VIABILITY OF KIOSK FRANCHISING AS A BUSINESS

MODEL OF SIOMAI KING FRANCHISEE IN

QUEZON CITY

A Thesis

Presented to the Faculty of

the College of Hospitality, Tourism,

Business, Accountancy and Management

Bestlink College of the Philippines

In Partial Fulfillment

of the Requirements for the Degree

Bachelor of Science in Business Administration

Major In Marketing Management

MARY ANGEL D. CLOSA

MARLYN JOY OCHAVEZ

APOL PILAN

MARK JOSEPH A. TOLENTINO

November 2022
 2

APPROVAL SHEET

This thesis entitled VIABILITY OF KIOSK FRANCHISING AS A

BUSINESS MODEL OF SIOMAI KING FRANCHISEE IN QUEZON CITY,

prepared and submitted by Mary Angel D. Closa, Mary Joy Ochavez,

Apol Pilan, and Mark Joseph A. Tolentino, in partial fulfilment of the

requirements for the degree of Bachelor of Science in Business

Administration major in Marketing Management, has been examined and

is recommended for acceptance and approval for Oral Defense.

REYNOLD R. BANGALISAN, LPT

Adviser
__________________________________________________________
THESIS REVIEW PANEL

Approved by the Committee on Oral Examination with a grade of 1.25.

ERNILSON C. CAINDOY, MAIP, RPm EUGENIO P. BAYANI JR., MBA

Member Member

DANA FRANCE H. IGNACIO, Ph. D

Chairperson

Accepted and approved in partial fulfilment of the requirements for

the degree of Bachelor of Science in Business Administration, major in
Marketing Management.

RYAN M. IGNACIO, Ph. D

Dean, College of Hospitality Tourism, Business, Accountancy and
Management
Date of Final Defense: November 19, 2022
 3

ACKNOWLEDGMENT

The researchers would like to express their heartfelt thanks and

gratitude to the following persons who, in one way or another, has

contributed much, and extended willingness and support needed to make

this research possible:

Dr. Maria M. Vicente, President/CEO of Bestlink College of the

Philippines, for her generosity and kind heart in establishing this institution

and giving opportunities to those less fortunate students to continue their

studies and pursue their dreams;

Ms. Edith M. Vicente, Executive Vice President, for providing the

needed information to complete this research;

Dr. Charlie I. Cariño, Vice President for Academic Affairs, for his

support and encouragement to make this thesis writing possible;

Engr. Diosdado T. Lleno, Vice President for Administration and

Finance, for his words of encouragement and motivation;

Ms. Joy Evelyn A. Ignacio, College Associate Research Head, for

her good heart to extend her help needed by the researchers;

Dr. Ryan M. Ignacio, Dean of College of Hospitality Tourism,

Business, Accountancy and Management, for his critical appraisal and

highly valuable suggestions that have aided in the process of this research;
 4

Mr. Jeremiah P. Palmiano, program head of Bachelor of Science

in Business Administration, for his unending support for the academic

growth of the researchers;

Mr. Reynold R. Bangalisan, thesis adviser, for his patient

supervision in guiding the researchers in preparation of this manuscript;

Panelists, Mr. Eugenio P. Bayani Jr., Mr. Ernilson C. Caindoy,

and Dr. Dana France H. Ignacio, who extended their effort and time to be

able to constructively criticize this thesis and share their knowledge with

them to deepen and widen their needed information;

Respondents, who cooperated and spent time in answering

questionnaires, and made it possible to accomplish this research;

Families and Friends, for all the financial and moral support that

have enabled the researchers to triumph all the challenges, especially

during the lowest time that served as their inspiration to complete this

study; and

Above all, to the Almighty God, for the strength and knowledge that

were used for the accomplishment of this research journey.

THE RESEARCHERS
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DEDICATION

First, the proponents dedicate this project to our Almighty God, who

gave us strength and knowledge to our everyday life.

To our parents who supported us they gave their love especially

during the times the proponents are working on this project.

To all professors who taught and shared their knowledge for us, that gave

ideas and strength for the proponents to work on this project.

Lastly, to the panels who shared their comments to the proponents

in the future.

