Tag: franchising

Manila PESO, McDonald’s hold orientation for 62 senior citizens to work in 22 stores in Manila

Report by Richa Noriega
Published online by the Manila Bulletin, November 6, 2019

The Manila Public Employment Services Office (PESO) and McDonald’s Philippines on Monday held an orientation for 62 senior citizens who will be working in its 22 stores in the capital city.

In a Facebook post, the Manila Public Information Office shared photos of the 62 senior citizens who were part of the orientation.

“The Manila Public Employment Services Office (PESO) and McDonald’s Philippines on Monday, November 4, held an orientation for 62 senior citizens who will be working in 22 stores in the nation’s capital,” the caption read.

Last September 9, the city government of Manila has signed a memorandum of agreement with McDonald’s to hire 135 senior citizens and persons with disabilities in its 40 stores across the metro.

The qualified applicants will undergo a training program approved by the PESO of Manila and the Department of Labor and Employment (DOLE).

The partnership will provide senior citizens and PWDs, the opportunity to earn, learn and develop new skills. (With a report from Erma Edera)

This article is originally published by the Manila Bulletin which can be accessed online at https://news.mb.com.ph/2019/11/06/manila-peso-mcdonalds-hold-orientation-for-62-senior-citizens-to-work-in-22-stores-in-manila/

Jollibee CEO courted future wife with 88 letters in 8 years while dreaming big

One of the most important, talented, hardworking-as-a-bee yet humble, self-effacing business leaders in the Philippines and Asean region is Jollibee food conglomerate’s 61-year-old, Ateneo-educated president and CEO Ernesto “Ato” Tanmantiong.

Unknown to many, not a few of the famous achievers and visionaries on earth attained their lofty goals through the valuable and loyal support of their key officials. Ato is to Jollibee founder, and his elder brother Tony Tan Caktiong, what JG Summit Holdings, Inc. chairman James L. Go and other late younger brothers Henry and Johnson were to founder and elder brother John Gokongwei, Jr.; what BDO/SM boss Teresita “Tessie” Sy Coson and SM malls/China Bank boss Hans Sy were to their late dad Henry Sy, Sr.; what the capable UP magna cum laude graduate Mercedes Gotamco Tan-Gotianun was to her late husband Filinvest and East West Bank founder Andrew Gotianun; what the brilliant and loyal General Han Xin was to ancient China’s great Han Dynasty founder Liu Bang (who became known as Emperor Gaozu).

Uniquely, with its unprecedented knack for leveraging our distinct Filipino tastes into the popular Chickenjoy, sweet spaghetti and other foods, Jollibee is a homegrown success story, one that Ato says “has made the Philippines the only country in the whole world where a local company beat the global leader at its own game.” He adds: “We have become one of the largest and fastest-growing Asian restaurant companies in the world, with 15 brands and over 5,800 stores in 35 countries. Our growth is focused on three pillar markets — namely the Philippines, North America and China.”

Not content with this feat, Ato says, “I’ve learned that it is important to always dream big with passion and commitment. Even when we started out, we dreamt big and even though many thought it was crazy, it was that ‘crazy’ dream that brought us to where we are now. We’ve encountered our own fair share of failures in the process, but thanks to our team and the dream, we persevered. People often ask what is the secret of Jollibee Food Corp.’s success, and my answer has always been the same. The competition may have had all the resources in its arsenal, but if there was one thing they didn’t have, it was the JFC team. We believe it will be the same ingredient for success as we strive towards our vision to become of the top five restaurant companies in the world.”

88 love letters kept inside a shoebox

At the recent dinner forum of Anvil Business Club’s 280 young Filipino Chinese entrepreneurs, which I chair, Ato candidly shared his inspiring life story (including his sending 88 handwritten love letters in eight years to his Davao Chinese High School — now called Davao Central High School — classmate and future wife Susan as part of his courtship).

Ato also discussed refreshing, wise career and business ideas such as how to nurture good people who are key reasons for their company’s success, maintain excellence and efficiency, upholding integrity and positive moral values, contributing social development such as Jollibee buying vegetables and products from Filipino farmers and local rural communities, Jollibee’s bold moves like buying up America’s Coffee Bean & Tea Leaf chain and Smashburger chains as part of its grand vision to become one of the world’s top five food business groups.

