MATUTINA GERRY’S SEAFOOD RESTAURANT

A Marketing Plan for Entering Muscat, Oman

Prepared by:
Geraldine P. Rufo
Jessica O. Hernandez
BSA 3-1

Presented to:
Miss Judy Ann Silva

International Business Agreements and Trade

 Executive Summary

Seafood is one of the primary foods people are eating, both because of its deliciousness
and the nutrients it provides. It is the largest traded food commodity in the world and it provides
sustenance to approximately three billion people in the world who rely on both wild-caught and
farmed seafood as their primary source of protein (Sustainable Food, 2017). Large portion of
Pangasinan consist bodies of water making the province a major producer of a variety of fishes
and other seafood. Such makes it the ideal location for a seafood restaurant like Matutina Gerry’s.
With its established image as a quality seafood dining, it is fitting to consider its expansion.
Established in this marketing plan is Matutina Gerry’s international takeover into the country of
Oman in Middle East. The country is said to be the largest consumer of seafood, consuming almost
double of the global average quantities of fish. Aside from this, it is also the largest fish producer
in the GCC region and one of the excellent net exporters of fish and related products. Hence, the
marketers take these advantages to create Matutina Gerry’s Seafood Restaurant in Oman, Middle
East and in all over the Philippines. Matutina Gerry’s Seafood Restaurant has its catchphrase
"Matutina Gerry’s Seafood Restaurant: The House of Fresh and Delicious Seafood Dishes." Dishes
offered in the restaurant will reflect the most famous and delicious dishes of Pangasinan and in
Oman.
The primary target market of the marketers are families. Families are known for always
eating outdoors whenever they gather especially on special events like birthdays, achievements,
anniversaries, and family day. The primary objectives of this marketing plan are to build customer
relationships by creating value for them with its high-quality dishes paired with excellent service.
In addition, the restaurant strives to gain 25% of its total investment in the first year. The entry
strategy for such involves entering into a strategic alliance with Palayok Restaurant, a business
located in Muscat, Oman. The two companies shall pool in their resources to allow Matutina
Gerry’s operations to enter the said nation with the aim of contributing both to the business itself
and adding diversity to the growing seafood industry of Oman. All aspects of the marketing mix
(4P’s) will be consistent with the restaurant’s operation.
Introduction
Matutina Talipapa was founded in 1972, a name given by a former Dagupan Jaycees. The
restaurant undoubtedly had a humble beginning. Matutina was a chosen name for the late Lydia
Rivo Austria inspired by the resemblance of her voice to Matutina of the former John and Marsha
TV series. Blessed with five children, Emilio Austria and Lydia Austria were owners of the
Original Matutina Restaurant. They had focused their best efforts to make their business profitable.
Gerry Austria is their youngest son, and was the one who wanted to venture out for more. He
barely walked and talked when they first started the business, but he saw the lucrative world of
food and dining. He decided to go to the Middle East to seek experience of international dining.
He worked as a shift manager in and around the Middle East. A part of his impressive background
is that he was responsible for marketing and distribution of food and personnel from the year 1992
to 1996 for Burger King International.
It was in 1997 when he decided to go back to his native land Philippines and still helped
his parents run the original Matutina Restaurant. In the same year, he met Imelda Pasion and got
married. With his knowledge in food and catering, he then asked permission from his parents to
put up his own restaurant business. In the Year 1998, with the help of his wife, they built a Matutina
Annex on their own. Gerry and Imelda strived on, personally responsible for everything- from
marketing of raw materials such as fish, vegetables and all the spices that goes with their dishes.
It doesn’t stop there, they also did the cooking, washing the dishes and operating all of the
restaurant’s needs on their own. They serve dishes that are basically prepared from organic
produce. And the most important part is making sure that they serve the freshly caught seafood.
The name Matutina became very famous when people knew that prominent politicians and well
known celebrities come regularly to sample Matutina’s sumptuous Filipino dishes.
Having the status of a natural entrepreneur and because of a high demand of customers,
Gerry and Imelda decided to expand the business and built another branch in Urdaneta City in the
year 2003. They essentially created jobs for the less fortunate Filipino people. People from all
walks of life cannot get enough of Matutina. Valued customers wanted more branches that they
could visit. Their aim is to make people come back for more. The customers always substantiate
the restaurant saying, “Masarap talaga ang kumain sa Matutina”. Their friendly smile, good service
and splendid fresh seafood makes Matutina unique from the rest.
Main products
Seafood Special Pagkaing Pinoy
● Matutina Seafood Fiesta ● Pinakbet
● Pusit Inihaw ● Matutina Grilled Pork Belly
● Crispy Hipon ● Crispy Pata
● Talaba Buttered ● Pork Barbeque
● Sinigang na Malaga Breakfast Meals
● Boneless Bangsilog
● Longsilog
● Tocilog
● Tapsilog

Target Country - Oman, Middle East

Geographically, the Middle East is abundant with sources for fresh seafood as it is
surrounded by the seven of the most prominent seas in the area. Their capture fisheries are
composed of 80-90% small-scale fishers who provide for their consumers. Since 1961, the
fisheries production has grown at a steady upward trend with Egypt being the biggest producer,
contributing 40% to total volume with both capture fisheries and aquaculture. Also with big roles
are the Islamic Republic of Iran, Turkey, Yemen and Oman at 5%.
Oman is said to be the largest consumer of seafood, the country consuming almost double
of the global average quantities of fish. Aside from this, Oman is also the largest fish producer in
the GCC region and one of the excellent net exporters of fish and related products. Such are
brought about by the nation’s environmental location and advantage along with the support and
aid from the government to develop the seafood sector in the aforementioned. With Oman’s
growing population and economy, it attracts many tourists with its quality fish food products. Such
growth poses a need for efficient management of marine resources. The growth in the seafood
market may be attributed to the dietary preferences of consumers who tend to rely on fish meat
more as they are becoming more health conscious.
Moreover, the Sultanate of Oman, located on the eastern edge of the Arabian Peninsula,
has a long coastline with rich fishing grounds. The issue of seafood safety and quality has become
a priority for the Omani government which is concerned about the ability of the country to
guarantee the safety and quality of their fish and seafood products. Furthermore, the rapid
development of the tourism industry in Oman has increased the need to develop an efficient food
control infrastructure within Oman. This needs to be capable of ensuring that exports meet the
legal requirements and the high standards demanded by international markets but also providing
protection for those consuming the products locally (whether as tourists or the local population).
For many centuries, fishing in Oman has been an integral part of its culture and providing
both employment and income opportunities as well as nourishment for the majority of the Omani
population. Under the 8th Five-Year National Development Plan (2011-2015) the Ministry of
Agriculture and Fisheries (MAF) has stipulated key strategic approaches to advance the
development of the fisheries sector and to increase its contribution to the Gross Domestic Product
(GDP). Effective management of the supply chain is seen as a necessity to reduce post-harvest
losses and enhance the quality and safety of locally produced seafood as well as ensuring the
integrity of imported and exported seafood products.
The proponents suggest that having the Matutina Gerry’s Seafood Restaurant in Oman,
Middle East would be a great help for the overall growth of the economy for Oman as seafood is
an important natural resource to diversify the Omani economy and is furthermore increasingly
important in the future when the reserves of oil and gas become exhausted. Seafood is increasingly
highly valued as food and is considered to have many nutritional benefits (Trondsen, 2012).

Main Target Markets

The primary target market of the proponents are families. Families are known for always
eating outdoors whenever they gather especially on special events like birthdays, achievements,
anniversaries, and family day. A lot of Filipinos nowadays live in a household where both parents
are working and they have little time to do their own cooking. As a result, some families often go
outside to eat in restaurants. In addition, since Matutina Gerry’s Seafood Restaurant is located near
the tourist spots, schools, and government buildings and establishments, the marketers take this
opportunity to identify the aforementioned as secondary target markets which are categorized in
this marketinh plan as employees, tourists, students, and event planners.
Considering the world that we have today, more and more of the market will be food and
price-conscious and will be seeking for food containing a wide range of health benefits at a
reasonable price that the Matutina Gerry’s Seafood Restaurant aims for. The specific segments
that the Matutina Gerry’s Seafood Restaurant will include people or workers with average or high
amount of disposable income, people who frequently eat in restaurants and those who love eating
in one, people who have little time to do their own cooking, outgoing people who are seeking for
the best place to eat and families or group of friends who are seeking the best place to celebrate
events like baptisms and birthdays.
These characteristics of the market are an essential part of the restaurant business. To sum
it up, families are the primary target of the business. So, the need in restaurant business is really
demanding.