THE RESEARCHERS

MARY ANGEL D. CLOSA

MARLYN JOY OCHAVEZ

APOL PILAN

MARK JOSEPH A. TOLENTINO

 6

ABSTRACT

Title: VIABILITY OF KIOSK FRANCHISING AS A

BUSINESS MODEL OF SIOMAI KING

FRANCHISEE IN QUEZON CITY

Authors: MARY ANGEL D. CLOSA

MARLYN JOY OCHAVEZ

APOL PILAN

MARK JOSEPH A. TOLENTINO

Degree: Bachelor of Science in Business Administration

Major: Marketing Management

Date of Completion: November 2022

The purpose of this study is to determine the viability of kiosk

franchising as a business model of Siomai King in terms of product, pricing,

promotion and place. The study utilized a descriptive research method

which has a total of fifteen (15) franchisee respondents a purposive

sampling techniques. From the results of this study, it reveals that the

viability of kiosk franchising as a business model, place have the highest

 7

rank and pricing have the lowest rank; the viability of kiosk franchising in

terms of product, pricing, promotion and place evaluated as “very strongly

agree”; the problems encountered of adopting kiosk franchising is not as

much decision-making power since everything in a kiosk franchising is

planned. Even though it is your business you still need to consult the

franchisor for possible changes; the proposed Improvements to the kiosk

franchising business model such as choosing a franchise location for ideal

success, building a strong franchise brand, advertising strategy that

reproduce with the main brand and local audience in different location. This

study recommended that continued operation on kiosk franchising to

sustain the viability of Siomai King franchise as a business model. Proper

business placement is very important. It must be accessible to the market

to reach a wide range of consumers. Creating a decent amount of

promotion is enough especially if the product is already well known. Stable

pricing should be established to avoid confusion among other kiosk

franchised businesses. Uniqueness of the product is an important factor

especially now that there is a lot of competition in the market. The

researchers recommend this study to all aspiring franchisees, because this

is focused on testing the viability of kiosk franchising when placed in the

market. All factors have been stated and tested.

 8

TABLE OF CONTENTS

Page

TITLE i

APPROVAL SHEET ii

ACKNOWLEDGMENT iii

DEDICATION v

ABSTRACT vi

TABLE OF CONTENTS viii

LIST OF TABLES x

LIST OF FIGURES xi

LIST OF APPENDICES xii

Chapter

1 INTRODUCTION

Background of the Study 12

Related Literature and Studies 13

Theoretical Framework 19

Conceptual Framework 20

Statement of the Problem 21

2 METHODS

Research Design 26

Respondents of the Study 27

 9

Sampling Technique 27

Instrument Used in the Study 28

Validation of the Instrument 30

Administration and Retrieval of the Questionnaires 30

Statistical Treatment of Data 30

REFERENCES

APPENDICES

CURRICULUM VITAE
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LIST OF TABLE

Table

1 Viability of Kiosk Franchising in terms of Product

2 Viability of Kiosk Franchising in terms of Pricing

3 Viability of Kiosk Franchising in terms of Promotion

4 Viability of Kiosk Franchising in terms of Place

5 Summary Table on the Viability of Kiosk Franchising

6 Possible Problems Encountered of Adopting Kiosk Franchising

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LIST OF FIGURES

Figure

1 Theory of the Impact of Indormaret

Operated on Traditional Small Kiosk Sales

2 Conceptual Model of the Study

3 Respondents of the Study Area and

Business Existence

4 Validation of Retrieval Process

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LIST OF APPENDICES

Appendix A Letter Permit to Conduct the Study

Appendix B Instrument

Appendix C Documentation

Appendix D Certificate of Originality

Appendix E Certificate of Grammarian

Appendix F Statisticians Certificate

Appendix G Grammarian Curriculum Vitae

Appendix H Statisticians Curriculum Vitae

Appendix I Research Adviser Curriculum Vitae

Appendix J Researchers Curriculum Vitae

 13

Chapter 1

INTRODUCTION

This chapter entails the background of the study, related literature,

and studies, theoretical framework, conceptual framework, statement of

the problem, scope and delimitation of the study, the significance of the

study, and definition of terms.

Background of the Study

Jonathan So and Carlito Macadangdang Jr., two businessmen who

identified the market potential of the food franchise industry in the nation

and decided to launch their own franchising company, are the owners of

Siomai King. JC Franchising, Inc. is a Philippine-based company that was

founded in 2006. The siomai or their Siomai King is the most well-known of

the several franchise items it provides to beginning Filipino business

owners. Since it was the first to think of serving five (5) pieces of siomai in

a single dish, this franchise's name was initially referred to as "Hari ng

Siomai" (King of Siomai). With the various tastes, including the Japanese,

Shanghai, and Hongkong siomai, one of these choices can serve as a

quick, tasty and definitely an affordable meal that one can indulge into

anytime of the day.

A kiosk is a little, transient, standalone booth that's utilized for

marketing in busy places. A kiosk is typically staffed by one or two people

 14

who work to draw attention to the booth in order to get new clients. Retail

kiosks offer businesses a low-cost alternative to advertising their goods or

services, and they are typically found in shopping malls or on busy city

streets with plenty of foot traffic. Kiosks draw a lot of traffic without costing

a lot of money. You can also place your kiosk close to a larger retailer

whose clientele you want to reach for quick and efficient exposure and

sales.

