. The over-all mean of location, and

service quality obtained a weighted mean of 4.21 that corresponds to Agree. Those

factors have its positive effect on the financial performance of Jollibee Rotonda

Branch. The number of sales of Jollibee Rotonda Branch during the year 2017 is

95,536,373.

Therefore, the second alternative hypothesis is accepted since the answer in

the Pearson product- moment coefficient of correlation is 1 which means that the

variables are directly related with each other.

5. Relationship of Location and Service Quality to the Financial Performance of

Jollibee Sto. Rosario Branch

Location, Promotion and Service Quality and financial performance of

Jollibee Sto. Rosario branch are highly related to each other. The over-all mean of

location and service quality obtained a weighted mean of 4.35 that corresponds to

Agree. Those factors have its positive effect on the financial performance of

Jollibee Sto. Rosario Branch. The number of sales of Jollibee Sto. Rosario Branch

during the year 2017 is 47,450,000.

 P a g e | 38

Therefore, the second alternative hypothesis is accepted since the answer in

the Pearson product- moment coefficient of correlation is 1 which means that the

variables are directly related with each other.

Recommendations

Based on the findings and conclusions of the study, the following recommendations are

proposed:

1. Since Jollibee Rotonda got the lower mean in Security, the store must install more

CCTV cameras inside and outside.

2. Since Jollibee Rotonda got the lower mean in Service Quality, the management

should hire more crews for a better service quality.

3. Since Jollibee Rotonda got the lower mean in Service Quality, aside hiring more

crews, the management should give workers more trainings such as team-buildings

and seminars.

4. Since Jollibee Sto. Rotonda got the lower mean in Convenience, the store must

provide space for meet ups and school works so that the store can be a perfect place

for meet ups and school works

5. Since Jollibee Sto. Rosario has the lower number of customers (970 daily), the

management should make or apply more marketing strategies such as SWOT

Analysis, PEST Analysis, etc. so that it will be able to increase its customers and

sales as well.

BIBLIOGRAPHY/REFERENCES

Books
 P a g e | 39

Booms, Bernard H.; Bitner, Mary Jo (1981). "Marketing Strategies and Organization

Structures for Service Firms". Marketing of Services. American Marketing

Association: 47–51.

Goi, Ch.L. A Review of Marketing Mix: 4Ps or More? International Journal of Marketing

Studies. 2009

Riaz, W. Marketing Mix. Asian Journal of Business and Management Sciences. 2011

Valarie A. Zeithaml. Journal of the Academy of Marketing Science 2000

Stegma, M.A. (1969) “Accessibility modles and residential location”, Journal of the

American Institute of Planners, (35)

Amadeo P. C. & Maura Consolacion D.C. (2017). Practical Research 2 for Senior High

School. Philippines: C&E Publishing Company.

Nevine Sobhy Abdel Megeid, The Impact of Service Quality on Financial Performance

and Corporate Social Responsibility: Conventional Versus Islamic Banks in

Egypt, International Journal of Finance and Accounting, Vol. 2 No. 3, 2013, pp.

150-163.

TonyYeshin & John Yates (2006): Thompson Learning Publishing

Benjamin Schneider and Susan S. White (2004) A Research Perspective: Sage

Publications, inc.

Adrianne Galvez (2017). Business Strategy Research, Unit 7.

Electronics

https://en.wikipedia.org/wiki/Jollibee

http://www.marketingteacher.com/marketing-mix/
 P a g e | 40

http://download.nos.org/srsec319new/319EL20.pdf

http://primer.com.ph/business/2017/03/07/success-story-tony-tan-caktiong-of-jollibee-
group/

https://www.extension.purdue.edu/extmedia/ec/ec-730.pdf

https://www.business-achievers.com/wp-content/uploads/2014/06/marketing-mix.pdf

http://granthaalayah.com/Articles/Vol4Iss6/04_IJRG16_C06_07.pdf

https://yourbusiness.azcentral.com/business-location-important-3566.html

https://www.b2bmarketing.net/en-gb/resources/blog/why-promotions-are-so-important-
and-why-you-should-run-them-often

https://www.ukessays.com/essays/marketing/definition-of-service-quality-marketing-
essay.php

https://www.ukessays.com/essays/marketing/the-importance-of-service-quality-
marketing-essay.php

https://repository.up.ac.za/bitstream/handle/2263/3101/Jordaan_Land%282004%29.pdf?s
equence=1

http://www.servqual.estranky.cz/clanky/english/wahtisen.html

http://www.businessdictionary.com/definition/service-quality.html

http://www.businessdictionary.com/definition/financial-performance.html

https://study.com/academy/lesson/the-promotional-mix-target-markets-buying-decisions-
more.html