Primary Entry Strategy

The most crucial strategy for Matutina to be able to enter the seafood industry of Oman is
to partner up with the locals, particularly applying the strategic alliance that focuses on attaining
a synergic relationship between businesses that allows them to achieve objectives that would not
be as attainable without the relationship with Oman. This means partnering up with a person or
entity that would help with the smooth entry especially when it comes to the usual do’s and don'ts,
suppliers and regulatory compliances. This would be more effective if there are employees or
members who can be on the ground in Oman to be able to see how operations can be carried out.
Provided below are key concepts on forming a strategic alliance along with its comparison
with other market entry strategies.

Advantages
● Organizational advantages - Forming a strategic alliance will help the company to learn
necessary skills and obtain certain capabilities from its strategic partner. Strategic partners
may also help the company to enhance its productive capacity, provide a distribution
system, or extend its supply chain. The strategic partner may provide a good or service that
complements a good or service any company provides, thereby creating a synergy. If the
firm is relatively new or untried in a certain industry, having a strategic partner who is well
known and respected will help add legitimacy and credibility to its venture.
 ● Economic advantages - Any company can reduce costs and risks by distributing them
across the members of the alliance. It can also obtain greater economies of scale in an
alliance, as production volume can increase, causing the cost per unit to decline. Finally,
the firm and its partners can take advantage of co-specialization, where it bundles its
specializations together, creating additional value, such as when a leading computer
manufacturer bundles its desktop with a leading monitor manufacturer's monitor.
● Strategic Advantages – A company may cooperate with its competitors to eliminate
competition. This is considered horizontal integration or vertical integration. The former
refers to tying up with competitors to deter competition while the latter pertains to
acquiring a supplier to reduce redundant expenses and gain control. Strategic alliances may
also be useful to create a competitive advantage by the pooling of resources and skills.
Such also allows the acquisition of technologies, therefore expanding the capabilities and
operations of both companies.
● Political Advantages - Sometimes the business needs to form a strategic alliance with a
local foreign business to gain entry into a foreign market either because of local prejudices
or legal barriers to entry. Forming strategic alliances with politically-influential partners
may also help improve its own influence and position.

Disadvantages
● Sharing – Because strategic alliances necessitate that assets and profits be shared, the
sharing of knowledge, technologies and skills will be present as well. This can be
dangerous to companies if used at an unjust advantage.
● Loss of control - In an alliance, both organizations must cede some control over how their
business is run and perceived. A strategic alliance requires honesty and transparency, but
that trust isn’t built overnight.
● Increased liability - In a joint venture or equity strategic alliance, both companies are on
the hook for the outcome. If conflict arises, such would be detrimental to the reputation of
both companies and may affect performance for potential customers and investors.
Comparison of Strategic Alliance with other Market Entry Strategies
Export
● Generally, strategic alliances are pursued when businesses find that they have gained all
they can from exporting and want to expand into a new geographic market or a related
business. This approach can be particularly useful when a government prohibits imports in
order to protect domestic industry.
● Exporting is the easiest and less risky approach of entering a foreign market (Peng, 2009).
There is very little resource allotment and therefore, less effects on marketing programs.
Whereas, in strategic alliances, firms pool their financial resources, expertise and capital
resources and share benefits and beat risks, as well (Root, 1998).
● Strategic alliances mean that a firm exploiting foreign markets has no complete control
over the operations of the business. However, a firm incurs high transportation costs when
exporting its finished goods (Peng, 2009). Where trade relationships between domestic and
foreign countries are not well founded, a firm exporting goods may incur high tariffs. Since
markets are spread far apart, a firm has no control over what happens in those markets
(Doodle & Lowe, 2008).

Franchising
● Level of self-determination - a strategic alliance will usually have a higher level of self-
determination as compared with a franchise. Strategic alliances offer a new market for
products or services and it is not obligated to follow the partner firm’s standards and
regulations unless the agreed upon terms of sales state otherwise. Whereas a franchise has
to follow the plan and the regulation of the franchisor, particularly in food franchises UK
where all franchises across a country will offer similar menu items and services.
● Training and professional development - In strategic alliance, the companies have their
own set of training practices and professional development options for employees. One
partner in the strategic alliance is not obligated to train the employees of the other partner
firm.
● Risk associated with the business - A strategic alliance is considered as a risky investment
if the venture fails expectations and underperforms in the market. It can carry more
 business risk as compared to a franchise. On the other hand, franchises work under an
already tried and tested business formula, which will prove to be a success as a franchise.
For example, if you are a part of a leading group of coffee franchises, then the
franchisor will provide you with the business model and the trademarks that made the
original brand a success. A franchise is a less risky investment as compared to a strategic
alliance. This trait makes investors more inclined to enter such for their investments.

 In a franchise, the parent company grants a license to run a business using the parent
company’s name, brand and operating methods, some examples include McDonald’s,
Subway, UPS and other low-cost franchises.

● Usually, a franchise is a long-term arrangement, and the franchisee pays an initial fee to
the franchisor for the right to operate the business. Because of this, there are certain degrees
of control for the franchisor and franchisee. Unlike in a strategic alliance, both parties
contribute and no control is much of an issue.

Licensing
● Licensing is similar to franchising because the licensor permits the licensee to use the
company’s name and logo. The licensee manufactures products and pays a royalty fee to
the licensor for the rights to use the brand. With strategic alliance, on the other hand, both
parties work together to reach a common goal and assume equal liability should something
go wrong with the project.
● Licensing is easier of the two and it offers higher rewards with a minimum of investment.
● Strategic alliance provides ownership and control of business and also mitigates cultural
differences.
● One can gain faster entry into foreign markets through licensing but it deprives foreign
parties of all the benefits that accrue to the licensee through marketing of the product.
● Strategic alliance combines the resources of the two companies and lasts longer than a
licensing arrangement as a local company often becomes a competitor in a licensing
agreement.
Merger or acquisition
● Strategic alliance is an approach in which two or more companies agree to pool their
resources together to form a combined force in the marketplace. Unlike a merger or
acquisition, an alliance does not involve the emergence of a new combined entity. Each
participant in the alliance retains their individual entity but chooses to compete against
competitors as a unified business force.
● In a merger, two companies combine to become a single business entity. Sometimes, two
companies of similar size come together, like Exxon-Mobil.
● Alternatively, a large company could acquire the assets of a smaller company. The purpose
of a merger is usually to capture new market share, and an acquisition is often used to buy
out a smaller competitor. In contrast, the purpose of strategic alliance is to achieve a
common goal, and each party maintains its independence.