This study came up with the researcher to determine the viability of

kiosk franchising as a business model of Siomai King franchise in Quezon

City. This study aims at the kiosk franchising operated in terms of, planning,

services, and process it also includes the kiosk franchising as a business

model viable in terms of product, promotion, pricing, and place.

Related Studies

The collected related studies that are needed to adapt by

enlightening the results on the kiosk franchising operated, kiosk franchising

as a business model, and possible problems may be encountered of adapt

kiosk franchising.

Kiosk Franchising Operated

Planning. Rahadian (2017), pointed out that a franchise is one of

the business ideas used by parent firms to earn money, grow their clientele,

or both in order to achieve greater success. A strong business plan will

boost a franchise's chances of success. A franchise should be able to

 15

duplicate successful business models in companies that take on different

shapes.

Services. Chané (2022) pointed out that It is now well

acknowledged that improving service quality is a key factor in boosting an

industry's and organization's competitiveness. If the level of service

provided falls short of customers' prior.

Process. González-Díaz (2020) said that exploratory interviews

with franchisees in Brazil shed light on the thinking behind and steps taken

in the development of franchisees' multi-brand, multisystem, and multirole

portfolios. Franchisees in Brazil who own stakes in many systems/brands

seek to diversify their portfolios while maintaining control over the units

under their watch.

Kiosk Franchising as a Business Model

Product. Ahmad (2019) said that the Al-Bastaki used novel coffee

goods and distribution strategies to compete in Dubai's overcrowded coffee

industry. Al-Bastaki made a point of highlighting the sale of camel products

from a moving truck. It was the first mobile café in the UAE, and its tagline

was "wherever you are." He also talks about the difficulties the project

encountered in obtaining the required permits for the coffee truck and

marketing the unappealing, salty beverage camel milk.

Pricing. Fairbourne (2017) stated that in Micro-franchising

programs are typically modular in that they are made up of discrete,

 16

interconnected components that can be added to or subtracted from to

improve or simplify functionality or capabilities as the franchisees'

businesses grow in order to achieve quality and consistency with little

involvement from the core organization. Additionally, a microfranchise

needs to be micro-scalable, or doable and repeatable with incredibly few.

Promotion. Alessandro (2018) points out the expanded its market

since starting as a single little booth in San Bernardino by offering new

goods and technologies that altered how people eat. Perheravintolat Oy's

current condition is reviewed, and distinctions with its primary Finnish rivals

are outlined in an examination of those differences. The goal was to come

up with fresh concepts for a fictitious periodic marketing campaign and a

potential new product that may persuade more people to dine at

McDonald's rather than a rival restaurant.

Place. Wilson (2021) said that social sector franchising is emerging

as a viable strategy to amplify the effects of social entrepreneurs, while

being underfunded and in its infancy. Commercial franchising has a track

record of spurring company growth. Entrepreneurs with a social

conscience have started using this strategy in an effort to achieve

analagous large-scale growth and so exponentially increase their social

impact.

Problems May be Encountered by Adapt Kiosk Franchising.

Prætorius (2021) stated that the four significant advancements have been
 17

made to our comprehension of the scaling up process. First, we show that

the priority social businesses place on easing internal restrictions or

consumer constraints determines how entrepreneurial changes are made.

Second, we demonstrate how dynamic prioritizing of restrictions affects

how firms allocate resources and employ operational procedures from the

time of establishment until market penetration. Third, we show how

companies can have a "deep" impact by increasing the number and variety

of their operations, or a "wide" impact by broadening their membership

base and/or geographic scope by adopting resource mobilization

techniques and operating routines. Finally, our research demonstrates how

companies construct distinct sequences of normative, regulatory, and

cognitive institutional legitimacy elements as a result of prioritizing internal

or consumer constraints.

Related Literature

The collected related literature builds the concept of the proposed

enhanced business model of kiosk franchising.

Proposed Improvement Business Model

Kotarba (2018) pointed out that the goal of this article is to cite

significant effects of digital transformation on an organization's business

model. It offers a realistic assessment of the situation at hand and the

elements that influence changes in business model. There are two types

of changes: proactive changes where the organization actively shapes its

 18

future strategies through investments and optimizations, and reactive

changes where unanticipated and unfavorable changes negatively impact

the business model and necessitate restructuring or emergency

operations. As a result, business model modifications in response to digital,

technological, and social changes can be seen as a shift to a new

organizational structure that is better suited for operating in the digital

economy, in relationships with digital clients and partners, as well as with

the growing use of digital assets.

