A Marketing Analaysis on the Production Performance of

Transcription

Global Journal of Management and Business Research: E
Marketing
Volume 14 Issue 4 Version 1.0 Year 2014
Type: Double Blind Peer Reviewed International Research Journal
Publisher: Global Journals Inc. (USA)
Online ISSN: 2249-4588 & Print ISSN: 0975-5853
A Marketing Analaysis on the Production Performance of
Emerald Durian Palace, Tagum City, Davao Del Norte,
Philippines
By Alexander Ken Paulo Libranza & Hazelle Kaye Abaro
University of the Philippines Mindanao, Philippines
Abstract- Food and beverage processing is considered as the most dominant manufacturing
sector in the country. However, due to the seasonal nature of agricultural commodities several
products lose their value during the marketing process. These products are either sold at a very
low price or considered as a production waste. This study was conducted to evaluate the
production performance of Emerald Durian Palace, to identify the profit maximizing production
quantity to decrease surplus-associated costs, and recommend strategies to increase sales. The
current production of the company is at the optimal level, but it could still improve by 16% to
attain maximum revenue. Results suggest that the company is also loosing 27% of its production
associated with over-production wastes and not being able to meet the demand of the market.
Keywords: marketing analysis, profit maximization, supply chain, technical, allocative and
economic efficiency.
GJMBR-E Classification: EL Code: M00, M11
A MarketingAnalaysisontheProductionPerformanceofEmeraldDurianPalaceTagumCityDavaoDelNortePhilippines
Strictly as per the compliance and regulations of:
© 2014. Alexander Ken Paulo Libranza & Hazelle Kaye Abaro. This is a research/review paper, distributed under the terms of the
Creative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permitting
all non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.
A Marketing Analaysis on the Production
Performance of Emerald Durian Palace,
Tagum City, Davao Del Norte, Philippines
Keywords: marketing analysis, profit maximization, supply
chain, technical, allocative and economic efficiency.
F
I.
Introduction
ood and beverage processing is an important
aspect of the country’s economy. It is considered
as the most dominant manufacturing sector
contributing 58 percent of the total manufacturing
output, and 20 percent of the country’s gross domestic
product (Macabasco, 2011 and Roache, 2009). In 2010,
processed fruit and vegetable exports amounted to
US$386.76 Million with an average yearly growth of
about 7% for the period 2006 to 2010 (Philippine Food
Processors and Exporters Organization, 2011). Major
processed fruit export includes prepared and preserved
fruits accounting for 53% of total fruit exports, while
concentrates and dried fruits represent roughly 47% of
export demand. Export projection requires an additional
production of US$ 129 million worth of processed fruits
and vegetables by the year 2015 (PHILFOODEX, 2011).
One of the Philippine’s advantage in the
industry is the abundance of different variety of fruits
and vegetables. The country ranked as the second
largest producer (HortiASIA, 2007) and third largest
Author α σ : Marketing Management for Agribusiness Enterprise School
of Management University of the Philippines Mindanao.
e-mail: [email protected]
II.
Background of the Company and the
Industry
Among the most popular processed products
from Mindanao are banana chips and dried mango, as
well as purees of mango, papaya and pineapple. These
products has been drawing buyers for market exchange
all over the world, according to an article in
PhilStar.com. Durian however, as a known commodity
from Mindanao, is not in the list since durian is more
popularly consumed fresh from its husk (DTI, 2009). In
addition, this situation can also be associated with the
limited supply of the fruit due to the declining number of
local durian growers in Davao Region (SunStar Davao,
2013), the very high cost of the fruit itself, and the lack of
information and support system for the specific fruit
processing sector. Still, the durian processing industry is
an important driver of local economic development. The
industry provides employment for Micro/ Home-based
production, while large scale production contributes to
the country’s GDP.
Two of the leading cities that popularized durian
and durian processing are Davao and Tagum City.
Davao City is considered as the durian republic of the
region (SunStar Davao, 2013), while Tagum City has
Durian Festival celebrating the bountiful harvest of durian
each year.