https://www.cleverism.com/place-four-ps-marketing-mix/

https://repository.up.ac.za/bitstream/handle/2263/3101/Jordaan_Land%282004%29.pdf?s
equence=1

http://www.managementparadise.com/forums/marketing-management/209245-
marketing-strategy-jollibee.html

https://research-methodology.net/sampling-in-primary-data.../convenience-sampling/

http://www.ijac.org.uk/images/frontImages/gallery/Vol._1_No._6_/21.pdf
 P a g e | 41

http://irlibrary.ku.ac.ke/bitstream/handle/123456789/7196/Kiprotich%20Leonard%20Kos
ke.pdf?sequence=1

http://irepos.unijos.edu.ng/jspui/bitstream/123456789/926/1/MESHACH%20GOMAM%
20GOYIT.pdf

https://pdfs.semanticscholar.org/e6ee/acc5ee3daff9552053ee4bcc2d2a4ae0217a.pdf

Appendix A

Certification
 P a g e | 42

Nazarene Academy
Sampaguita St., Doña AgripinaSubd., Salapungan, Angeles City
Email Address: [email protected]
Contact No. 045-888-7881

CERTIFICATION

This is to certify that Rendell F. Lising, Nicole Ann Dublon and Lawrence R.

Milanio are students of Nazarene Academy, Brgy. Salapungan, Angeles City for the school

year 2017-2018 and currently enrolled as Grade 12 – Accountancy Business and

Management in this school.

This certification is issued upon the request of the names above as a requirement in

conducting a research study entitled “A Comparative Study between Two Branches of

Lemon Jar in Angeles City, Pampanga”

Mrs.Rosalita C. Agbuya
School Principal

___________________
Date

Appendix B

Letters
 P a g e | 43

Nazarene Academy
Sampaguita St., Doña AgripinaSubd., Salapungan, Angeles City
Email Address: [email protected]
Contact No. 045-888-7881

February 02, 2018

Mrs. Chielo Sanchez

Supervisor
Jollibee
Miranda St., Angeles City
Pampanga

Dear Ma’am,

Greetings!

We are Senior High School students of Nazarene Academy. As part of our requirement,
we are conducting a research entitled “A Comparative Study between Two Branches of
Jollibee in Angeles City, Pampanga”

In this regard, may we ask for your approval to conduct a survey among your customers.

We will be glad if we can schedule an appointment to discuss this matter with you at your
most convenient time. You can reach us using our information below. Your consideration
with regards to this request will be highly appreciated. Thank you very much and God
bless.

Sincerely,
Lising, Rendell F.
Dublon, Nicole Ann
Milanio, Lawrence R.
Phone: 09263874057 (Rendell Lising)

Noted by:

Mrs.MabelleBaustista Mrs.Rosalita C. Agbuya

Research Instructor Principal
Nazarene Academy
Sampaguita St., Doña AgripinaSubd., Salapungan, Angeles City
Email Address: [email protected]
 P a g e | 44

Contact No. 045-888-7881

February 02, 2018

Mrs. Chielo Sanchez

Supervisor
Jollibee
Miranda St., Angeles City
Pampanga

Dear Ma’am,

Warmest Greetings!

We are the student of Nazarene Academy. As part of our requirement, we are conducting
a research entitled “A Comparative Study between Two Branches of Jollibee in Angeles
City, Pampanga”. In relation to this, may we request additional information about your
company? All information gathered will be used for academic purposes only and will be
treated with utmost confidentiality.

The following data needed are:

a) Financial Performance of Jollibee Rotonda store branch during year 2016-2017.

b) Average number of customers daily.

We are hoping for your favorable response in this study. Thank you and God bless.

Sincerely,

Rendell F. Lising
Research Team Leader

Noted by:

Mrs. Mabelle Bautista Mrs. Rosalita C. Agbuya

Research Instructor Principal

Nazarene Academy
Sampaguita St., Doña AgripinaSubd., Salapungan, Angeles City
Email Address: [email protected]
 P a g e | 45

Contact No. 045-888-7881

February 02, 2018

Mr. Generoso Salazar

Manager
Jollibee
Sto. Rosario, Angeles City
Pampanga

Dear Sir,

Greetings!

We are Senior High School students of Nazarene Academy. As part of our requirement,
we are conducting a research entitled “A Comparative Study between Two Branches of
Jollibee in Angeles City, Pampanga”

In this regard, may we ask for your approval to conduct a survey among your customers.

We will be glad if we can schedule an appointment to discuss this matter with you at your
most convenient time. You can reach us using our information below. Your consideration
with regards to this request will be highly appreciated. Thank you very much and God
bless.