Relevance of the Reviewed Related Literature and Studies to the

Present Study

Kiosk Franchising Operated. This study is relevant provided the

necessary information towards kiosk franchising operated in terms of

planning, services and process that will serve as the guide and support of

this paper. A franchise will have more success chances if it has a strong

business concept. A good business process for franchising should be able

to imitate other types of firms' successful business models. This could have

a harmful impact on the franchise's competitiveness and survival.

Kiosk Franchising as a Business Model. This study will pin down

the drivers of success for this business model in terms of product, pricing,

promotion and place. The goal was to come up with fresh concepts for a

fictitious periodical marketing campaign and a potential new product that

 19

may persuade more potential customers to eat at kiosk franchises rather

than a rival store.

Possible Problems Maybe Encountered by Adapt Kiosk

Franchising. This study is relevant that the priority social businesses place

on easing internal restrictions or consumer constraints determines how

entrepreneurial changes are made. Prioritizing restrictions affects how

firms allocate resources and employ operational procedures from the time

of establishment until market penetration.

Proposed Improvement Business Model. This related literature is

relevant to this study as it emphasized that the purpose of this essay is to

show significant effects of digital transformation on an organization's

business model. It offers a realistic assessment of the situation at hand and

the elements that influence changes in business model.

Theoretical Framework

Bovee and Thill (2008) titled “The Impact of Indomaret Operated on

Traditional Small Kiosk Sales in Manado City” Explain that a franchise is a

commercial arrangement in which one company is granted the right to sell

the supplier's goods or services (franchisor). An agreement in which the

creator of a company product or operating system allows another business

owner to sell the goods and/or use the operating system on the creator's

behalf is referred to as a franchise. A franchise is a company or individual

 20

that has been granted legal authorization by the product's or system's

original owner to run a business franchise system or market a product. The

process of conceptualizing, pricing, promoting, and disseminating

concepts, products, and services in order to establish and retain

partnerships is known as marketing.

Figure 1. Theory of The Impact of Indomaret Operated on

Traditional Small Kiosk Sales

Conceptual Framework

This study utilized the INPUT-PROCESS-OUTPUT in conducting

the research.
 21

Figure 2. Conceptual Model of the Study

This study determines the Viability of kiosk franchising as a business

model of Siomai king franchise in Quezon City.

Figure 2 shows the input of the study consists of possible problems

encountered of adopted kiosk franchising and proposed enhanced

business model of kiosk franchising.

The process of the study includes the kiosk franchising operated in

terms of planning, services and process. It also includes the kiosk

franchising as a business model viable in terms of pricing, promotion and

place.

The output of the study is about an action plan for possible problems

encountered of adopted kiosk franchising and enhanced business model

of kiosk franchising.
 22

Statement of the Problem

This study aimed to answer the viability of kiosk franchising as a

business model of Siomai King franchise in Quezon City.

Specifically, this study seeks to answer the following questions:

1. How does kiosk franchising operated in terms of:

1.1. planning;

1.2. services; and

1.3. process?

2. How does the kiosk franchising as a business model viable in terms of:

2.1. product;

2.2. pricing;

2.3. promotion; and

2.4. place?

3. What are the possible problems that may be encountered in adopting

kiosk franchising?

4. What are the proposed improvements to the kiosk franchising business

model?

Scope and Delimitation of the Study

This study limited to Siomai King Franchise in (Lagro, Robinson

Fairview, Novaliches, Bayan, Baesa, Tandang Sora, Munoz, Litex,

Batasan, Bagong Silanganan, Sandigan, Dona Carmen, Payatas,

 23

Trinoma, Sauyo, Commonwealth) Quezon City. This study also limits its

scope on the viability of kiosk franchising as a business model in terms of

product, pricing, promotion, place.

Significance of the Study

This study will be beneficial to the following group of persons:

Students. The results of this study will be beneficial to the

Students. It can give new learning and knowledge from the main topic and

they can apply it to their lives.

Administration. It is also beneficial to the school administration to

add more books in the library as a source of new information for the

students who will conduct business research.

Business Owner. The result of this study helps the business

owner to improve the promotional tools by kiosk franchising to gain more

potential customers and help to reach the target market.

Employees. This research will help employees in seeking ways to

improve their performance to promote a product using kiosk franchising as

their promotional tools.

Entrepreneurs. The entrepreneurs will benefit from this research.

since doing so will help them decide what promotion to apply for.

their industry. The findings of this study will aid them in producing more

effectivesales for the advancement.

 24

Researchers. As a student taking a business course, this study

will help the researcher. It will serve as a basis or another learning about

effective advertisement that a company or business can use in the future.

Future Researchers. It may gain insights on how to develop

business research. Moreover, the study may serve as a reference as they

can retrieve information that they might use for academic purposes, and

may gain knowledge for their future research.