Emerald Durian Palace, located in Tagum City,
Davao del Norte, is the leading durian processor in
© 2014 Global Journals Inc. (US)
Year
Exporter (PHILEXPORT, 2012) of fresh fruits and
vegetables in Southeast Asia. However, due to the basic
nature of agricultural commodities like perishability,
bulkiness, seasonality and difference between raw and
final form, several products lose their value during the
marketing process. These products are either sold at a
very low price or considered as a production waste.
Fruit preservation and processing emanate as a
solution to this dilemma. Driven by the need to increase
the usable life of fruits and extracting all of its economic
potential, this industry has evolved from a micro/homebased enterprise into a key player in the country’s
agribusiness system. Fruits can be preserved by either
freezing and drying the fruit, or processing its meat into
various final forms like candies, pastries, jams, and a
variety of beverages.
25
Global Journal of Management and Business Research ( E ) Volume XIV Issue IV Version I
Abstract- Food and beverage processing is considered as the
most dominant manufacturing sector in the country. However,
due to the seasonal nature of agricultural commodities several
products lose their value during the marketing process. These
products are either sold at a very low price or considered as a
production waste. This study was conducted to evaluate the
production performance of Emerald Durian Palace, to identify
the profit maximizing production quantity to decrease surplusassociated costs, and recommend strategies to increase
sales. The current production of the company is at the optimal
level, but it could still improve by 16% to attain maximum
revenue. Results suggest that the company is also loosing
27% of its production associated with over-production wastes
and not being able to meet the demand of the market. The
researchers recommend to decrease the cost of production
associated with unsold inventories and increase their sales
revenue by following the recommended production level.
Several marketing strategies were also formulated to provide a
sure market for products and a fast-moving inventory.
2014
Alexander Ken Paulo Libranza α & Hazelle Kaye Abaro σ
Year
2014
A Marketing Analaysis on the Production Performance of Emerald Durian Palace,
Global Journal of Management and Business Research ( e ) Volume XIV Issue IV Version I
26
2
Tagum City. Established in 2006 making only durian
jams, the company now has over ten homemade durian
goods such as tarts, pastitlas, empanada, hopia,
polvoron, yema, cookies, cake, Brazo de Mercedes, roll,
pie, pudding and buns. Their products has been
distributed all over the city, through their very own plant
and distribution center, in the malls, schools and several
commercial and business centers. These products are
also being sold in department stores and outlets in
Tagum City, Davao City, Cebu City, Zamboanga City,
and Cotabato City.
Emerald Durian Palace stands in the production
concept of “real durian” – which is processing raw
durian meat into various products but keeping the
quality and satisfaction consumers get from the actual
durian fruit. In this type of production, durian meat is
processed into various final products with least, or none
at all, flavoring, extenders, and preservatives.
Emerald Durian Palace was also given Award of
Excellence from Davao City’s Chamber of Commerce &
Industry, Inc. for their durian jam being one of the
accredited brands that has achieved the minimum
criteria and qualifications for quality and safety
standards.
The main source of the company’s raw durian
came from its own farms composed of 50 hectares and
6000 durian trees. This assures the quality of their inputs
to production, and also gives them comparative
advantage than other processors. Occasionally, they
buy durian fruit from other farmers but this only amounts
up to 10 percent of their production. This is done to
utilize the surplus of the farmers, and those that are
slightly damaged and over-ripe which are considered
unmarketable to consumers. The durian fruit is
processed in their own plant that has acquired new
technologies and techniques to assure the quality and
efficiency of production. In the plant, the product is
graded, labeled and packed accordingly. The
assurance of the Halal certification makes all of their
products accessible for Muslim consumers. Also, their
plant serves as their distribution center that is located
along the high way which is accessible to consumers
passing-by the city.
The processed products are distributed in
department stores and outlets, which includes schools,
airports, and ‘pasalubong’ centers all over Mindanao.
The company also hosts a Durian Pastry-making contest
as part of the celebration of the city-wide Durian
Festival. The pricing of the products are categorized into
plant price, dealer price (stall price), and standard retail
price (department store price).
Figure 1 : Supply Chain of Processed Durian Products
III.