Situational Analysis
3.1 Company Analysis
Pangasinan is synonymous to the Hundred Islands, Our Lady of Manaoag, Bolinao Falls
and much more! Being the richest province in the Ilocos Region, it is the major supplier of fish in
Luzon and the major salt producer in the Philippines. It has extensive fish ponds, mostly for
"milkfish" or bangus, along the coasts of the Lingayen Gulf and the South China Sea. Pangasinan's
aquaculture includes oyster, sea urchin farms and other seafood.
All things considered, restaurants offering "fresh catch" are way too many. From very
humble beginnings, it has been coined as Pangasinan's No.1 go-to restaurant frequented by both
locals and tourists alike for the longest time.
The five words that come to mind when it comes to Matutina Gerry’s Seafood Restaurant’s
ambiance include the thought of being warm, welcoming, homey, cozy, and classy. It's like
sneaking into Lola's "cucina" and feasting on her "comedor" when someone gets to visit the
province during the annual town fiesta. Both interior and exterior speak Filipino. Their custom-
made fountain and window grills with a seafood concept was something anyone can't help but
admire. Other than that, the restaurant had an air conditioned and al fresco dining area, the garden,
function rooms, and even the restrooms were clean.
 In addition, with regards to the food, the restaurant offers refreshments that comprises
Fresh Buko Juice, Calamansi Juice and fresh Fruit Shakes. Both the Watermelon and Ripe Mango
Shake have a natural sweetness in them but some find the Green Mango super sour. Then, for the
soup, Matutina Gerry served one of their many unique dishes in the menu which is the Sinigang
na malaga. Malaga or Rabbit Fish is a fresh-water fish commonly known as Samaral. The fish was
very fleshy and tasted really good. The broth had the right sourness to it and they obviously used
fresh tamarind and not tamarind cubes. Likewise, the restaurant offers Chili Crab, Grilled Pusit,
Bangus Sisig, Buttered Oysters and Grilled Pork Liempo. There were two dishes which stood out
of them all and that’s the Inihaw na Bangus and Pakbet. The Bangus is grilled fresh bone-in to
maintain the juiciness of the fish. The flesh tasted a bit sweet and creamy. It is tastier if it would
be dip in their signature Bagoong-Isda with Calamansi and Chillies. Contrastingly, their cultured
Pakbet seemed to be some magic powder sprinkled into this vegetable dish, the vegetables were
cooked just right and the broth was very flavorful. Many customers said that it was incredibly
delicious and this was the best Pakbet they had in their entire lives.
And to cap it off, the restaurant has a Buko Halo-Halo, wherein it is a concoction of
sweetened fruits and milky shaved ice served inside a fresh newly-opened coconut topped with
Ube Ice Cream, that is also a way to end the consumer’s savory lunch. Also, the Matutina has
complimentary Coconut Candies which tasted more like Macapuno Balls. A great treat for sweet
tooth lovies.
On the flip side, if there's such a rating higher than the outstanding 5 concerning the
restaurant’s customer service, Matutina's staff and crew deserve it, because everybody was
friendly, helpful, accommodating and courteous. Words were really not enough to describe the
amazing customer service experience of those people who visit.
Additionally, with respect to the freshness and huge servings of most dishes, prices at
Matutina's are surprisingly reasonable. Even the per kilo seafood was comparatively cheaper.
Many consumers think that this is primarily because most, if not all, ingredients are sourced
nearby.
There has to be a reason why up to now, despite existing competition, Matutina's is still
Pangasinan's most-loved restaurant. Food tastes great and very affordable. Their people and
employees make anyone feel like they’re their family. If there's a statement which best describes
it, then it would be "A trip to Pangasinan will not be complete without Matutina's: A home away
from home”.

3.2 Organization’s Assets and Skills

The Matutina’s assets include:
● Cash - Received receipts from consumers.
● Inventory - Ingredients and supplies in seafood and fish products.
● PPE - Include the machinery and equipment used in producing cooked seafood and fish
products.
● Intangible fixed asset - This one includes the patent which gives Matutina the right to stop
others from copying, manufacturing, selling or importing their invention without the
seafood restaurant’s permission.
● Staff and employees - Responsible for offering high-quality services.
Matutuna Gerry's restaurants offer a place to dine-in and take-out, other than that it possesses
drive-thru for customers to order and pick up food delivery during the pandemic which is a great
plan of action to gather more consumers. This restaurant often serves seafood, fishes and
vegetables including talaba, shrimp, calamares, etc.

3.3 Market Analysis

3.3.1 Business Environment analysis
3.3.1.1 Political/Legal/Institutional Environments
Fish and seafood products have become an indispensable part of our dining tables. Most of
the people eat fish locally or internationally. Effective governance of fisheries is therefore crucial
for the wellbeing of our oceans, rivers and food chains. Nevertheless, there are many opportunities
for corruption, which makes the trade in and consumption of fish a threat to sustainability as well
as a generator of poverty. Corruption problems are found in areas such as licensing in seafood
restaurants, access agreement negotiation, money laundering or tax fraud occurs in the Philippines
and in other countries. Other than that, the operation of Matutina Gerry’s Seafood Restaurant is
significantly affected by the interference of fish code and other laws which include the RA. 8550
entitled an act providing for the development, management and conservation of the fisheries and
aquatic resources, integrating all laws pertinent thereto and for other purposes, otherwise known
as the Philippine Fisheries Code of 1998 signed by President Fidel V Ramos on February 25, 1998.
Moreover, seafood restaurants, especially the Matutina Gerry, are generally affected by the tax
rates and incentives as well as on the 3 to 10% tariffs that have currently been imposed in the
Philippines on fish imports.

3.3.1.2 Regulatory Environment (Present and anticipated)

The operation of Matutina Gerry’s Seafood Restaurant is immensely affected by regime
policy on fast foodstuff regulation namely the RA no. 10611 where it is “An act of strengthening
the food safety regulatory system in the country to protect consumer health and facilitate market
access of local foods and food products, and for other purposes'' otherwise known as the “Food
Safety Act of 2013”.
Apart from that, there is also an RA no. 10654 which states the policy for the unlawful
gathering of seafoods or any fishery species in Philippine waters with the use of explosives,
noxious or poisonous substances such as sodium cyanide, which will kill, stupefy, disable or render
unconscious fish or fishery species. The government's primary purpose of these food hygiene
policies in restaurants and avoidance of illegal capturing of fish is to create a framework that
reduces the risk of food becoming contaminated and leading to illness amongst customers and to
maintain a balanced amount of population in fish resources, respectively. It is imperative to note
that the government also controls the licensing of establishing fast food cafeterias and also other
regulations on Franchise Corporation. In light of the above, a good relationship with the
government ought to be vital since it gives the mutual benefit that influences the success of a
corporation in foreign nations.

3.3.1.3 Economic Environment (Conditions and Trends)

The Philippines is fortunate to be endowed with rich fisheries and aquatic resources where
its population can always turn to for food. Fish and seafood is very important as a cheap source of
animal protein in the diet. Our consumption of food fish is comparatively high by world standards.
Our average per capita consumption of 41 kg annually is one of the highest in Southeast Asia. The
seafood industry accounts for a large proportion of income and employment in peripheral coastal
areas. Many of these regions are predominantly rural and they are largely dependent on the primary
fisheries sector. Moreover, the services and retail businesses in these areas are heavily dependent
on direct spending from the fisheries, aquaculture and seafood processing sectors. Matutina Gerry
has a delicious and affordable product price for consumers in order to fully attract them due to
pricing and taste of their meals. As a seafood restaurant, a lot of economic factors should be taken
into account including the issue in price hike due to high consumer demand, labor shortages and
supply in seafoods and fish resources and the consumer disposable income wherein If people have
more disposable income, they will more likely to hang out with family and friends and typically
will order food from restaurants like seafoods, etc.

3.3.1.4 Social and Cultural Environment (Factors and Trends)

Filipinos love eating seafood but because it's somewhat expensive, only a few can afford
to dine in good-quality seafood restaurants. Hence, the incurrence of high expectations, such as
the need of having high quality service and a convenient restaurant from others may arise.
Fortunately, there has to be a reason why up to now, despite existing competition, Matutina's is
still Pangasinan's most-loved restaurant. The Matutina Seafood Restaurant food tastes great and
very affordable and there is also a Matutina’s welcoming ambiance and essential services where a
broad population can access to which may surely provide for the effective marketing network of
the restaurant
Moreover, even though Matutina Gerry’s Restaurant cannot meet the taste of each nation,
it has captured the taste of locals that Matutina is part of Filipino culture. They have incorporated
recipe line up to avoid cultural and religious crisis and as a result, they use Halal approved recipe
to avoid conflicting with Islam.

3.3.1.5 Demographic Environment (Data and Identification of Trends)

As Matutina Gerry’s Restaurant announced in their website, the seafood restaurant engages
in a market share of 50% in Pangasinan with a population estimated to be 1,581,595. The variety
of people, especially the different kinds of family and friends with average and high amounts of
disposable income are the targeted market of the Matutina Seafood Restaurant. Most people are
likely to visit the restaurant due to its tasteful foods and remarkable services which is an advantage
of Matutina Gerry.
 3.3.1.6 Technological Environment (Factors and Trends)
The seafood restaurants and industry is no exception with the advent of traceability
technology that monitors the catch from water to plate. As more consumers demand to know where
the fish they eat comes from, Matutina Gerry’s Seafood Restaurant has started developing high-
tech solutions to capture, receive and transmit data across every component of the seafood supply
chain, from fishermen to processors, transporters, distributors, and retailers, including the online
ordering and reservation system and contactless payment which is an advantage of the restaurant
to cater the needs of consumers in distant places. In short, these innovations play a vital role to
increase its sales revenue, for instance, advanced technology is important to ensure customer
service, seafood quality, marketing and promotional activities, online booking system and
production process.
In addition, Allied Market Research predicts the global market for traceability technology
will grow 8.7% annually through 2023, at which point revenue could reach as high as $14.1 billion
for companies specializing in such technology.The idea of tracing a fish’s and seafood’s origins
has taken on new significance in light of consumer concerns over sales of phony grouper and
reports of inhumane working conditions at seafood processing facilities in developing countries,
especially in the Philippines.