Definition of Terms

For a better understanding of this study, the terminologies used

are defined either theoretically or operationally.

Business model. Provides information about an organization's

target market, that market's need, and the role that the business's products

or services will play in meeting those needs.

Franchising. A business marketing strategy to cover maximum

market share. Franchising is a business relationship between two entities

wherein one party allows another to sell its products and intellectual

property.

Kiosks. Are small, temporary booths placed in areas with high foot

traffic that are used by businesses to reach their customers in a more

simple and informal manner.

 25

Product. An object, system, or service made available for consumer

use as of the consumer demand, it is anything that can be offered to a

market to satisfy the desire or need of a customer.

Place. Acts as an anchor point to your idea which helps you in

sustaining in this competitive food market.

Planning. Will guide an entrepreneur/franchisor in how to handle

and manage the business and company.

Pricing. A consumption-based pricing model in which customers

are only charged when they use a product or service.

Promotion. Is to ensure that customers are aware of the existence

and positioning of products.

Service. Is any activity or benefit that one party can offer to another,

which is essentially intangible and does not result in the ownership of

anything.

Viability. Franchise viability risk develops when a company takes

steps to protect its reputation even if it is not required by law to do so, and

these steps result in unanticipated cash outflows.

 26

Chapter 2

METHODS

This chapter presents the research design, respondents of the

study, sampling technique, instrument used, validation of the instrument,

administration and retrieval of the instruments, and statistical treatment of

data.

Research Design

This study utilized a descriptive research method of design.

The researchers chose this method since this study is more focused

on the observation of the success rate of the Siomai King franchise as a

business model.

Nassaji (2015) the aim of descriptive study is to outline a

phenomenon's features. This study is more interested in what occurred

than in how or why it occurred. As a result, technologies for observation

and surveying are frequently utilized to collect data.

The relevance of this method is that it will describe and investigate

the variables of this study accurately and systematically. This is crucial

because the extensive information provided by those who have experience

with the franchising business model can be very helpful in understanding

complex systems and can show how the implementation of kiosk

 27

franchising is actually carried out in the real world, which ultimately results

in change.

Respondents of the Study

This study is limited to fifteen (15) Siomai King franchises in Quezon

City as this paper will determine how viable this model is.

Figure 3: Respondents of the Study Area and

Business Existence
 28

Figure 3 shows the respondents of the study area and business

existence. It’s indicate that Lagro with one (2) years and one (I) month of

business existence, Robinson Fairview with one (1) year and three (3)

months of business existence, Novaliches Bayan with three (3) years and

eight (8) months of business existence, Baesa with two (2) years and nine

(9) months of business existence, Tandang Sora with four (4) years and

(1) month of business existence, Munoz with two (2) years and two (2)

months of business existence, Litex with three (3) years and two (2) month

business existence, Batasan with two (2) years and one (1) month of

business existence, Bagong Silanganan with three (3) years and six (6)

months of business existence, Sandigan with three (3) years and one (1)

month of business existence, Payatas with four (4) years and one (1) month

of business existence, Trinoma with two (2) years and five (5) month of

business existence, Sauyo with three (3) months and one (1) month of

business existence, Commonwealth with one (1) year and one (1) month

of business existence, and Dona Carmen with two (2) years and seven (7)

months of business existence. Its shows that the Area of the respondents

is viable.
 29

Sampling Technique

This study utilized the purposive sampling technique.

By recruiting respondents who are currently operating the said business

and gathering all their insights and experiences surrounding the use of the

franchising model, researchers choose this type of sampling technique to

have in-depth and detailed information about the success of franchising as

a business model.

Crossman (2020) pointed out that a non-probability sample called

a purposive sample is chosen based on demographic characteristics and

the study's goal. Convenience sampling is different from purposeful

sampling, which is often referred to as subjective, judgmental, or selective

sampling.

The researcher can collect qualitative replies through the use of

purposeful sampling, which produces more insightful and accurate

research findings. The findings are applicable to the research environment

since the researcher only gathers data from participants who best fit the

research question.

Instrument Used

This study utilized a documentary analysis, interview and

questionnaire as instruments in the study conducted.

 30

Documentary Analysis. This instrument is used to determine the

statement of problem number one (1) which is how kiosk franchising

operated in terms of planning, services and process. Also, it determined

the statement of problem number four (4) which is the proposed

improvements to the kiosk franchising business model?

Questionnaire. This instrument is used to determine the Siomai

king employee’s answer regarding the statement of the problem number

two (2) which is how is the kiosk franchising as a business model viable in

terms of product, pricing, promotion and place.

Interview. This instrument is used to determine the respondent’s

response on possible problems that may be encountered of adopted kiosk

franchising.