An old-fashioned romantic, Tanmantiong recounted: “I sent to Susan from 1975 to 1983 until we got married — I wanted to make sure that my facts are correct so I spent half a day rereading all the letters — about 88 of them in eight years. It indeed brought back many good memories of the past. Thanks to Susan for keeping all my letters up to this day. Na in-love na siguro siya (I think she fell in love) with me by that time.”

He added: “Upon reading my letters, I found out that there were only four areas or things that I got preoccupied with during my college years: Ateneo, store, movie houses and writing letters. Quite boring, isn’t it? Ateneo and store were my work, going to movie houses was my pastime, while writing letters to Susan was where I got my inspiration. (Cheesy ba?)

Ato Tanmantiong is sixth among the Tan siblings and second to the youngest in their family, which was started by their immigrant self-made restaurateur and former Buddhist temple cook father. He recounted: “My father worked as a cook at the Chinese temple in Tondo, Manila. He actually came from China at the age of 14 and had to work his way up. Knowing that he couldn’t afford to support a family of seven with his meager income, he and his friend decided to open a Chinese restaurant in Davao City. The choice to set up the business in the province was deliberate as we would have less competition. Thus, in 1965, our family moved to Davao City. I was then seven years old.”

Their father was their inspiration, a great teacher on the value of humility and hard work. Ato said: “My father worked seven days a week and 16 hours a day. He would wake up at 4 a.m. to go to the public market to find the best quality meat and seafood items available. As the saying goes, ‘The early bird catches the worm.’ With a siesta after the lunch hour break to reenergize him, he would go home at 12 midnight after closing the restaurant. He was passionate about his business and enjoyed his work. Since then, up to the time of his death, I never heard a single word of complaint from him that he was tired or that he had to work that hard to support the family.”

Added Ato: “As a young boy then, I got to see how my father dealt professionally with his customers and staff. I also had the privilege to help out as a busboy helper or a waiter assistant in presenting the bill to the customer or as cashier assistant for takeout orders. I did all these not because I liked to work but more because of the incentive of getting free delicious food such as fried rice with wonton soup and pancit guisado with toasted bread and a bottle of Pepsi. (Mababaw lang ang kaligayahan ko noon.)”

He recalls: “We were also trained to be pick-up bank tellers. Since there was no deposit pick-up bank service at that time, my mom would put our sales money in a cooking pot or biscuit can, and ask us to walk it home for safekeeping. Believe me, this covert method did not fail us at all.”

These lessons stuck with Ato: “I saw how my dad managed to provide good customer relations and service, superior quality of food and great value for money.”

This article is originally published by the Philippine Star which can be accessed online at  https://www.philstar.com/lifestyle/sunday life/2019/10/27/1963548/jollibee-ceo-courted-future-wife-88-letters-8-years-while-dreaming-big#kMTLvGcQBXBmSvG1.99

PSC bares strategic management team behind 7-Eleven’s franchise success in Luzon

Published online by the Business Mirror, October 23, 2019

What do successful businesses have in common? While a great amount is attributed to the efficiency of the business model and monetary investment, no business or company can truly prosper without a core team of talented and dedicated managers as supportive “teammates.”

For industry-leading enterprise Philippine Seven Corp. (PSC), it attributes 7-Eleven’s flourishing franchise business success to its strategic stewards—the high-level managers behind the store opening, expansion and franchise operations. Commendable for their knowledge and experience, Business Development Division’s (BDD) unit manager and section managers maintain a strong focus to deliver critical company objectives in the service of all stakeholders—from franchisees, corporate partners, to the ultimate consumers of 7-Eleven.

According to PSC Business Development Division head Ulysses Borral, trustworthy managers are vital to running an effective and profitable franchise or enterprise. Besides overseeing operations, a manager’s professional contribution to the business and organization helps ensure that both the franchisor’s and franchisees’ business plans, operations and growth goals are mutually aligned, implemented and achieved.

“As a forward-thinking company, PSC’s leadership, corporate culture and innovation in the industry relentlessly motivate everyone to strive for the best. This commitment to pursue excellence for our employees helps us maintain our undisputed edge over competitors, creating an organization that is focused on only doing what is best for all stakeholders and for the achievement of both near and long-term success of the company,” said Borral.