3.3.1.7 Natural Environment (Effect of Seasonal or Climatic Factors)

The provided information below are from the research article by David Suh and Robert
Pomeroy entitled “Projected Economic Impact of Climate Change on Marine Capture Fisheries
in the Philippines” which looks into the impact of climate change on the fisheries sector in the
Philippines as such has a domino effect on the fisheries, livelihood and economic sector of the
country.
The Philippines ranks third as the most vulnerable fishing nation to climate change (Paun
et al., 2018). This is because fishing nations and fish productivity is greatly affected by changes in
climate and ocean currents. Further tracing back, changes in climate conditions affect fish
population (Lehodey et al., 2006) which then affects the harvest of the same.
Climate changes are a significant indicator of fish population (Lehodey et al., 2006). The
constant shifts and climate conditions affect the distribution of species and volume of fish stocks
(Perry et al., 2005; Munday et al., 2008; Nilsson et al., 2009; Pankhurst and Munday, 2011;
Pratchett et al., 2014). With climate change, the ocean current conditions for fishes changes and
unfavorable conditions may cause certain areas and certain species to decline and even disappear.
Undeniably, there is an uptrend in the sea surface temperature in the Philippines with a warming
rate of 0.2°C per decade (Peñaflor et al., 2009; Khalil et al., 2016) and as per the study conducted,
such extreme climate change conditions negatively affects the economic variables surrounding the
fisheries industry.

3.3.1.8 Physical Environment (Infrastructure Indicators)

According to the Comprehensive Post-Harvest, Marketing and Ancillary Industries Plan
2018-2022 for the Philippine marine and inland resources, establishing more post-harvest facilities
partnered with capacity and institutional building is a must. Such actions would address issues like
reducing post-harvest losses and compliance to hygiene and sanitation standards.
The infrastructure indicators surrounding the fisheries sector are lacking and therefore,
related concerns need to be resolved. Among them are the inconsistent inventory records of fish
landing sectors which are mainly government owned plus the lack of sustainable and effective
guidelines for operating the same. Sadly, other fish ports or stalls are also misused, are not
operating accordingly and are not utilizing required technologies for post-harvesting. These lead
to fish harvest losses and less maximization of the same.
Additionally, the difficulties on ancillary services also relate to the aforementioned.
Challenges in ancillary services include lack or absence of proper machine and equipment, non-
available facilities for production, nonconformity to food safety and biosecurity, and deficiency in
disposal establishments.
In the study entitled “The Fishery Performance Indicators: A Management Tool for Triple
Bottom Line Outcomes”, global fisheries lose their potential in earnings and operations due to
certain infrastructure indicators. The reasons for such include overfishing, uncontrolled post-
harvest operations and costs, mismanagement of product waste and not being able to attain high
value market goals. In return, these also reflect and affect the income of small-scale fishermen,
quality of fish food and revenue of regions and nations.
 3.2.2 Nature of Demand
The Philippines is full of islands and coastal areas, making such a home for about 70% of
the country’s population (Palomares and Pauly, 2014). Because of this, the fisheries industry plays
a significant part in both economy and food provision (Santos et al., 2011). Recently, consumers
are becoming more health conscious therefore increasing the demand for fish which contains
essential nutrients like protein. Total fish consumption has been aligned with the uptrend in
production (Cuvin-Aralar et al., 2016).
Fish-by-fish catch is segmented into: human consumption, fish sauce and fish meal
production, and direct aquaculture feed. Way back 2013, the 15,000 metric tons of fish production
was allocated as fish meal, import and local fish meals. These are said to have 50-55% protein
content. The fisheries sector is divided into the following: commercial fisheries (20.5% in 2021),
municipal fisheries (21.8% in 2021), inland fisheries (4.8%) and aquaculture (52.8% in the same
year).
Because of the aforementioned health and environmental awareness of consumers, such
impacted the demand for seafood consumption. This is reflected in the growth in sales which is
ten times more than conventional seafood purchase. These are mainly brought upon by the buyers’
commitment to purchase from sustainable sources. Significantly, demand and consumption rose
to 23 million tons in 2016 versus the 500,000 tons in 2005.
Belton and Thilsted (2014) examined aquaculture and capture fisheries as significant
factors in food security and nutrition and its related implications to the poor. They stated that the
aforementioned makes fish meals more available and cheaper plus allows the poorer society access
to more nutritious fish. But still, the sad truth remains that aquaculture still tends to benefit the
wealthier population than the poor because of the existence of anti-poor policies and lack of
emphasis on small-scale fishing.
To summarize, the demand in the seafood and fisheries industry is characterized by its
different uses to the population, affected by consumer perception on seafood and availability to
different societal classes.

3.2.3 Size and Extent of Demand

According to the Bureau of Fisheries and Aquatic Resources, the fisheries sector is very
contributory to the nation’s economy because of the income and jobs it provides. The sector
contributed 1.3% to the GDP of the Philippines with imports at P35.373 million and exports
costing P83.907 million in 2018 as according to an article by Rappler. Also according to the same,
the fisheries sector recorded 4.415 million metric tons in production which has a value of P281,652
billion in 2019.
When the Philippines had a population of 103 million in 2017, the per capita consumption
of fish meals and products are at 40 kilograms a year or 109 grams a day which then lead to an
intake average of 12.8%.
Going to the demand in the food service industry, revenues in 2019 are P616 billion
attributable to the 3,126 increase in food service stalls and buildings versus those operating since
2016. The demand that caused such profits come from the 106 million population where the
median age for consuming in restaurants is 24 years old. With this, the demand in food industry
services is believed to increase along with the population growth of the country.

3.2.4 Product Category Stage of Product Life Cycle

A product’s life cycle consists of four stages that happen since its inception, its entry into
the market up until its disposal from the market. As shown in an image below, these stages are
identified as introduction, growth, maturity and decline.
 To elaborate these stages, introduction is where the development, promotion and marketing
of the product happens. This stage entails high costs because a business will be introducing their
product, building demand for such and making ways for profit. The next sage which constitutes
growth is when consumers start buying the product and when sales are in an uptrend.
Maturity refers to when businesses start opening up more diverse products and segments
because demand starts to decline, mostly due to competition. In this stage, marketing goals are
aimed to battle off the competition and maintain sales. No matter how businesses attempt to stay
in the maturity stage, products will eventually reach the decline stage which means that they are
no longer in demand and prices are reduced. This also refers to the product’s “retirement” from
the market.
The product life cycle of Matutina Gerry’s starts with the fish catching procedures and
below is a subsystems cycle of a fishing operation lifted from the study “Life cycle assessment of
fresh fish product in various scale of capture fisheries facilities” by Fatehah, et al. in 2016.

Shown in the figure is how the fish operating cycle goes. The first subsystem gives the
flow of the operation which starts with preparation then the fishing proper going to fish landing
and finally transportation and market distribution. Expensed in these methods are materials, human
energy and fuel energy. After the aforementioned, the considerations are the fresh fishes or catch,
the emissions released and relatively, its environmental impacts.

Proceeding to Matutina’s growth, above is an illustration of how the restaurant went

through the growth stage. Such is lifted from an article by the School of Hospitality Administration
wherein they explained the product growth of restaurants. Consistent with the definition of product
growth, the chart shows the movement of trial customers who engage with the business. For the
first half year, the trial customers are at a peak because that's the period the business gains
increasing product demand. It then goes at a downtrend because eventually, these trial customers
become regular ones.
The maturity stage is where Matutina Gerry’s is situated at present. Such is in
competition with other seafood brands in the area but maintains its positive position in the market
because of its well established image and consistency in providing high quality fish and seafood
meals.
 3.2.5 Structure of the Industry
3.2.5.1 Cost Structure of the Industry
A cost structure is the fixed and variable cost allocations that businesses spend for their
operations. Provided in this section are the basic allocations of seafood restaurant businesses as
lifted from various business articles and contextualized to Matutina Gerry’s operations.
The information in the following table is from the data report of Board of Investments
Philippines, “Cost of Doing Business in the Philippines (March 2022)”.