Definition of the Problem and
Objectives
The market itself is characterized with similar
but differentiated products. Producing products with the
highest quality, as pure and natural as possible, is
complemented with a higher price compared to similar
products offered by competitors. The company is also
producing in bulk or by box which is associated with
higher market price when sold in distribution outlets.
Table 1 : Summary of Production for 2013
Produced
Units
Revenue
Cost
Profit
20,299
1,177,967.87
561,765.20
616,202.67
Sales
18,453
1,076,428.93
561,765.20
514,663.73
% Difference
11%
9%
16%
IV.
Methodology
a) Quantitative data analysis
To quantify the performance of the company’s
current production, technical, allocative and cost
efficiencies were measured using Data Envelopment
Analysis. A constant-return-to-scale under input-oriented
approached was assumed in this study. Input-oriented
focuses on minimizing production inputs while
maintaining the same level of output.
i. Computation of Profit
Profit is simply defined as the total revenue less
than the total costs (Danio et. al, 2008). Based on the
given data on production cost (durian inventory and
labor cost), administrative cost and marketing cost, the
total expenditure incurred by the company was
computed. Furthermore, the total revenue was obtained
based on the sold quantity multiplied by its
corresponding price.
ii. Model Formulation
The LINDO Application Programming Interface
(API) was used to conduct and optimal solution
1.
Year
Analysis. Optimization helps find the answer that yield
the best result; attains the highest profit, output or
happiness; achieves lowest cost, waste or discomfort
(LINDO API 6.0 User Manual, n.d.). In this research,
LINDO-API was used to obtain the optimal production
rate (recommended quantity that yields the maximum
revenue) of the company.
Considering the quantity produced and the
demand for each products, the model for the revenue
maximization for plant outlet, and supermarket price
were formulated. The results obtained from the three
models were added to determine the optimal production
and revenue for the over-all production. The following
variables were used in the formulation:
DBN – Durian Buns
DJ – Durian Jam
DMF – Durian Muffins
DBZ – Durian Brazo
DR – Durian Roll
DPT – Durian Pastillas
DPI – Durian Pie
DPV – Durian Polvoron
DT – Durian Tarts
DS – Durian Sampler
DCW – Durian Chewies
DCK – Durian Cookies
DY – Durian Yema
MC – Merigue Cake
DPD – Durian Pudding
DIB – Durian Inipit Bar
DGD – Durian Goodies
27
In modeling the production of the firm, three
prices were considered based on the location of the
distribution center. Plant price is the price provided at
the plant, which is equal to the outlet’s price. SRP are
prices provided in supermarkets which incurs and
additional 15-20% commission. Derivation of total
production is based on the assumption that 50% of total
production proceeds to the outlet store, while 25% goes
to both plant display center and supermarkets.
Moreover, the objective function formulated
were the following, as based on the average prices of
each products at plant price, dealer price and SRP
(Appendix 2).
Plant Price – 6 DBN + 289 DJ + 150 DM + 300 DBZ + 295 DR + 105 DPT + 275 DPI + 55 DPV + 128 DT +
38 DS + 84 DCW + 30 DCK + 45 DY + 280 MC +6 DPD + 50DIB + 260 DGD
Outlet Price – 6 DBN + 289 DJ + 150 DM + 300 DBZ + 295 DR + 105 DPT + 275 DPI + 55 DPV + 128 DT +
38 DS + 84 DCW + 30 DCK + 45 DY + 280 MC +6 DPD + 50DIB + 260DGD
SRP – 6.90 DBN + 332.35 DJ + 172.5 DM + 345 DBZ + 339.25 DR + 120.75 DPT + 316.25 DPI + 63.25 DPV
+ 147.20 DT + 43.70 DS + 96.60 DCW + 34.50 DCK + 51.75 DY+ 552MC +6.90 DPD + 57.5 DIB + 299 DGD
Using the derivation of the objective function,
the maximum amount of finished products that can be
sold at the each price group can be obtained. This is the
constraint for the finished products affected by
percentage of product sold at the price group.
A monthly average of 20, 299 units were
manufactured by the company for 2013. However only
18, 453 units of the total production were sold each
month (Appendix1). Meaning, about 11% of their
production becomes waste which were not sold before it
spoiled. This means that the company is losing 9% of its
revenue and could still improve its production by 16 %.