Growing together
Beyond improving branding, Lee Gonzalo Perez, Franchise Marketing, Lease Management and Special Projects section manager, is tasked to oversee and lead the franchise expansion team in promoting the 7-Eleven franchise brand, as well as recruitment and awarding of qualified applicants to the system. For him, a manager’s crucial role involves making “balanced” assessments. “We represent BDD’s interest and efforts for PSC, and act as spokesperson for both sides of the divide—the shareholders and the employees. We are tasked to look after both the interests of the PSC and the people who work in them,” he said. Perez’s leadership style is mentorship, which he said is more relationship-based, rather than performance-based. “I share personal experiences, insights and knowledge with the staff to aid them in achieving their goal. I don’t zero in on a specific skill and action to improve them—it’s more about overall development,” Perez added.

Strong, strategic leadership
Janice Castillones has been with PSC since 2005. Initially a site acquisition specialist, she eventually made her way up to managerial level after she exceeded management’s expectations on her performance and deliverables.

Together with her four supervisors, Castillones is currently handling the Metro Manila areas since the start of this year. Aware of the new challenge to transact with Metro Manila lessors, Castillones is described to be confidently up and ready for the tasks ahead. Prior to this assignment, Castillones is credited for pioneering the North Luzon expansion, specifically in Nueva Vizcaya province which started last year. To date, there are more than 15 stores serving Isabela and Nueva Vizcaya.

Ellen Amancio, meanwhile, is credited for the historic openings of two 7-Eleven stores in Mindoro located in Sabang and Calapan.

Described by colleagues as “very hands-on to her job,” Amancio is always out and about to evaluate sites presented to her by her supervisors. Currently, she is handling the north areas and has been progressing in getting to know new sites and new lessors in the North.

Francis Joseph Gonzales, who joined PSC as BDD Design and Construction manager in 2017, meanwhile, take on the lead in store construction process (from design phase to construction phase). “My team supports the franchisee’s goals by completing store construction and opening the store as soon as possible. Teamwork is essential; each one has a part to play in the completion of every project. As a manager, I believe that maintaining a healthy working environment and promoting camaraderie among team members are part of a true leader’s responsibilities,” stressed Gonzales.

Dedicated, driven
Edgar Gabriel started working for PSC from 2002 to 2007 as plannning manager of Business Development Division. He was also given positions under Store Development Acquisitions. Currently, he handles the South provinces wherein he oversees and lead site/province expansion team in terms of questing for new sites that is feasible for a 7-Eleven store in the South. Some of his key contributions to PSC is pioneering the successful expansion of 7-Eleven in Panay and Mindanao.

“As a section manager handling expansions of 7-Eleven, I am tasked to make sure that the locations that we will get for a store, would be profitable. With that, it is very important for a section manager like me to be data driven. We can only acquire good sites out of facts that our people gather. We have to learn how to segregate data, what is beneficial and what is not,” he explained.

For a manager to be truly effective, he or she needs to espouse strong leadership and strategic management skills to be able to genuinely engage stakeholders from both inside and out of the organization.

By having a dependable team of managers in place, 7-Eleven has cemented its top position in the C-store category. To date, 7-Eleven’s network is spread across 52 provinces in the country, now with more than 2,500 outlets, 46 percent of which are company-operated and 54 percent franchise-owned.

“Having a great team of managers that understands and cares about the company and its stakeholders as much as the owner do, and proudly embodies PSC’s brand of corporate culture indeed create a huge difference. They have helped led the PSC to many milestones and optimized investment potentials for the 7-Eleven brand, as well as opened up income-generating opportunities for Filipino entrepreneurs,” Borral concluded.

This article is originally published by the Business Mirror which can be accessed online at https://businessmirror.com.ph/2019/10/23/psc-bares-strategic-management-team-behind-7-elevens-franchise-success-in-luzon/

Learn to let go of control—and more lessons from the bikers behind Potato Corner

By Rhia Diomampo Grana
Published online by the Abs-Cbn News, October 2, 2019

Don’t kid Joe Magsaysay with “Sir, pa-Vespa ka naman” for he might just take it seriously. JoMag (as he is more popularly known in the business circles), founder and Chairman Emeritus of Potato Corner, is a huge motorcycling enthusiast, a sport he fondly shares with the other owners and directors of the company.