Allocation Cost

Business Name Registration - National Php 2,000

Business Name Renewal- National Php 2,000

Filing Fees for Existing Micro Business Php 1,500

Salaries Expense P 177,000 per employee

Utilities Expense (Estimated) 10% of Operating Income

POS Php 30,000

Advertising Php 2,000

Research and Development Php 1,400,000

Food cost: 25% – 40% of food sales. Php 500,000

Initial Inventory Php 500,000

In the figure above are the variable and fixed costs of the restaurant industry in the
Philippines. Such costs range up to 2 million pesos from start-up to initial operations.
The next set of data are from Doing Business in Oman 2020 which provides a clear step
by step process of starting a business in Oman along with the necessary to execute the same.
 Allocation Cost (in OMR)

Starting a Business in Oman – Procedure, Time and Cost

Obtain a certificate of good standing by the police 5

Agency : Police
The entrepreneur needs to go to the police station and obtain a certificate
of good standing.
This document is required to register the company.

Register the company and employees at the online one-stop shop portal 40
(Invest Easy
Portal)
Agency : Commercial Registry
The entrepreneur can check the availability of the desired company name
online. To register, the
entrepreneur uploads the following documents to the Invest Easy portal
(https://www.business.gov.om/wps/portal/ecr)

Make a company seal 20

Agency : Seal maker

Dealing with Construction Permits in Oman – Procedure, Time and Cost

Obtain geotechnical study / soil test 502

Agency : Private firms
BuildCo will request a soil test for the structural calculations for the
foundation

Obtain Topographical / Geodetic Survey 232

Agency : Private Firms

Obtain preliminary fire safety approval 65

Agency : Directorate General of Civil Defense, Royal Oman Police

Obtain site plan approval 15

Agency : Ministry of Housing (MOH)

Obtain building permit 65

Agency : Muscat Municipality

Obtain permit to start construction work Agency : Muscat Municipality 113

Obtain fire safety and security approval for construction site 10

Agency : Directorate General of Civil Defense, Royal Oman Police

Obtain construction completion certificate and letters for utility 11

connections
 Request and obtain water connection 1472
Agency : Public Authority for Electricity and Water
Public Authority for Electricity and Water will make the connections after
receiving the letter for
utility connections

Getting Electricity in Oman – Procedure, Time and Cost 3142

Await completion of external works and meter installation by registered
contractor
Agency : Contractor

As provided above, such start-up costs would total to 5,692 Omani Rials which translates
to almost 770,000 pesos. Considering the foreign currency translations, the cost of starting a
business in Oman would still render Matutina Gerry’s at a cost advantage as the aforementioned
is lower than the costs in the Philippines. However, such costs would become equal if the
operations would persist because its execution would require additional spending for the business.

3.2.5.2 Competitive Structure of the Industry

The competitive structure surrounding Matutina Gerry’s is elaborated in 6.2 Market
Positioning. By definition, a business’ competitive industry is what allows the firm and its
competitors to enter the market, overcome its barriers and exit the same.
In a study by Corpuz et al. for Fish King’s Seafood Restaurant, the proponents analyzed
the different seafood restaurants competing with the aforementioned and those competitors include
Matutina Gerry’s. The study examines Fish King’s along with the six other prominent restos in
Ilocos Region. As a result of the said research, Matutina Gerry’s products’ rank highest in terms
of both quality and price, allowing the restaurant gain among its competitors. These results are
further illustrated in the succeeding sections.
As an analysis of the Pinoy restaurant businesses surrounding Muscat, Oman, among them
are Bacolod Chk-N-Bbq House, Go2Queen, Jollibee, Oriental Express Café, and Palayok
Restaurant. These businesses provide authentic and favorite Filipino food and dishes, therefore,
adding Matutina Gerry’s would further diversify this line-up and add competition.
 3.4 Competitor Analysis (in country of investment)
As established in the previous section, potential brand competitors of Matutina Gerry’s
include Bacolod Chk-N-Bbq House, Go2Queen, Jollibee, Oriental Express Café, and Palayok
Restaurant. These are all Filipino food restaurants in Muscat, Oman. Bacolod Chk-N-Bbq House
serves its signature chicken inasal from Bacolod. Go2Queen is tagged as the first goto house in
Muscat, serving delicious bowls of goto paired with other Filipino street food favorites. Next is
Oriental Express Café which serves classic Pinoy meals and is also known for its karaoke nights
and catering services. Lastly, Palayok Restaurant is a 20-year restaurant in Oman, providing
venues and catering services for big occasions.
In a study entitled “Preferences and Intentions of Seafood Consumers in Oman: An
Empirical Analysis” by Yousuf, Bose, Kotagama and Boughanmi published year 2018, findings
show that Omani consumers’ purchasing frequency is notably affected by nationality, habit,
freshness (perceived as quality), taste, household size, income, and education. This implies that
restaurants aspiring to start in Oman should always consider the quality and price of their products
to influence how customers perceive and act towards resto businesses.
In another research by Al-Mazrooei et al. entitled “Consumer Purchase Behavior of
Seafood Products in Oman”, results show that both urban and rural consumers prefer whole fish
over sliced ones while high-income urban consumers prefer the latter. This may be considered by
Matutina Gerry’s in producing their meals.
All in all, Matutina Gerry’s are to be in an advantage provided that they take the previous
pointers into consideration. The national food security program of Oman is to double its production
to maximize the value that the fisheries sector can give to the country and its citizens. This is
according to the Oman Aquaculture Development Company (OADC). Entering at such expansion
would take Matutina at an advantage because they can utilize more fresh catches to ensure product
quality while at the same time regulating its prices.
SWOT Analysis

Strengths Weaknesses

● Competent and well-trained staffs ● Understaffed

● Value Meals ● Some existing dishes
● Outside Catering Service
● Product Quality
● Affordable prices of products

Opportunities Threats

● Fast growing restaurant business ● Typhoon or red tide

industry ● Nearby eating establishments
● Only seafood restaurant that offers ● Seasonal Supplies
variety of seafood dishes in Urdaneta,
Pangasinan
● Location
● Featured in television and radio

Strengths
1.Competent and well-trained staffs - Since service is an integral part of the dining
experience, monitoring the service level is essential for a restaurant business. The Matutina Gerry’s
Seafood Restaurant hire competent and well-trained staffs that operate effectively and efficiently,
and respond quickly to the customers’ needs. So, the seafood restaurants will be able to give good
customer care and customer value.

2. Value Meals - The Matutina Gerry’s Seafood Restaurant offers value meals for customers,
price ranging from Php 45.00 – Php 79.00, which other seafood restaurants in Pangasinan does not
offer. These value meals will be offered in a limited time from 11:00 am until 1:30 pm.
3. Outside Catering Service- Since Filipinos love celebrating occasions, outside catering can help
in having more customers. The Matutina Gerry’s Seafood Restaurant provides outside catering
services within the areas of Urdaneta, Lingayen, and Dagupan City.

4. Product Quality - The seafood dishes that will be served are fresh and delicious. Also, their
prices are fair enough or have been justified by their taste and quality. Furthermore, the seafood
restaurant will offer seafood dishes that are not usually served in family’s dining table. The
Matutina Gerry’s Seafood Restaurant also serves a new seafood dish that is not available in any
other seafood restaurants, particularly in seafood restaurants located at Pangasinan.

5. Affordable prices of products - Everyone can have a good meal for a price of at least 200 pesos.

Weaknesses
1. Understaffed - It is estimated that it would take 1 hr to give the foods to consumers due to the
under average number of employees that restaurant has. The Matutina Gerry has 10-15 employees
compared to the required average number of 20 employees.

2. Offers some existing dishes - The Matutina Gerry’s Seafood Restaurant offers few of its
products which are already available in the market and some are also offered by other seafood
restaurants in Pangasinan like shrimp, talaba, crab and others.