The best solution is to decrease their cost of production
associated with unsold inventories, and increase their
sales revenue by recommending strategies to market
their goods.
The main objective of this study is to conduct a
marketing analysis on the production performance of
Emerald Durian Palace. Specifically, this paper aims to
identify the recommended quantity that yields the
maximum revenue and profit for the company. Also, the
research targets to provide appropriate recommendation to decrease unsold inventories, and increase the
sales of the company. Results of this research can
provide prior information regarding the industry, and
could be used as a future reference to those who wishes
to continue the study. This might also be a guide to
those who wants to venture in this kind of business.
2014
2.
Plant Price – DBN +DJ + DM + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC +
DPD + DIB + DGD <= 4614 units
Dealer’s Price – DBN +DJ + DM + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC +
DPD + DIB + DGD <= 9227 units
SRP – DBN +DJ + DM + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC + DPD +
DIB + DGD <= 4614 units
Year
2014
Furthermore, the other constraints (Appendix 4,
5 & 6) used in the three models includes the total
amounts produced for each product, which are set as
the maximum amount; while the sales of each products
were set as minimum amounts.
28
2
b) Qualitative data analysis
The results of the study are further analyzed and
integrated using SWOT Analysis and Matrix, and the
PACS Matrix. These analyses were used to clearly
discuss the internal and external market factors of the
durian fruit processing industry.
V.
Results and Discussion
Table 2 shows the technical, allocative and cost
efficiency of the firm for its production in 2013. In
general, the firm is technically efficient and it is least in
cost or economic efficiency. In the 12-month period,
December resulted to an efficiency score of 1.000 for
the 3 efficiencies, which means that production is at its
best in this month. This could be caused by the increase
in demand for pastries and sweet-delicacies during the
holiday season, and the low production of the durian
fruit during the months of December to January (Chung,
n.d.). Off-seasons for the fruit (from September December) would imply that avid consumers would tend
to buy the processed form, while for processors this
implies a significant increase in the price of the durian
meat input (Deportment of Internal Trade – Thailand,
n.d.).
Table 2 : Monthly Technical, Allocative and Cost Efficiency of Emerald for 2013
Month
January
February
March
April
May
June
July
August
September
October
November
December
Mean
Minimum
Maximum
Technical
Efficiency
1.00
0.95
0.95
1.00
0.99
1.00
1.00
1.00
1.00
0.94
0.96
1.00
0.981
0.94
1.0
a) Technical Efficiency
The firm is technically efficient in the months of
January, April, June, July, August, September and
December. With the mean of 0.981 for the year 2013,
this means that the firm is able to produce the maximum
outputs given the set of inputs. The firm is least
technically efficient in the month of October, which is
when the effect of the off-season, during September, is
harshly felt. Then from November to December, the firm
begins to cope to the new situation.
Allocative Efficiency
Cost Efficiency
0.91
0.91
0.90
0.90
0.92
0.91
0.90
0.92
0.97
0.97
1.00
1.00
0.934
0.90
1.0
0.91
0.86
0.85
0.90
0.91
0.91
0.90
0.92
0.97
0.91
0.96
1.00
0.916
0.85
1.0
b) Allocative Efficiency
Allocative efficiency indices are varied at very
close margins and shows very positive results, obtaining
a total mean of 0.934. The firm is most efficient in the
months of November and December, which means that
the firm in this months is efficient in terms of using its
inputs in optimal proportion given their respective
prices. This could be explained by the fact that the firm
is already adapting its production in response to the low
production of durian fruit. March and July, however,
c) Cost/ Economic Efficiency
Results of the cost efficiency also show positive
figures for the firm with a mean of 0.916. The firm is
efficient in terms of cost for the month of December,
which means that the firm is able to produce maximum
outputs at the lowest possible cost. The difference
between sales and actual production is lowest at 7% in
contrast to other months. (Appendix7). This means that
their production is almost equal to the demand of the
market. This further implies lower inventory, and lower
surplus cost. This is supported by the increase in
demand for sweet-delicacies during the holiday season,
and the popularity of pastries (especially cakes) for
family gatherings and reunions as evaluated by Xi
(2012). On the contrary, the firm is least efficient in terms
of its cost in the month of March, which is due to the
same reason as the decrease in allocative efficiency.