“They are the type who would go to Caliraya riding their bikes,” says chief operating officer Dominic Hernandez (Dom for short), who joined the company three years ago. When JoMag arrived at the office riding his new motorcycle (currently, he has a total of 25 bikes), Hernandez and two others jokingly asked for a Vespa scooter so they could join their weekend rides. The following week, they got the biggest surprise of their life because parked at the office were three Vespas for them to ride in.

Business-wise, Magsaysay has learned to think strategically, rather than tactically—that is, providing advice and guidance to Hernandez and the management, when needed.

Riding bikes may seem like a mere pastime for JoMag, but according to him, it speaks of the Potato Corner character, the important entrepreneurial lessons he wishes to impart—being adventurous, spontaneous, and free. This mentality has apparently worked for the company over the past 28 years, with one of the country’s largest conglomerates recently offering billions to buy it. “My hope is that these values also translate to the way they do business,” he quips.

Learning from the legend

Hernandez, whose family operates Victory Liner, a top-of-mind bus company in the country, admits Potato Corner was a huge change agent for them. “We’re a very traditional and conservative group,” he admits. His family now holds majority ownership of the flavored French fried brand. “We have been in the bus business for the past 75 years and we’ve never really aggressively diversified. When we invested in Potato Corner, we saw a different world. We realized it’s good to have a different perspective on things.”

Dom, whose family operates Victory Liner, one of the reputable bus companies in the country, admits Potato Corner was a huge change agent for the Hernandezes.

Running Potato Corner opened their eyes to the advantages of building a team of professionals, as opposed to keeping it within the family. Investing in the brand made them realize that if they hire professionals, train them, and take care of them, they will take care of the business the way a family does.

Hernandez feels fortunate to have been under the tutelage of Magsaysay from whom he learned the value of openness to change, especially in the age of digital economy. The former points out the challenge of running 1,400 stores, 900 of which are franchised. He says they there is a need to strike the right balance of maintaining the company’s values and being open to improvements and innovation.

“You don’t know where the risk is going to come from—there are data hacks, there’s the weather, there’s the economic crisis, all of these things are beyond our control. But whatever we can control, we try our best to elevate the level of service that we can give to the consumers and to our franchise partners,” Hernandez explains.

Hernandez intends to take care of the business the same way Magsaysay has for the last 28 years. “I never call them employees; I always refer to them as my officemates,” he says. And by treating them like family, he also means supporting their growth through continued education. “Taking good care of your people is important. Without the people, the business will not prosper.”

Magsaysay shares his realization: “Dom will never be like me. I cannot make him like me. He is his own person. I have to realize that all I can do is tell him what I used to do and what Potato Corner used to be. He is his own man and I’m fine with that.”

From Magsaysay, Hernandez also learned about maintaining a positive outlook amidst challenges and failures. “The big doesn’t beat the small in business, it’s the fast that beats the slow,” Hernandez says, echoing what Magsaysay told them. “So we always have to be fast-changing, fast-adapting, fast-learning but never afraid to try.”

Passing the baton

Magsaysay served as an executive for fast food company Wendy’s for 10 years, and helped grow Mister Donut from 200 to 800 stores. For someone who’s accustomed to do tactical planning, he admits it was initially difficult for him to let go of control. But life has its way of teaching him the hard lessons—he had to undergo five brain surgeries, possibly exacerbated by biking.

“During the scan, my doctor found out that I had a broken neck; it healed by itself but not properly. Then, one injury I sustained through dirt biking most likely caused this hole in my skull, which probably caused the brain infections that led to hydrocephalus. They placed a tube in my skull to get rid of the pressure on my brain,” he reveals.

“My horizon is very short. I only live a day at a time. Before, I used to dream about five or ten years from now. Now, I just want to live for today,” says Magsaysay.

His first brain surgery made him realize that it’s time to surrender to his Creator, it’s time to let go, that he’s in control of his life anymore, that it’s time to let people take care of him. “I wasn’t used to being taken cared of. I was used to doing things, running things myself,” he confides. “So I dreaded those two weeks when I had to stay in bed, I wasn’t allowed to move, and someone had to clean me.”

He recalls that even before this life-changing event, his personal mentor had already advised him to prepare for retirement; he was 54 years old then. “My mentor told me, ‘You have six years before you’re 60. Why don’t use these six years as your runway so that by the time you’re 60, you’re not running anything, you’re just being taken care of by the companies that you invested in. So I followed that.”