Opportunities
1. Fast growing restaurant business - According to IFEX Philippines Secretariat (2018), “Based
on the 2012 nationwide Census of Philippine Business and Industry (CPBI), the Philippines food
service industry amounts to roughly US$7.2 Billion with an estimated 15% to 20% annual growth
over past decades.” One of the fastest growing businesses is the restaurant industry. Using data
from the Family Income and Expenditures Survey (FIES) of the National Statistics Office, it is
estimated that Food Consumed Outside Home now exceeds P500 billion annually. Out of the
budget for food of the typical middle-income households, some 20 percent goes to food consumed
outside the home.
2. Only seafood restaurant that offers variety of seafood dishes in Urdaneta, Pangasinan- Last July
2018, a beerhouse changed its market to a seafood restaurant. However, they do not specialize in
offering varied seafood dishes. In fact, they only focus on offering bangus’ and common seafood
dishes. Being the only seafood restaurant that offers a variety of seafood dishes in Urdaneta,
Pangasinan is an opportunity for the business.

3. Location - The location of the business is easy to access for target customers. Lingayen has 34
barangays and a population of 144,577 people. The Matutina Gerry is nicely located along
Tondaligan Blue Beach. And with the ocean breeze, everyone would feel they’re far-removed from
the chaotic city center.

4. Featured in television and radio - Matutina Gerry’s Seafood Restaurant has been featured in
NTV7 & Channel News Asia, Capital FM and Ai FM, which gives the business an opportunity to
be known by so many people.

Threats
1. Typhoon or red tide - The common challenge in seafood restaurants comes when there is a
typhoon or red tide. These events cause the supplies to decrease and their prices to increase, and
may become a threat to the business’ condition.

2. Nearby eating establishments - Relative to the business’ location, there are nearby eating
establishments which could be a threat to the business. Conducting proper training of the
employees in entertaining and accommodating customers and having effecting marketing
strategies will mitigate this threat.

3. Seasonal supplies - Since some seafood are seasonal, it might result that some dishes in the
menu might not be available.
Implications of SWOT Analysis
A SWOT analysis will help to identify areas of Matutina Gerry’s Seafood Restaurant that
are performing well. These areas are the seafood restaurant’s critical success factors and they give
the business its competitive advantage. Having these strengths and opportunities can help the
restaurant to make sure it maintains them so it wouldn't lose its competitive advantage. However,
the restaurant’s weaknesses and threats are the primary factors that shouldn’t be ignored as this
may provide a direct impact in the achievement of the business goals and the reason that the notion
of these unfavorable components will bestow substantial risk in the whole organization of Matutina
Gerry’s Seafood Restaurant.

OBJECTIVES ( should follow from SWOT )

5.1 International Objectives
Matutina Gerry’s Seafood Restaurant aims to build quality and brand awareness for
customers by creating value for them with its high-quality dishes paired with excellent service. In
addition, it also aims to immediately build customer relationships by the use of its products even
if it has a near competitor. In terms of sales, the restaurant strives to gain 25% of its total
investment. Other than the thought of expanding the business abroad in order to cater the needs of
more consumers, the Matutina Gerry’s aims to remodel its restaurant inside and out to be able to
compete and gain market share across the world. This notion will attract new consumers and will
experience a greater pleasant experience due to the new remodeled atmosphere. For this change of
structure, there will be an instance that the costs would be lowered as production becomes efficient.
Aside from that, there would be a diversified and change of product offering other than the seafood
goods that the restaurant provides. Among them are the following:
● Whole fish meals as preferred by target consumers and to be shared by families
● Value meals at 2-10 Omani Rials

5.2 Market Objectives

Matutina Gerry’s Seafood Restaurant will add a band to entertain its customers during the
evening. Also, Matutina Gerry's Restaurant will increase the seafood products it offers and will
provide catering services for special occasions.
 Matutina Gerry’s Seafood Restaurant will increase more staff by 20% in the process that
lasts for 3 years to make its operation to be an effective and efficient one other than expanding the
seafood products that it offers for the purpose of becoming the market leader that can dominate its
competitors in all places, especially in the Philippines. The restaurant will get the highest return
by making sure that it sells more of its products at a higher price than the cost that may be incurred
in acquiring the raw materials, cost of goods sold and labor costs. This high price will not
compensate for its affordability to the consumers for Matutina to ensure that it will obtain a
significant return.
In terms of sales, the restaurant aims to double its first-year total sales or 50% of its total
investments in the interest of procuring profit and the estimated total fixed and variable costs of
200,000 and 1.5M respectively for every production. On the flip side, the restaurant will apply
both the equity and debt financing in the long run in order to fund the said plan.

RECOMMENDED MARKETING STRATEGY (TSP Framework)

6.1 Target Markets Identification and Segmentation Strategy

● Residential Community: The first target group will be the people living near the restaurant
and in the residents of the country Oman especially the families, private and public
employees, as well as the youth. Since very few seafood restaurants in the vicinity are
providing comfortable dine-in facilities, the marketers expect the residential community
would come near to them whenever they want to consume good-quality and delicious
seafood.
 Moreover, almost all the people living near the restaurant have more than average median
incomes. Thus they all can afford their dishes made of seafood.
● Event Planners: Since seafood is somewhat expensive than other usual items, it is
considered a good and valuable food to serve people in ceremonies and events. As seafood
is a cherished food item in events and samaral dish is a totally new product for the
customers so the marketers expect event and wedding organizers to be the restaurant's
second target category.
● Tourists & Passers-By: The third target group is expected to be the people who pass by the
restaurant. The beautiful display, alluring signboards and appetizing odors of dishes will
surely compel them to come inside. Also, tourists are also expected to come and consume
all of its products.

6.2 Market Positioning

The products of Matutina Gerry’s Seafood Restaurant will be offered mostly as family
meals since the primary target of this business are families in Urdaneta. As long as the location is
near the schools in Urdaneta, the Matutina Gerry’s Seafood Restaurant will offer value meals
which are composed of portions of seafood, meat and vegetables. In addition, convenience of the
customers are one of the value propositions of the business since people from the western side of
Pangasinan do not need to go to Dagupan in order to eat seafood dishes prepared by a seafood
restaurant. In addition, one thing that the Matutina Gerry’s Seafood Restaurant wants the
customers to remember is the restaurant's main product which is the Matutina Seafood Fiesta.
Matutina Seafood Fiesta is the restaurant’s pride because it is a unique product the marketers
themselves made and is not offered in other seafood restaurants. More importantly, the business
will position itself as the seafood restaurant with the most high-quality in Urdaneta. Marketing will
focus on conveying that Matutina Gerry’s Seafood Restaurant is more than just offering seafood
dishes: It gives a one-of-a-kind seafood dining experience.
In terms of taste and price, Matutina Gerry made three comparisons of similar products
among other seafood restaurants in Pangasinan.
 Figure 1. Sticky Honey Garlic Buttered Shrimp

In Figure 1, the price of Sticky Honey Garlic Buttered Shrimp in Matutina Gerry’s
Seafood Restaurant is Php 310 with a taste better than the Php 320 of Kainan sa Kamalig Sticky
Honey Garlic Buttered Shrimp. Dampa sa Pangasinan priced the dish at Php 350. Overall, Matutina
Gerry’s Seafood Restaurant has the highest rating in terms of the taste and price of the Sticky
Honey Garlic Buttered Shrimp followed by Kainan sa Kamalig and Dampa sa Pangasinan.

Figure 2. Inihaw na Hito

In Figure 2, the price, Php 120, of Inihaw na Hito in Jacobo’s Seafood Grill is the same
with Rudy Jing, but Rudy Jing tastes better. Street Hito has the lowest price of Php 90 but also has
the lowest rating. It is followed by Fernandez Eatery with a price of Php 130. Mang Peping’s and
Silverio’s Seafood Restaurant offer the dish at the highest price of Php 150. And lastly, the
Matutina’s Gerry's Seafood Restaurant gained the highest taste among the others with a price of
Php 110.