Also, the high supply of durian meat during this month
could have overwhelmed the firm’s production without
taking into account the cost for each unit of goods
produced. Unsold goods also adds to the cost of
production.
Table 3 : Production performance of Emerald Durian Palace
Products
Buns
Jams
Muffins
Brazo
Roll
Pastillas
Pie
Polvoron
Tarts
Sampler
Cheiwes
Cookies
Yema
Cake
Pudding
Inipit Bar
Goodies
Plant
2494.5
895.3
30
15.4
41.8
112
12
119.25
193.75
121.25
181.75
191.25
121.75
9.25
439
56
40.75
RECOMMENDED
Outlet
Supermarkets
4989
2494.5
1847.8
863.85
60
30
15.4
15.4
41.8
41.8
224
112
24
12
238.5
119.25
387.5
193.75
242.5
121.25
363.5
181.75
382.5
191.25
243.5
121.75
18.5
40.7
878
439
112
56
81.5
40.75
Total
9978
3606.95
120
46.2
125.4
448
48
477
775
485
727
765
487
68.45
1756
224
163
ACTUAL
Total
10975.8
2102.298
132
14
41.8
492.8
52.8
524.7
852.5
533.5
799.7
841.5
535.7
40.7
1931.6
246.4
179.3
% Difference
9%
-72%
9%
-230%
-200%
9%
9%
9%
9%
9%
9%
9%
9%
-68%
9%
9%
9%
Year
d) Recommended Profit Maximizing Production Level
Table 3 presents the recommended profit
maximizing output quantities and the firm’s current
practice. Result suggest that the firm could still improve
its production by 27%. Products buns, muffins, pastillas,
pies, polvoron, tarts, sampler, chewies, cookies, yema,
pudding Inipit bar and goodies were over-produced,
meaning their actual production is more that their
recommended production level. The excess products
becomes additional inventory, and when unsold after its
expiration date, adds to the production cost. On the
other hand, products jams, Brazo de Mercedes, Durian
cake roll and Meringue cake were under produced,
meaning their actual production is less than is
recommended level. Losses can also be incurred when
the demand of the market is not meet. Consumers look
for alternative source of products who will be able to
provide their needs when they need it. Lower revenue
can also be associated to the under-produced goods
since the full capacity for sales were not fully utilized by
the firm.
Following the recommended quantity of
products obtained from optimization, Emerald can earn
a maximum revenue of Php 1,632,461. With its current
practice, the firm is losing Php450, 000 sales revenue,
and incurs an additional 10% cost associated with
production wastes. This means the firm can earn as
high as Php 1,120,696.10 which is 45% higher that the
company’s actual profit.
29
resulted with the lowest scores. This could be due to the
high demand for their products during March as
‘pasalubong’ for the summer/vacation season, and the
beginning of the Durian Festival in Tagum City in July.
This could imply that in this months, the firm is
concentrating on producing more to meet the demand
of the market without taking into account surplus of
production for unsold goods which becomes additional
costs.
2014
Year
2014
REVENUE 391288.2 782156.2
Cost
Profit
459016.9
i. Marketing Strategies to Increase Sales
The main problem observed by the researchers
is the surplus of production sustained by the firm.
Production in bulk or by box also contributes to this
problem since most consumers are price-oriented and
prefer to buy in smaller quantities. Also, the company is
facing financial and marketing constraints penetrating
markets for processed durian products in Davao City
and nearby regions.
SWOT Matrix
30
2
1,632,461 1,184,257.15
511,765.20
561,765.20
1,120,696.10
616,203.00
27%
-10%
45%
In addressing these production and marketing
issues, the company should diversify their production by
introducing new products to keep their edge in the
industry. Retailing would also help increase sales
especially in outlets located in malls and business
centers. Joining product expos to endorse their concept
of “pure durian” will help increase consumer awareness
of their products. Lastly, they should maintain their
quality standards which would create their mark in the
industry.
Year
2014
PACS Matrix
VI.