He admits having survived five brain surgeries not only left a scar on his head but also led to a change in mindset. “My future is just one year in advance or even less because I don’t know what will happen to me. I might have another brain surgery. I might have another seizure or I might die tomorrow. My horizon is very short. I only live a day at a time. Before, I used to dream about five or 10 years from now. Now, I just want to live for today,” he says.

Magsaysay’s collection of motorcycles.

Business-wise, he learned to think strategically, rather than tactically—that is, providing advice and guidance to Dom and the management, when needed. From the beginning, he recognized Dom’s strength in terms of operations, because of his background in running QSRs (quick service restaurants). So, knowing that the company is in good hands gives him peace of mind. “[From the beginning] I knew that we’re on the same page—we understood what the stores and operations needed, so I was comfortable immediately with Dom.”

Magsaysay also feels that the infusion of younger people like Dom to the Potato Corner’s workforce comes at a perfect time as it brought a new stamina and dynamism to the company. “For me, letting go of control is the best thing that I’m doing for Potato Corner. I’ve known the brand for 28 years, so I might be wrong already. The brand needs to evolve so that it can stay relevant for the next 28 years.” He decided to retire and finally cut ties with the company last August.

The former Potato Corner honcho shares his realization from his many talks with his psychotherapist and friends helping him to move on: “Dom will never be like me. I cannot make him like me. He is his own person. I have to realize that all I can do is tell him what I used to do and what Potato Corner used to be. He is his own man and I’m fine with that,” he says.

 

Photographs by Chris Clemente
This article is written by the Author in the by-line and was originally posted by Abs-Cbn News in their website which can be accessed at https://news.abs-cbn.com/ancx/culture/spotlight/10/02/19/learn-to-let-go-of-controland-more-lessons-from-the-bikers-behind-potato-corner

 

McDonald’s takes store concept to NXTGEN level

Louella Desiderio (The Philippine Star) – September 3, 2019 – 12:00am

 

McDonald's NxtGen
As the fastfood chain expands, it also expects to post double-digit growth in sales this year. AFP

MANILA, Philippines — McDonald’s Philippines is poised to close the year with over 100 NXTGEN stores in line with its aim to convert 70 percent of all stores into NXTGEN or outlets featuring self-serving kiosks and cashless payments by 2021.

As the fastfood chain expands, it also expects to post double-digit growth in sales this year.

“We will cross 100 this year (for NXTGEN stores),” McDonald’s Philippines managing director Margot Torres said in an interview. She said McDonald’s Philippines is opening NXTGEN stores to better serve customers.

“Customer experience is very important to us. Whatever we design, what new products we offer, how to improve delivery service, how to improve service from our crew and our managers, that includes also the whole service experience, the whole ordering. So, now, we’re really embracing the omnichannel mindset. Whether you are going to delivery through the app, through the website, through 86236 call or you go visit the store, go through the kiosk or drive-thru, you should have seamless experience about the brand,” she said.

In terms of total store count which covers both regular and NXTGEN stores, McDonald’s Philippines expects to have 670 outlets by yearend.

By 2021, Torres said McDonald’s Philippines would have over 700 stores.

With the expansion this year, she said McDonald’s Philippines sees sales posting double-digit growth.

The firm’s sales have been growing between 12 percent to 15 percent in the past years.

While McDonald’s Philippines’ operations faced challenges last year due to the imposition of higher excise tax on sugar sweetened beverages under the government’s tax reform program, and the high inflation rate, she said the company is on recovery mode this year.


This article is originally published and written by the Philippines Star which can be accessed online at https://www.philstar.com/business/2019/09/03/1948567/mcdonalds-takes-store-concept-nxtgen-level#a2cgoB0i4fdrUyKO.99

Franchising business sparks quick growth, says PFA official

A Philippine franchise guru is urging Negrenses to go into franchising because it holds huge prospects of financial growth.

Bing Sibal-Limjoco, Philippine Franchise Association official and Francorp Chief Executive Officer, said those who have gone into franchising have grown big including businesses coming from Negros Occidental.

During the Franchise Negosyo Para sa Bacolod, Wednesday August 29, she mentioned Felicias, Munsterric and Chefs and Bakers among local enterprises that went into franchising.

She particularly cited Potato Corner that started small but is now an international brand having branches abroad including the United States.

Potato Corner is owned by Joe Magsaysay whose wife hails from Negros Occidental.