Figure 3. Creamy Buttered Crab

In Figure 3, Matutina Gerry’s Seafood Restaurant has the highest rating in terms of
Creamy Buttered Crab with a price of Php 370 which is followed by the Silverio’s Seafood
Restaurant which offers the dish at Php 380. Mang Peping’s also offers the dish with a price of
Php 380 while Jacobo’s Seafood Grill offers it with Php 365. Overall, Matutina Gerry’s Seafood
Restaurant gained the highest rating followed by Silverio's Seafood Restaurant, Mang Peping’s
and Jacobo’s Seafood Grill.

6.3 Market Entry Strategy

The most crucial strategy for Matutina to be able to enter the seafood industry of Oman is
to partner up with the locals, particularly applying the Strategic Alliance that focuses on attaining
a synergic relationship between businesses that allows them to achieve objectives that would not
be as attainable without the relationship in Oman. This means partnering up with a person or entity
that would help with the smooth entry especially when it comes to the usual do’s and don'ts,
suppliers and regulatory compliances. This would be more effective if there are employees or
members who can be on the ground in Oman to be able to see how operations can be carried out.
The specific measures for this entry strategy is enumerated below:

1. Partner up with a local fish farmer or businessman who is knowledgeable enough

with the transactions in the area.
In this case, the proponents encourage Matutina Gerry’s to partner up with one of the Pinoy
restaurants existing in Oman which is Palayok Restaurant. The firm reason for this is that Palayok
Restaurant has been serving in Muscat for 20 years already and its owners have sufficient
knowledge of how to run the business in the said country. Further, the methods used by Palayok
Restaurant which is providing venues for occasions and catering services is aligned with how
Matutina Gerry’s run their business.

Company Contributions

Matutina Gerry’s Seafood Restaurant Supplies of raw seafood products

Seafood meals (Seafoods Special, Pagkaing
Pinoy, Breakfast Meals)
New Whole Fish Products
Value Meals Menu

Palayok Restaurant Venue

Catering Services
Fixed Assets (Equipment, POS, Utensils,
Tools)
Chicken Meals

Provided above is the contributions list of Matutina’s and Palayok Restaurant. Matutina
Gerry’s shall provide the whole seafood package along with their new product set. Their supplies
shall be from the Oman fish markets for consumers are much more familiar with the same. The
product’s formula shall be from Matutina’s very own recipes, taking into consideration the
preferred tastes and flavors of Omani consumers.
Palayok Restaurant shall provide the other assets necessary for the business to operate. This
includes the building located opposite Burjeel Hospital Al Khuwair, Muscat 134, Oman. Also, the
restaurant shall provide its existing cooking tools and equipment. Additionally, Palayok shall also
add to the menu list their chicken meals to allow diversity in the business’ products.

2. Ensure an on-the-ground presence so that location and environment may be

properly examined.

3. Keenly take note of those that are essential to planning and conducting research.

4. Conduct further research on-site and discuss potential opportunities and

operations.

5. Tie up with local suppliers.

6. Get to know and be knowledgeable of the legal and local requirements and
compliances in starting a business.

To provide support for the other steps, below are the series of specific steps to starting a
business in Oman as lifted from Doing Business in Oman 2020.
MARKETING MIX STRATEGIES AND TACTICS
7.1 Product/Service and Branding Strategy
Food is one of man’s basic necessities in order to replenish their energy. The product
strategy is comprised of key elements which will provide strategic answers in the development of
the products. Matutina Gerry’s Seafood Restaurant exactly seeks to sell fresh and high-quality
seafood dishes to the target market. They will view the product as a one-of-a-kind meal and
marketers will ensure that they will create customer value. Included in this segment are the
previously provided menu list of Matutina Gerry’s along with its newly launched product line.
Creating customer value means that the business is able to identify the needs of the customer. Since
no restaurant offers crab, malaga, yellowfin and shrimp dishes in Urdaneta and Mashuai in Oman,
the market’s need for eating these dishes will be the restaurant’s target. All aspects of the marketing
mix will be consistent with the restaurant.

7.2 Place (Distribution) Strategy

For the distribution strategy of Matutina Gerry’s Seafood Restaurant, the marketers will
use the Business to Consumer (B2C) distribution. It will sell its products through a single
distribution channel. It will have a takeout of orders or takeout for leftovers which can become an
opportunity to reinforce the brand of the business. A packaging design should have a unique or
engaging design, and potentially be reusable, all such changes could serve as extensions of their
brand experience. The packaging design for the take-out containers of the restaurant is a
transparent container.
The marketers will also make a Facebook page where consumers can know and avail what
the business offers. The restaurant uses the intermediary like marketing service agencies that
shares and spreads information regarding what the restaurant gives. With that, they help business
in meeting customer service level, increased sales, and most importantly in building relationship
for better logistics execution.

7.3 Price Strategy Structure

The menu of the Matutina Gerry’s Seafood Restaurant will be composed of different dishes
which are most commonly seafood, and some meat and vegetable dishes. The marketers will set
the prices of the products based on the calculation of the costs of their ingredients and some
portions of their prices are influenced by other seafood restaurants/competitors. However, some of
the seafood dishes have seasonal prices because there are times that the supplies of these seafood
is not enough causing the prices in the market to rise. The marketers will also include the ability
of the customer to pay for the product and the condition of the market in setting the price of the
products.

Pictures 1 to 3 show the sample pricing of the restaurants products:

 7.4 Promotion Strategy (including Promotional Budget)
The marketing communication strategy is essential to get consumers' attention and entice
consumers to reach out in Matutina Gerry’s Seafood Restaurant. In developing marketing
communication strategy, it should start with targeting the segmented consumers based on their
needs and the ability of the company to fill that needs. And, in order to stand out in marketing,
the marketers will promote their business by:
● Social Media Marketing - Social media marketing will be a great advantage in garnering
customers because in today’s generation, people are already modernized. They can easily
browse their Facebook accounts and look for some restaurants that can serve as a venue
for celebrating their special occasions, and for bonding with their family, friends, and loved
ones. The marketers will create a Facebook page that will contain information to advertise
their product. It will also serve as a medium for feedback from the previous customers, in
order to let them feel that the Matutina Gerry’s Seafood Restaurant values their opinions.
With this strategy, Matutina Gerry’s Seafood Restaurant will be able to build strong
customer relationships.

● Buzz Marketing - Vlogs will also serve as a medium for advertising the business. It will
also be an advantage to the restaurant to garner customers because today’s families are
watching youtube videos, like vlogs, as one of their bonding. So to be effective, the
business will invite a vlogger to visit the restaurant on the restaurant’s opening to feature
the restaurant’s products and the entire restaurant on his/her vlog.

● Printed Advertisements - Printed Advertisement is one of the traditional ways of garnering

customers. The Matutina Gerry’s Seafood Restaurant will use printed advertisements such
as flyers, posters and signage.
Sample Flyer Layout
Sample Poster Layout

Sample Signage Layout

PLANNING BUDGET
8.2 Forecast Sales (and Market Share) and Costs (Capital, Operating, Marketing,
etc.)
Sales Yearly

Sales Forecast

Legend:

Breakfast Meals

Seafood Special

Other meals

Pagkaing Pinoy
 Sales Forecast (Omani Rial)

Unit sales Year 1 Year 2 Year 3

Seafood Special 15,380 16,303 17,226

Pagkaing Pinoy 14,227 15,080 15,934

Breakfast Meals 8,075 8,559 9,043

Other meals 8,844 9,374 9,905

Total Unit Sales 46,525 49,316 52,107

Unit Prices Year 1 Year 2 Year 3

Seafood Special 26.53 30.78 35.03

(4.25)

Pagkaing Pinoy (3.45) 21.53 24.98 28.43

Breakfast Meals 15.76 18.29 20.82

(2.53)

Other meals (2.70) 16.92 19.62 22.32

Sales

Seafood Special 408,031.40 501,806.34 603,426.78

Pagkaing Pinoy 306,307.31 376,698.40 453,003.62

Breakfast Meals 127,262.00 156,544.11 188,275.26

Other meals 149,640.48 183,917.88 221,079.60

Total Sales 991,241.19 1,218,966.73 1,465,785.26

Direct Unit Costs Year 1 Year 2 Year 3

 Seafood Special 17.69 18.46 19.23
(0.77)

Pagkaing Pinoy (1.53) 14.23 15.76 17.29

Breakfast Meals 8.07 10.38 12.69

(2.31)

Other meals (0.77) 9.23 10.00 10.77

Direct Cost of Sales (Omani Rial)