Conclusion and Recommendations
Food and beverage processing is an important
aspect of the country’s economy. The industry
contributes 58 percent of the total manufacturing output,
and 20 percent of the country’s gross domestic product.
However, due to the seasonal nature of agricultural
commodities several products lose their value during the
marketing process. These products are either sold at a
very low price or considered as a production waste. To
address this problem, this study was conducted which
aims to evaluate the production performance of Emerald
Durian Palace, to identify the profit maximizing
production quantity to decrease surplus-associated
costs, and recommend strategies to increase sales.
Based on the result of the study, the current
production of Emerald Durian Palace is at an optimal
level, but it could still improve by 16% to attain maximum
revenue. The company is also loosing 27% of its
production because of over-production which becomes
an additional inventory, and when unsold after its
expiration date, adds to the production cost; and for
some products when the demand of the market is not
meet by the actual production. Results of optimization
suggest that the company should produce at the
recommended units per month to earn a maximum
revenue of Php 1,632,461 which is 27.83% higher than
the original revenue. This means the firm can earn as
high as Php 1,120,696.10 which is 45% higher that the
company’s actual profit.
The researchers recommend to decrease their
cost of production associated with unsold inventories
and increase their sales revenue by following the
recommended production level. Several marketing
strategies were also formulated to assure that the
recommended quantity level is meet.
Product: Diversifying their production by
introducing a new product like durian juice or any durian
beverages. Retailing their products by making their
products available in smaller packs would also help in
decreasing inventory. This will ensure a fast-moving
inventory and would decrease costs associated with
unsold goods.
Price: Appendix 8 shows an optimal pricing
policy for each products of the company. This entails
that the company could start pricing its products at the
recommended level, and decrease it up to the actual
price as per the consumer’s request; whether by
quantity discounts (for customer purchasing in bulks),
loyalty discounts (for frequent customers), sale discount,
and for whatever purpose it serves the business. Also,
this provides the company information how they would
price their products during peak seasons and periods of
low sales. They could lower their price on some months
so that demand would be maintained or to minimize
losses.
Place:
Coordination
with
tourismestablishments like hotels and restaurants to offer and
display their products. This will provide a sure market for
products, especially when the goal is to decrease the
inventory and unsold goods.
Promotion: Joining Trade EXPOs and joining
activities in nearby cities to promote products. Also, they
should endorse their concept of “pure durian” to
increase consumer awareness of their products.
For future researches: A market analysis on the
market segmentation of the firm should be conducted.
This would better understand the distribution of the
company’s production and how they distribute their
products among their distribution centers.
31
References Références Referencias
1.
2.
Year
2014
3.
32
2
4.
HortiASIA. (2007). Industry Focus. Retrieved January
31, 2014, from Horti ASIA: http://www.hortiasia.net/
industry-focus
Macabasco, D. R. (2011, May). A Brief on the
Processed Food and Beverage Industry in the
Philippines. Retrieved from Agriculture and AgriFood Canada: http://www.ats-sea.agr.gc.ca/ase/62
12-eng.htm
PHILEXPORT. (2012). The Philippines: General
Economy and Export Industry. Retrieved January 31,
2014, from Philippine Export Confideration, Inc.:
http://www.philexport.ph/philippines-economy
PHILFOODEX. (2011, June 21). Processed Fruits
and Vegetables. Processed Fruits and Vegetables
Export, pp. 1-4. Retrieved January 31, 2014, from
http://www.philexport.ph/c/document_library/get_file
?uuid=e9e651c4-23f7-4186-bc7d291fd137b9d3&
groupId=127524
5. Roache, T. (2009). Analysis of the Food Sector in
Philippines-Opportunities for Victorian Exporters.