Construction of the Instrument

The scaled questions are the type of survey questionnaires that

were used in this study. The researcher provided instructions on how the

questionnaire should be answered by the respondents. The researchers

use simple language and limit the possible choices.

The researchers reviewed literature and papers relating to the

study‘s subject to determine the variables and indicators to be employed.

Based on these readings, the researchers will draft the first draft of the

questionnaire. This draft will be shown to the researchers adviser, who

 31

will make some revisions to improve the questionnaire. When the final

was reproduced, the researchers evaluated all of these questions.

This study uses a survey questionnaire that has 4 different parts.

Part 1 of the questionnaire includes that the kiosk franchising

operated in terms of planning, services, and process.

Part 2 includes the kiosk franchising as a business model viable in

terms of product, pricing, promotion, place.

Part 3 entails on what possible problems may be encountered of

adopted kiosk franchising.

Part 4 entails on what are the proposed improvements to the kiosk

franchising business model.

Validation/Administration and Retrieval Process

(Bangalisan, 2022)

Figure 4. Validation of Retrieval Process

 32

Figure 4 shows the Validation of Retrieval Process indicates how

the survey questionnaire of the researchers form. Phase 1 shows the

construction of a survey questionnaire followed by checking the adviser

and then proceeding for validation of a professional or research expert

followed by the grammarian. Phase 2 indicated the letter to conduct the

study and if the respondents approved the letter, proceed to the pilot testing

and lastly the administration.

Statistical Treatment of Data

This study utilized the following statistical tools to be used:

1. Frequency and Percentage. It is used to determine the

respondents on the viability of kiosk franchising as a business

model in terms of product, pricing, promotion and place. It also

determined the possible problem may be encountered to adopt

kiosk franchising.

Formula:

Where:

(%) = Percentage

f = Frequency
 33

n = Total Number of Respondents

2. Mean. It is used to assess the viability of kiosk franchising as a business

model in terms of high operating cost, less control over the brand, limited

decision power and brand dilution.

Formula:

𝑋 = 𝛴𝑥/𝑛

Where:

x = Computed Mean

Σ f𝑥 = summation of frequency and response

n = total Number of respondents

Description Mean Interpretation Rating

Scale
If the statement is valid to be viable in
3.26-4.00 Very Strongly 4
kiosk franchising as a business model
Agree
If the statement is valid enough to 2.51-3.25 Strongly Agree 3
viable in kiosk franchising as a
business model

If the statement is not valid enough to 1.76-2.50 Agree 2

be viable in kiosk franchising as a
business model

If the statement is not valid at all to be 1.00-1.75 Disagree 1

viable in kiosk franchising as a
business model
 34

Chapter 3

RESULTS

This chapter presents the tables and text (presented in the same

order) as the statement of the problem answered and the analysis of the

data.

1. Operated process of Kiosk Franchising

Based on the manual of Franchising Guide International Bureau of World

Intellectual Property Organization (WIPO)
1.1. Planning;

*The franchisor will grant the franchisee authorization to manufacture

and sell products under the marks of the franchisor.
*The franchisor (or someone else on his behalf) manufactures
the product and sells it to the franchisee’s
*The franchisee’s sell the product to customers, under the
franchisor’s trademark.

Graph 1.1 shows the operated process of kiosk franchising in terms

of planning that the franchisor will grant the franchisee authorization to

manufacture and sell products under the marks of the franchisor, also the

franchisor manufactures the product and sells it to the franchisees, and

lastly the franchisee’s sell the product to customers, under the franchisor’s

trademark.
 35

1.2 Process;

*Franchisor is responsible for selecting or approving the site of the

franchised unit, constructing a building on the site and setting up.
*Stocking the building and eventually opening the franchised unit.
*Provide a reasonable schedule up to the date when the building will
be ready for occupancy.
*The franchisee has paid an initial fee and commitments to
purchase equipment or hire workers.
*Be advised as to how soon the franchised unit will be ready to
operate, so that the commitments can be met on time

Graph 1.2 shows the operated process of kiosk franchising in terms

of process. First, franchisor is responsible for selecting or approving the

site of the franchised unit, constructing a building on the site and setting

up. Second, stocking the building and eventually opening the franchised

unit. Provide a reasonable schedule up to the date when the building will

be ready for occupancy. Also, the franchisee has paid an initial fee and

commitments to purchase equipment or hire workers. Lastly, be advised

as to how soon the franchised unit will be ready to operate, so that the

commitments can be met on time.

1.3 Service;

*The franchisor has a strong interest in ensuring that the franchisee

meets a minimum level of quality of the finished product.
*The franchisor develops a certain service which is to be rendered by
the franchisee under the terms of the franchise agreement, to his
customers.
 36

Graph 1.3 shows the operated process of kiosk franchising in terms

of service that the franchisor has a strong interest in ensuring that the

franchisee meets a minimum level of quality of the finished product. The

franchisor develops a certain service which is to be rendered by the

franchisee under the terms of the franchise agreement to his customers.