She said there are more than 1,500 franchise brands in the country and about 32 percent is foreign and 68 percent local.

A franchise expo is scheduled August 29 to September 2 at the L’ Fisher Hotel and SM City Bacolod Activity Center which is part of the Visayas Area Business Conference.

Limjoco said the world is also investing in the Philippines because it is one of the fastest growing economies in the world and has a huge market having more than 100 million population.

She shared emerging trends in food that include rise of halal restaurants, mainstreaming of regional delicacies via franchising and fashion retailers diversifying to food businesss.

Emerging business trends in general are self-service service laundry, 24- hour Gym and house keeping services.

Other trends include health and wellness, travel and tourism related businesses, retirement- related businesses and education/tutorial services.

Limjoco said the Duterte administration will usher in the golden age of small enterprise as it focuses on strengthening support to small and medium enterprises (SMEs) and countryside development.

“The administration is tied with the ‘golden age of infrastructure’ that could spell better business infrastructures to fit the needs of different industries, she said. (JBG/Lljr-PIA6)

*this article was copied and published originally at Negros Daily Bulletin, last Aug. 31, 2018 and can also be found at http://www.ndb-online.com/august3118/franchising-business-sparks-quick-growth-says-pfa-official

Pancake House to enter Saudi Arabia

By: – Reporter / @philbizwatcher / / 01:09 AM February 01, 2018

Max’s Group Inc. (MGI), the country’s leading casual dining chain operator, is scaling up its overseas footprint by bringing its Pancake House restaurant brand to the Kingdom of Saudi Arabia.

MGI signed a partnership deal with an Arabian group, Al-Bader National Establishment for Real-Estate Development, to open 12 Pancake House stores in this territory within the next five years.

This deal is MGI’s curtain-raiser for 2018 in terms of overseas expansion initiatives.

Pancake House – one of the brands seen to have a big potential to be accepted by a broader international audience and not just the overseas Filipino community – is a popular homegrown chain that serves pancakes, waffles, tacos, spaghetti and pan-fried chicken.

“Our international business continues to build on its momentum sustained from last year. We are excited with the prospect of entering a familiar territory this time around with another one of our loved brands. We believe the brand’s attributes and offerings will successfully make its way into the mainstream population,” MGI president and chief executive officer (CEO) Robert Trota said in a press statement on Wednesday.

MGI’s local partner, Jeddah-based Al-Bader, is a 17-year-old company which is primarily engaged in real estate trading,property development, commercial operations of shopping malls and furnished apartments. It recently entered the food and beverage business by selectively partnering with reputable global food names. Armed with a strong real estate background, it plans to invest in complementary industries such as food and tourism.

“We are excited to bring Pancake house to Saudi Arabia. We have been searching for a renowned brand to spearhead our venture into the food sector with the intention to deploy a substantial amount of investment. We find the brand’s assorted menu mix and all-day dining concept appealing to various demographic profiles. Moreover, we have experienced the brand ourselves as customers, and are now thrilled to become part of the Max’s Group family. We thank them for entrusting us and look forward to a lasting partnership,” Al- Bader CEO Badr Hamdi Hamed Albalawi said.

As part of its globalization program, MGI plans to open 20 to 30 new overseas outlets for 2018 primarily across core brands Max’s Restaurant, Pancake House and Yellow Cab Pizza. It aims to end the year with around 75 to 80 stores abroad.

Pancake House, for its part, currently operates seven overseas franchised outlets in Malaysia and United Arab Emirates. It plans to add at least two more branches in the United Arab Emirates and open its first store in Qatar this year.

 

*This story is copied from the article published by the Philippine Daily Inquirer and is available online at http://business.inquirer.net/245114/pancake-house-set-shop-saudi-arabia

Resto chain targets to roll out 80 stores by Q1

Published

By Bernie Cahiles-Magkilat

The Bistro Group is targeting to roll out as much as 80 new stores by the end of this quarter as part of its ongoing expansion program.

Jean Paul Manuud, President and COO, revealed this expansion program after the restaurant operator ended 2017 on a high note, which saw the opening of more branches  in December.

The group opened Bulgogi Brothers in Evia Lifestyle Center; TGI Fridays in Southwoods; Denny’s in Eastwood;   and TGIFridays in Cebu;  as well as recent news on The Bistro Group foray into sub- franchising of five of its concepts namely, Bulgogi Brothers, Denny’s, Baker & Cook, Ka Tunying’s Café and Fish & Co.