Victorian Government, Department of Primary
Industries, Melbourne, Australia. Retrieved January
31, 2014, from http://www.dpi.vic.gov.au/agriculture/
investment-trade/market-access-and-competitive
ness/markets/philippines/analysis-of-the-food
sector-in-philippines
6. Xi, T. (2012). Bakery Industry Analysis. Retrieved
March 19, 2014, from Smallbusiness.chron.com:
http://smallbusiness.chron.com/bakery-industryanalysis-64831.html
Appendix 1: Average Monthly Production of Emerald Durian Palace for 2013
Product
Pastillas
Polvoron
Chewies
Tarts
Yema
Durian Buns
Cookies
Muffins
Durian Pie
Durian Roll Whole
Brazo Whole
Inipit
Sampler
Durian Goodies
Durian Cake
Durian Pudding
Durian Jam
TOTAL
Sales
QTY
448
477
727
775
487
9,978.00
765
120
48
38
14
224
485
163
37
1756
1911.18
18453.18
Produced
QTY
492.8
524.7
799.7
852.5
535.7
10975.8
841.5
132
52.8
41.8
15.4
246.4
533.5
179.3
40.7
1931.6
2102.298
20298.498
Unit
boxes
boxes
boxes
boxes
boxes
pieces
boxes
boxes
pieces
pieces
pieces
pieces
boxes
boxes
boxes
pieces
bottles
% Difference
0.89
0.9
0.87
0.86
0.9
0.9
0.9
0.87
0.88
0.93
0.93
0.88
0.86
0.89
0.9
0.9
0.93
89%
boxes
boxes
boxes
boxes
boxes
pieces
boxes
boxes
pieces
pieces
pieces
pieces
boxes
boxes
boxes
pieces
bottles/jars
Plant Price
105
55
84
128
45
6
30
150
275
295
300
50
38
260
480
6
289
Outlet Price
105
55
84
128
45
6
30
150
275
295
300
50
38
260
480
6
289
Supermarket Price
120.75
63.25
96.6
147.2
51.75
6.9
34.5
172.5
316.15
339.25
345
57.5
43.7
299
552
6.9
332.35
Appendix 3 : Summary of Production at Each Distribution Centers
Products
Pastillas
Polvoron
Chewies
Tarts
Yema
Durian Buns
Cookies
Muffins
Durian Pie
Durian Roll Whole
Brazo Whole
Inipit
Sampler
Durian Goodies
Durian Cake
Durian Pudding
Durian Jam
TOTAL
OVER-ALL PRODUCTION
TOTLA
Plant
112
119.25
181.75
193.75
121.75
2494.5
191.25
30
12
9.5
3.5
56
121.25
40.75
9.25
439
477.795
4613.295
Sales
Outlets
224
238.5
363.5
387.5
243.5
4989
382.5
60
24
19
7
112
242.5
81.5
18.5
878
955.59
9226.59
18453.18
SRP
112
119.25
181.75
193.75
121.75
2494.5
191.25
30
12
9.5
3.5
56
121.25
40.75
9.25
439
477.795
4613.295
Finished Products
Plant
Outlets
SRP
123.2
246.4
123.2
131.175
262.35
131.175
199.925
399.85
199.925
213.125
426.25
213.125
133.925
267.85
133.925
2743.95
5487.9
2743.95
210.375
420.75
210.375
33
66
33
13.2
26.4
13.2
10.45
20.9
10.45
3.85
7.7
3.85
61.6
123.2
61.6
133.375
266.75
133.375
44.825
89.65
44.825
10.175
20.35
10.175
482.9
965.8
482.9
525.5745 1051.149 525.5745
5074.625 10149.25 5074.625
20298.5
Year
Units
33
Products
Pastillas
Polvoron
Chewies
Tarts
Yema
Durian Buns
Cookies
Muffins
Durian Pie
Durian Roll Whole
Brazo Whole
Inipit
Sampler
Durian Goodies
Durian Cake
Durian Pudding
Durian Jam