Sincerely,
Lising, Rendell F.
Dublon, Nicole Ann
Milanio, Lawrence R.
Phone: 09263874057 (Rendell Lising)

Noted by:

Mrs.MabelleBaustista Mrs.Rosalita C. Agbuya

Research Instructor Principal

Nazarene Academy
Sampaguita St., Doña AgripinaSubd., Salapungan, Angeles City
Email Address: [email protected]
 P a g e | 46

Contact No. 045-888-7881

February 02, 2018

Mr. Generoso Salazar

Manager
Jollibee
Sto. Rosario, Angeles City
Pampanga

Dear Sir,

Warmest Greetings!

We are the student of Nazarene Academy. As part of our requirement, we are conducting
a research entitled “A Comparative Study between Two Branches of Jollibee in Angeles
City, Pampanga”. In relation to this, may we request additional information about your
company? All information gathered will be used for academic purposes only and will be
treated with utmost confidentiality.

The following data needed are:

a) Financial Performance of Jollibee Sto. Rosario store branch during year 2016-
2017.
b) Average number of customers daily.

We are hoping for your favorable response in this study. Thank you and God bless.

Sincerely,

Rendell F. Lising
Research Team Leader

Noted by:

Mrs. Mabelle Bautista Mrs. Rosalita C. Agbuya

Research Instructor Principal
Appendix C

Questionnaire
 P a g e | 47

We are the Grade 12 students of Nazarene Academy and are currently taking up
Practical Research 3. We would like to ask your participation in answering the questions
below to help us in our Research entitled “A Comparative Study between Two Branches
of Jollibee in Angeles City, Pampanga.” Thank you and God Bless.

QUESTIONNAIRE

Name (Optional): __________________ Gender: ________ Age: _______

Civil Status:__________ Educational Attainment:______________

Direction: Rate the following based on the scale below.

Store Branch: ______________

5- Strongly Agree 4- Agree 3-Neutral 2- Disagree 1-Strongly Disagree

LOCATION 1 2 3 4 5
1. The store provides convenience for meetings and school
works purposes.
2. The store is situated in a well-secured place.
3. The store is accessible to Public Utility Vehicle/Public
Utility Jeepney (PUV/PUJ).
SERVICE QUALITY
1. Service providers respond quickly and accurately.
2. The staff greets the customers with enthusiasm.
3. The staff is able to respond promptly to the customers’
demands.

We are the Grade 12 students of Nazarene Academy and are currently taking up
Practical Research 3. We would like to ask your participation in answering the questions
 P a g e | 48

below to help us in our Research entitled “A Comparative Study between Two Branches
of Jollibee in Angeles City, Pampanga.” Thank you and God Bless.

QUESTIONNAIRE

Name (Optional): Aries C. Santos Gender: Female Age: 28

Civil Status: Single Educational Attainment: ______________

Direction: Rate the following based on the scale below.

Store Branch: Jollibee Rotonda

5- Strongly Agree 4- Agree 3-Neutral 2- Disagree 1-Strongly Disagree

LOCATION 1 2 3 4 5
1. The store provides convenience for meetings and school
works purposes. √
2. The store is situated in a well-secured place. √
3. The store is accessible to Public Utility Vehicle/Public
Utility Jeepney (PUV/PUJ). √
SERVICE QUALITY

1. Service providers respond quickly and accurately. √

2. The staff greets the customers with enthusiasm. √
3. The staff is able to respond promptly to the customers’
demands. √

We are the Grade 12 students of Nazarene Academy and are currently taking up
Practical Research 3. We would like to ask your participation in answering the questions
 P a g e | 49

below to help us in our Research entitled “A Comparative Study between Two Branches
of Jollibee in Angeles City, Pampanga.” Thank you and God Bless.

QUESTIONNAIRE

Name (Optional): Jasmine Agustin Gender: Female Age: 18

Civil Status: Single Educational Attainment: ______________

Direction: Rate the following based on the scale below.