2. Viability of Kiosk Franchising as a Business Model

2.1 Product

Table 1 below presents the extent of Viability of Kiosk Franchising

in terms of product. It also contains 5 Indicators, weighted mean, ranking

and the Interpretation of its Indicators.

Indicator 1 obtained the weighted mean 3.53 which falls to the

Interpretation level Very Strongly Agree. This shows that provides a

uniqueness of the product to offer to the target market and makes the

products stand out from the crowd

 37

Table 1. Viability of Kiosk Franchising in terms of Product

Indicators Mean Interpretation Ra
nk
*Provides a uniqueness of the product
to offer to the target market and makes 3.53 Very Strongly 1.5
the products stand out from the crowd. Agree

*It is an advantage to own a popular or 3.67 Very Strongly 4

widely known kiosk franchising product Agree
in the market.
*Kiosk franchise already tried and 3.87 Very Strongly 5
tested the product. Agree

*Having a kiosk business is an edge 3.53 Very Strongly 1.5

among competitors because of the Agree
brand name.
*It is possible to have loyal customers 3.60 Very Strongly 3
since this is a franchised business. Agree

Composite Mean 3.64 Very Strongly

Agree
Legend:
Mean Scale Descriptive Interpretation
3.26-4.00 Very Strongly Agree
2.51-3.25 Strongly Agree
1.76-2.50 Agree
1.00-1.75 Disagree
Indicator 2 obtained the weighted mean 3.67 which falls to the

Interpretation level Very Strongly Agree. This shows that It is an advantage

to own popular or widely known kiosk franchising products in the market.

Indicator 3 obtained the weighted mean 3.87 which falls to the

Interpretation level Very Strongly Agree. This shows that the Kiosk

franchise already tried and tested the product.

 38

Indicator 4 obtained the weighted mean 3.53 which falls to the

Interpretation level Very Strongly Agree. This shows that Having a kiosk

business is an edge among competitors because of the brand name.

Indicator 5 obtained the weighted mean 3.60 which falls to the

Interpretation level Very Strongly Agree. This shows that It is possible to

have loyal customers since this is a franchised business.

Overall, the weighted mean of Viability of Kiosk Franchising in terms

of product obtained the weighted mean of 3.64 which falls on the

Interpretation level Very Strongly Agree. This means that Product is one of

the key factors to sustain how viable the Kiosk Franchising.

Syed Zamberi Ahmad (2019) said that Al-Bastaki used novel coffee

goods and distribution strategies to compete in Dubai's oversaturated

coffee industry. Al-Bastaki set the first Café2Go apart by selling camel

items off of a moving van. It was the first mobile café in the UAE, and its

tagline was "wherever you are." He also talks about the difficulties the

project had in obtaining the required permits for the coffee truck and

marketing the unappealing, salty beverage camel milk.

 39

2.2. pricing;

Table 2. Viability of Kiosk Franchising in terms of Pricing

Indicators Mean Interpretation Rank
*There is no hidden charge factor in 3.20 Strongly Agree 2
kiosk franchising among consumers
since price is fixed.
*Fair pricing among franchised 3.33 Very Strongly 3
businesses. Agree
*Kiosk franchising price is justified 3.67 Very Strongly 5
including all the cost. Agree
*Kiosk franchising competitive pricing 3.47 Very Strongly 4
strategy. Agree
*Flexible price depending on the 2.87 Strongly Agree 1
demand.

Composite Mean 3.31 Very Strongly

Agree

Table 2 presents the extent of Viability of Kiosk Franchising in terms

of pricing. It also contains 5 Indicators, weighted mean, ranking and the

Interpretation of its Indicators.

Indicator 1 obtained the weighted mean 3.20 which falls to the

Interpretation level Strongly Agree. This shows that There is no hidden

charges factor in kiosk franchising among consumers since price is fixed.

Indicator 2 obtained the weighted mean 3.33 which falls to the

Interpretation level Very Strongly Agree. This shows Fair pricing among

franchised businesses.
 40

Indicator 3 obtained the weighted mean 3.67 which falls to the

Interpretation level Very Strongly Agree. This shows that Kiosk franchising

price is justified including all the cost.

Indicator 4 obtained the weighted mean 3.47 which falls to the

Interpretation level Very Strongly Agree. This shows Kiosk franchising

competitive pricing strategy.

Indicator 5 obtained the weighted mean 2.87 which falls to the

Interpretation level Strongly Agree. This shows a Flexible price depending

on the demand.