2014
Appendix 2 : Prices for Each Products of Emerald Durian Palace
Year
2014
Appendix 4 : Lindo Model for Plant Price
34
2
max 6 DBN + 289 DJ + 150 DM + 300 DBZ + 295 DR + 105 DPT + 275 DPI + 55 DPV + 128 DT + 38 DS +
84 DCW + 30 DCK + 45 DY + 280 MC +6 DPD + 50DIB + 260 DGD
ST
DBN + DJ + DMF + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC + DPD + DIB + DGD
<= 4614
DPT
>=
112
DPT
<=
492.8
DPV
>=
119.25
DPV
<=
524.7
DCW >=
181.75
DCW <=
799.7
DT
>=
193.75
DT
<=
852.5
DY
>=
121.75
DY
<=
535.7
DBN >=
2494.5
DBN <=
10975.8
DCK
>=
191.25
DCK
<=
841.5
DMF >=
30
DMF <=
132
DPI
>=
12
DPI
<=
52.8
DR
>=
9.5
DR
<=
41.8
DBZ
>=
3.5
DBZ
<=
15.4
DIB
>=
56
DIB
<=
246.4
DS
>=
121.25
DS
<=
533.5
DGD >=
40.75
DGD <=
179.3
MC
>=
9.25
MC
<=
40.7
DPD >=
439
DPD <=
1931.6
DJ
>=
477.795
DJ
<=
2102.298
Appendix 5 : Lindo Model for Outlet Price
Max 6 DBN + 289 DJ + 150 DM + 300 DBZ + 295 DR + 105 DPT + 275 DPI + 55 DPV + 128 DT + 38 DS +
84 DCW + 30 DCK + 45 DY + 280 MC +6 DPD + 50DIB + 260DGD
ST
DBN +DJ + DM + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC + DPD + DIB + DGD
<= 9227
DPT
<=
492.8
DPT
>=
224
DPV
<=
524.7
DPV
>=
238.5
DCW <=
799.7
DCW >=
363.5
DT
<=
852.5
DT
>=
387.5
DY
<=
535.7
DY
>=
243.5
DBN <=
10975.8
DBN >=
4989
DCK
<=
841.5
DCK
>=
382.5
DMF <=
132
DMF >=
60
DPI
<=
52.8
DPI
>=
24
DR
<=
41.8
DR
>=
19
DBZ
<=
15.4
DBZ
>=
7
DIB
<=
246.4
DIB
>=
112
DS
<=
533.5
DS
>=
242.5
DGD <=
179.3
DGD >=
81.5
MC
<=
40.7
MC
>=
18.5
DPD <=
1931.6
DPD >=
878
DJ
<=
2102.298
DJ
>=
955.59
Appendix 7 : Actual and Recommended Price for Production
Product
DBN
DJ
DMF
DBZ
DR
DPT
DPI
DPV
DT
DS
DCW
DCK
DY
MC
DPD
DIB
DGD
Revenue
Actual Price
6
289
150
300
295
105
275
55
128
38
84
30
45
480
6
50
260
Php 1,076,482.97
Recommended Price
6.9
289
150
300
339
120
316.14
63.25
128
38
91.52
34.5
45
480
6
50
299
Php 1,184,257.00
Year
35
max 6.90 DBN + 332.35 DJ + 172.5 DMF + 345 DBZ + 339.25 DR + 120.75 DPT + 316.25 DPI + 63.25
DPV + 147.20 DT + 43.70 DS + 96.60 DCW + 34.50 DCK + 51.75 DY+ 552MC +6.90 DPD + 57.5 DIB +
299 DGD
ST
DBN + DJ + DMF + DBZ + DR + DPT + DPI + DPV + DT + DS + DCW + DCK + DY + MC + DPD + DIB + DGD
<= 4614
DPT
>=
112
DPT
<=
492.8
DPV
>=
119.25
DPV
<=
524.7
DCW >=
181.75
DCW <=
799.7
DT
>=
193.75
DT
<=
852.5
DY
>=
121.75
DY
<=
535.7
DBN >=
2494.5
DBN <=
10975.8
DCK
>=
191.25
DCK
<=
841.5
DMF >=
30
DMF <=
132
DPI
>=
12
DPI
<=
52.8
DR
>=
9.5
DR
<=
41.8
DBZ
>=
3.5
DBZ
<=
15.4
DIB
>=
56
DIB
<=
246.4
DS
>=
121.25
DS
<=
533.5
DGD >=
40.75
DGD <=
179.3
MC
>=
9.25
MC
<=
40.7
DPD >=
439
DPD <=
1931.6
DJ
>=
477.795
DJ
<=
2102.298
2014
Appendix 6 : Lindo Model for SRP

A Marketing Analaysis on the Production Performance of

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