Seafood Special 272,072.20 300,953.38 331,255.98

Pagkaing Pinoy 202,450.21 237,660.80 275,498.86

Breakfast Meals 65,165.25 88,842.42 114,755.67

Other meals 81,630.12 93,740.00 106,676.85

Subtotal Direct Cost 621,317.78 721,196.60 828,187.36

of Sales

Matutina Gerry’s Seafood Restaurant estimated its first-year gross sales of 991,241.19 rial.
Inventory cost was estimated at 621,317.78 rial for the first year. Total fixed costs amount to
252,539.60 rial for the whole year. The marketers estimate that 128.42 rial would be spent on
advertising expenses in its 6 months of operation. The capital needed to establish the business is
approximately 42,609.02 rial for the first annual year.
Forecast Costs
List of Marketing Expenses

Marketing Expenses (Omani Rial)

Advertising Expense Price per Unit Quantity Amount

Vlog 74.18 1 74.18

Posters 1.34 4 5.36

Flyers 0.022 2100 46.20

Signages 0.67 4 2.68

Total Advertising 128.42

Expense

Capital Requirement

Capital (1 year) Estimated Amount

Land (Lease for 10 years) 185.39/month

Building 33370.18

Property, Plant & Equipment 4590.21

Furniture & Fixtures 1428.70

Kitchenware 476.17

Vehicle 519.09

Total Capital Needed 42,609.02

Operating Costs

Operating Costs

Year 1 Year 2 Year 3

Payroll 176,870.00 230,507.75 253,558.53

Sales and Marketing 53,061.00 55,752.50 57,675.00

and Other Expenses

Depreciation 999.70 1,099.67 1,115.05

Leased Equipment 0 0 0

Utilities 1,461.10 1,653.35 1,807.15

Insurance 807.45 999.70 1,191.95

Rent 2,422.35 2,537.70 2,653.05

Payroll Taxes 16,918.00 18,456.00 19,686.40

8.1 Planning Assumptions

Advertisements
A. Vlog - On the vlog, the vlogger will include his/her feedback about the restaurant,
so that it will reach families and other markets, the vlog will capture the interest of
customers for the restaurant. The approximate cost would be 74.18 rial.

B. Flyers - The restaurant will distribute flyers on the first week of its operations to
promote the business when it is just newly established in Oman. The size of the
flyers is 4" x 6" and the type of paper is special. The marketers estimated to hand
out 2,100 flyers with a cost of 0.022 rial each. The flyer contains business location,
name and logo, tagline, operating hours, a phone number, website or email where
they can contact if they need to make a reservation or to keep them updated with
 special offers, and a glimpse of the products offered for them to have a watery
mouth.

C. Posters - Matutina Gerry will also post a poster. It has a size of 4 by 3 square feet.
It costs 1.34 rial each. The poster contains information like business location, name,
logo and tagline, a phone number, website or email and a glimpse of products
offered. It will be posted in different parts of Oman such as Muscat (4.97%), Seeb
(4.61%) and Salalah (4.21%).

D. Signages - Another way is through signage which will be a great way of advertising
to the travelers. These signage will be the customers’ guide in going to the
restaurant’s location. These will be printed in a tarpaulin style. It contains the
business logo and name, and the distance from the signage, measured in kilometers,
to the said location of the restaurant. The signage has a size of 32" by 40”. Its cost
is approximately 0.67 rial. The signage will be posted in Muscat (4.97%), Seeb
(4.61%) and Salalah (4.21%).

Capital Requirements
The given prices of the capital resources stated above are dependent on the usual prices of
the seafood restaurants in the Philippines and Oman, for instance in Hai Kang Seafood Restaurant
Inc situated in San Juan City, Manila and Dampa Restaurant located in Urdaneta City, Pangasinan
and Bait Al Luban Omani Restaurant in the perspective of Land, Building, PPE, Furnitures &
Fixtures, Kitchenware and Vehicle. Further, the selected accounts are taken as these are the ideal
capital requirements that are needed in operating a seafood restaurant.
 8.3 Forecast Profitability (or Break Even Analysis)
Break-even Sales

Break-even Sales (Omani Rial)

Monthly Units Break-even 2,051.31

Monthly Revenue Break-even 53,137.90

Assumptions:

Average per-unit revenue 97.39

Average per-unit variable cost 0.28

Estimated monthly fixed cost 65,749.50

The number of units or meal sales that would take Matutina Gerry’s for its sales and costs
to equal or breakeven is 2,000 units. The breakeven in dollars amounts to 53,137. The estimated
fixed cost for Matutina Gerry’s is almost 66,000 and average per-unit variable 0.28.
Projected Profitability (Omani Rial)
Pro-forma Profit and Loss

Year 1 Year 2 Year 3

Sales 991,241.19 1,218,966.73 1,465,785.26

Direct Cost of Sales 621,317.78 721,196.60 828,187.36

Other 0 0 0

Total Cost of Sales 621,317.78 721,196.60 828,187.36

Gross Margin 369,923.41 497,770.13 637,597.90

Gross Margin % 37.32% 40.84% 43.50%

(Gross margin/Sales)

Expenses:

Payroll 176,870.00 230,507.75 253,558.53

Sales and Marketing 53,061.00 55,752.50 57,675.00

and Other Expenses

Depreciation 999.70 1,099.67 1,115.05

Leased Equipment 0 0 0

Utilities 1,461.10 1,653.35 1,807.15

Insurance 807.45 999.70 1,191.95

Rent 2,422.35 2,537.70 2,653.05

Payroll Taxes 16,918.00 18,456.00 19,686.40

Other 0 0 0
 Total Operating 252,539.60 311,006.67 337,687.13
Expenses

Profit before Interest 117,383.81 186,763.46 299,910.77

and Taxes

EBITDA 117,383.81 186,763.46 299,910.77

Interest Expense 0 0 0

Taxes Incurred (15%) 17,607.57 28,014.52 44,986.62

Net Profit 99,776.24 158,748.94 254,924.15

Net Profit/Sales 10.07% 13.02% 17.39%

Profit Yearly

Following that, with regards to the projected profitability. The net profit is computed by
first deducting the sales to cost of sales in order to obtain the gross margin of 369,923.41 rial in
year 1, 497,770.13 in year 2, and 637,597.90 in year 3. Afterwards, we deduct it by the operating
expenses to get a profit before interest & taxes of 117,383.81 rial in year 1, 186,763.46 rial in year
2, and 299,910.77 rial in year 3. Then, we are going to deduct it by the estimated taxes that would
be incurred based on the 15% tax in Oman which would render a net profit of 99,776.24 in year 1,
158,748.94 in year 2, and 254,924.15 rial in year 3.
 8.4 Sensitivity Analysis (incorporating contingency issues)
Sensitivity Analysis (Omani Rial)

Pessimistic Expected / Actual Optimistic

20% Decrease in Original Sales 15% Increase in

Sales Sales

Total Sales 792,992.95 991,241.19 1,139,927.37

Variable Costs:

Costs of Goods Sold 497,054.22 721,196.60 714,515.45

Total Fixed Costs 252,539.60 252,539.60 252,539.60

(Operating Costs)

Total Costs (Variable 749,593.82 873,857.38 967,055.05

and Fixed Costs)

Net income before 43,399.13 117,383.81 172,872.32

taxes

Less: Tax payable 6,509.87 17,607.57 25,930.85

(15%)

Net Income After 36,889.26 99,776.24 146,941.47

Taxes

The marketers estimated that there would be a worst case scenario of 20% decrease in
actual sales caused by pandemic and the negative effect of foodborne illness and allergic reactions
that may result in the drop of sales to 198248.24, then 124263.56 in total cost, which may lead to
the reduction of net income after tax of 62886.98. Also, the effect of this worst scenario may still
yield to a profit because tracing back to Oman’s history, it is easy to find evidence that the
Sultanate’s coastal residents always had a love affair with seafood.
 However, the proponents are still optimistic that the best case scenario for this one is the
increase of sales by 15% is based on the growth of standard of living and educational attainment
of consumers in Oman that may generally result in an increase in the consumption of fresh produce
and greater acceptance of new, higher-quality products like seafood. This positive improvement
may cause an increase of 148686.18 in sales, which may actually enhance the income by 47165.23.
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