According to Manuud, the company rolls into 2018 with the same success and upbeat mood, setting its sights on more locations and more branches in Metro Manila and key cities in the country.

Already in the pipeline in the first quarter alone are the store openings of Denny’s in Cebu and NAIA Terminal 1 and Fish & Co. in Uptown Mall BGC and Venice Grand Canal in McKinley Hill with the target of reaching 80 stores by March 2018.

The Bistro Group also recently acquired  four franchises of a local brand, Hukad sa Golden Cowrie. The first franchised store under Bistro opened last January 8, at McKinley Hill. Hukad is a Cebu-based restaurant famous in the South for its homestyle Filipino and Cebuano fare. Another branch is set to open at Southwoods Mall in Biñan, Laguna first quarter of  this year.

“Patrons of Bistro restaurants can also look forward to more exciting  dining options,” added Manuud.

Conceived by Executive Corporate Chef Josh Boutwood in collaboration with The Bistro Group are two homegrown concepts namely Savage which will open its doors in February, and Helm that is expected to open this March.  Both will be located at Arya Residences in BGC, Taguig City.

The food at Savage is deeply rooted in the pre-industrial era using two main cooking fuels, wood and charcoal.  Meat, fish and vegetables come alive with a burst of flavors using unexpected and innovative combination of ingredients. Helm, on the other hand, is a 12-seater restaurant offering a 12-course tasting menu prepared personally by Chef Boutwood.

“We are very excited and optimistic for 2018. The company continues to explore growth areas and reach untapped markets, and one of the ways to do this was to open franchising opportunities which we announced in December. We are also hoping to strengthen our position in the homegrown restaurant segment this year.  We are likewise excited to be one of the franchisees of Hukad, a brand that is expected to strengthen its presence in the metropolis. We expect that 2018 will even be better than last year,” said Manuud.

The Bistro Group first forayed into the local food scene when it opened the first TGIFriday’s restaurant in the country 23 years ago. The company has since grown its portfolio to a collection of 17 international casual dining brands and homegrown concepts.

 

*This article is copied from the news published by Manila Bulletin and is available online at https://business.mb.com.ph/2018/01/28/resto-chain-targets-to-roll-out-80-stores-by-q1/

DTI promotes franchising sector in Vietnam

TEN Philippine companies successfully exhibited their products at a recent international exposition in Vietnam, with business-matching activities generating negotiated sales amounting to $350,000 (P17.6 million) and potential sales of $3 million (P150.9 million).

The 10 companies joined an Outbound Business Matching Mission for the franchising sector and participated in the Vietnam International Retail and Franchise (VIRF) Expo 2017, at Saigon Exhibition Center, Ho Chi Minh City, Vietnam, from May 31 to June 2.

The activity was orgnized by the Department of Trade and Industry’s Export Marketing Bureau Services Division and the Philippine Trade and Investment Center (PTIC) Thailand in partnership with Philippine Franchise Association. The 10 Philippine companies received 60 serious inquiries from Vietnamese retailers, wholesalers, distributors and franchisors.

Philippine franchisors VIRF is a major venue for the retail and franchising sector, which allowed Philippine franchise companies to showcase their products and services available for franchising.

PTIC Commercial Attaché Enrico Mariano arranged the networking activity with Ambassador Noel Servigon. Philippine franchise companies and the Philippine Business Group Vietnam Association shared insights and prospects of Philippine brands for promotion to Vietnam.

Franchisors exhibited their products and services in the Philippine booth in VIRF Expo 2017. Philippine brands showcased their products along with major international and national brands. The exhibition attracted the participation of 265 companies from more than 14 countries to conduct business matching and face-to-face encounter with exhibitors.

The business-matching activity was successfully conducted with a third-party organizer, the Vietnam Chamber of Commerce and Industry, and an interpreter during the presentation and business-to- business meetings.

Philippine companies that participated included Bench of Suyen Corp., Bibingkinitan of Philippine Food Asia Corp., Canadian Tourism and Hospitality Institute, Coffee Break, K2 Drug, Oryspa, Pure Nectar, Quicklean, U-Franchise and Waffle Time.

By Gliceria N. Cademia | Trade and Industry Development Specialist DTI-EMB – JUNE 27, 2017

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