Store Branch: Jollibee Sto. Rosario

5- Strongly Agree 4- Agree 3-Neutral 2- Disagree 1-Strongly Disagree

LOCATION 1 2 3 4 5
4. The store provides convenience for meetings and school
works purposes. √
5. The store is situated in a well-secured place. √
6. The store is accessible to Public Utility Vehicle/Public
Utility Jeepney (PUV/PUJ). √
SERVICE QUALITY

7. Service providers respond quickly and accurately. √

8. The staff greets the customers with enthusiasm. √
9. The staff is able to respond promptly to the customers’
demands. √

Appendix D
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Secondary Data

Jollibee Foods
CORPORATION
Document Code: CSQM-F318
Control Location: CQM, All JFC Stores
Reason for Revision: Q-iCORE- based Template

STORE: JB Rotonda and JB Sto. Rosario

INSTRUCTIONS: 1. RM inputs FSC, Business and Headcount Targets Business Targets

2. Store FSC, Business, and Headcount Targets must be presented an
3. For Management Team Requirements, Company-owned stores mu
4. Business Targets for the year must be set, documented and approve
Absence of defined targets will be treated automatically as deviation
5. Reasons for change in targets must be documented. Changes in tar
NOTE: Email approval by the OD/MD and the RBU Head is accept

Jollibee Rotonda Annual

2017
1. Sales 95,536,373
2. Average Daily Customers 1,500

Annual
Jollibee Sto. Rosario
2017
1. Sales 47,450,000
2. Average Daily Customers 970

This is issued upon the request of Mr. Rendell F. Lising for their Practical Research 3

Mrs. Chielo Sanchez

Supervisor
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Appendix E

Computation for the Respondents (Slovin’s Formula)

Jollibee Rotonda

Legends: n = sample size

n= N
N= population size
1+ Ne²
e= desired margin of error

Given: n=?

N = 1500

E = 5%

1500
n=
1+(1500)(.05)²

1500
n=
1 +(1500)(.0025)

1500
n=
1 + 3.75
1500
n=
4.75

n = 315.79

n = 316
 P a g e | 52

Computation for the Respondents (Slovin’s Formula)

Jollibee Sto. Rosario

Legends: n = sample size

n= N
N= population size
1+ Ne²
e= desired margin of error

Given: n=?

N = 970

E = 5%

970
n=
1+(970)(.05)²

970
n=
1 +(970)(.0025)

970
n=
1 + 2.43
970
n=
3.43

n = 282.80

n = 283
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Computation for the 2017 Sales of Jollibee Sto. Rosario (Estimated)

Given:

Sales daily: 130, 000

Months with 31 days: 7

Months with 30 days: 4

Month with 28 days: 1

Solution:

130,000 x 31 days = 4,030,000 x 7 months = 28,210,000

130,000 x 30 days = 3,900,000 x 4 months = 15,600,000

130,000 x 28 days = 3,640,000 x 1 month = 3,640,000

Total Annual Sales (2017) 47,450,000

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Computing for The Relationship of Location, Promotion, and Service Quality to the

Financial Performance of Jollibee Rotonda Branch

( PEARSON PRODUCT – moment coefficient of correlation)

X= 4.21

Y= 95,536,373

n = 316

𝑛(Ʃ𝜀𝑥𝑦)−(Ʃ𝑥)(Ʃ𝑦)
r=
√[nεƩx2 −Ʃx2 ][n Ʃεy2 −Ʃy2 ]

[(316)(4.21)(95,536,373)]−[(4.58)( 10,698.96)]
=
√[(316)(4.212 )−(4.212 )] [ (316) (95,536,373²) − (95,536,373²)]

=
[(316)(402,208,130)]− 402,208,130
√[(316)(17.72)− 17.72][(316)(9,127,198,565,995,128)−9,127,198,565,995,128

127,097,769,080−402,208,130
=
√[ 5,599.52−17.72][ 2,884,205,746,854,460,448– 9,127,198,565,995,128]

126,695,560,950
=
√[ 5,581.80][ 2,875,078,548,288,465,320]

126,695,560,950
=
√1.604811344x1022
126,695,560,950
=
1.266811487𝑥1022

r=1
 P a g e | 55

Computing for The Relationship of Location, Promotion, and Service Quality to the

Financial Performance of Jollibee Sto. Rosario Branch

( PEARSON PRODUCT – moment coefficient of correlation)

X= 4.35

Y= 47,450,000

n = 283

𝑛(Ʃ𝜀𝑥𝑦)−(Ʃ𝑥)(Ʃ𝑦)
r=
√[nεƩx2 −Ʃx2 ][n Ʃεy2 −Ʃy2 ]

[(283)(4.35)(47.5)]−[(4.31)(47.5)]
=
√[(283)(4.352 )−(4.352 )] [ (283) (47.5²) − (47.5²)]

[(283)(206.625)]− 206.625
=
√[(283)(18.92)− 18.92 ][(283)(2,256.25)− 2,256.25

58,474.88−206.625
=
√[ 5,354.36−18.92][ 638,518.75 – 2,256.25]

58,268.255
=
√[ 5,335.44][636,262.5]

58,268.255
=
√3,394,740,393
58,268.255
=
58264.40
r =1

Appendix F
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Documentaries

Jollibee Rotonda
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Jollibee Sto. Rosario

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