Overall, the weighted mean of Viability of Kiosk Franchising in terms

of pricing obtained the weighted mean of 3.31 which falls on the

Interpretation level Very Strongly Agree. This means that pricing is one of

the key factors to sustain how viable the Kiosk Franchising.

Fairbourne (2017)said that micro-franchising programs are typically

modular in that they consist of discrete, interconnected components that

can be added or subtracted to enhance or simplify functionality or

capabilities as the franchisees' businesses grow in order to achieve quality

and consistency with little involvement from the core organization.

Additionally, a microfranchise needs to be micro-scalable, or doable and

repeatable with incredibly few professional and financial resources.

 41

2.3. promotion; and

Table 3. Viability of Kiosk Franchising in terms of Promotion

Indicators Mean Interpretation Rank
*Kiosk franchising marketing team can 3.53 Very Strongly 2.5
maintain brand consistency in Agree
communicating with the customers.
*The kiosk franchising business has its 3.73 Very Strongly 4
own set of brand guidelines like logo Agree
usage, type, color schema, brand
stories, attributes, and more. It helps
the economy to understand the brand
better.
*Kiosk franchising franchisees can 3.47 Very Strongly 1
customize their own marketing Agree
strategy.
*Kiosk franchising brand consistency 3.53 Very Strongly 2.5
is one of the factors that directly Agree
impact a franchise’s marketing efforts.
It also helps build recognition,
authority, and ultimately, sales.
*The kiosk franchising brand name 3.80 Very Strongly 5
Agree
itself can be used as promotion.

Composite Mean 3.61 Very Strongly

Agree

Table 3 presents the extent of Viability of Kiosk Franchising in terms

of promotion. It also contains 5 Indicators, weighted mean, ranking and the

Interpretation of its Indicators.

Indicator 1 obtained the weighted mean 3.53 which falls to the

Interpretation level Very Strongly Agree. This shows that the Kiosk
 42

franchising marketing team can maintain brand consistency in

communicating with the customers.

Indicator 2 obtained the weighted mean 3.73 which falls to the

Interpretation level Very Strongly Agree. This shows that The kiosk

franchising business has its own set of brand guidelines like logo usage,

type, color schema, brand stories, attributes, and more. It helps the

economy to understand the brand better.

Indicator 3 obtained the weighted mean 3.47 which falls to the

Interpretation level Very Strongly Agree. This shows that Kiosk franchising

franchisees can customize their own marketing strategy.

Indicator 4 obtained the weighted mean 3.53 which falls to the

Interpretation level Very Strongly Agree. This shows that Kiosk franchising

brand consistency is one of the factors that directly impact a franchise’s

marketing efforts. It also helps build recognition, authority, and ultimately,

sales.

Indicator 5 obtained the weighted mean 3.80 which falls to the

Interpretation level Very Strongly Agree. This shows that The kiosk

franchising brand name itself can be used as promotion.

Overall, the weighted mean of Viability of Kiosk Franchising in terms

of promotion obtained the weighted mean of 3.61 which falls on the

 43

Interpretation level Very Strongly Agree. This means that promotion is one

of the key factors to sustain how viable the Kiosk Franchising.

Alessandro (2018) points out that its market since starting as a

single little booth in San Bernardino by offering new goods and

technologies that altered how people eat. Perheravintolat Oy's current

condition is analyzed, and distinctions with its primary Finnish rivals are

outlined in an examination of those differences. The goal was to come up

with fresh concepts for a fictitious periodic marketing campaign and a

potential new product that may persuade more potential customers to eat

at McDonald's rather than a rival restaurant.

2.4 place;

Table 4. Viability of Kiosk Franchising in terms of Place

Table 4 below presents the extent of Viability of Kiosk Franchising

in terms of place. It also contains 5 Indicators, weighted mean, ranking and

the Interpretation of its Indicators.

Indicator 1 obtained the weighted mean 3.80 which falls to the

Interpretation level Very Strongly Agree. This shows that It is important to

place kiosk franchising in a crowded place to reach a wide range of

customers.
 44

Indicators Mean Interpretation Rank

*It is important to place kiosk franchising in 3.80 Very Strongly 5
a crowded place to reach a wide range of Agree
customers.

*Awareness of the competitive 3.73 Very Strongly 3.5

environment and cultural trends to assess Agree
the business place in the market.

*It is important to place kiosk franchising in 3.67 Very Strongly 2

a place that has a delivery offer. Agree

*It is important for places with a lot of foot 3.73 Very Strongly 3.5
traffic to communicate with their clients Agree
more straightforwardly and casually.
*The kiosk franchising business can Very Strongly 1
determine the location first to understand 3.60 Agree
the local laws and standard business
practices of the area.

Composite Mean 3.71 Very Strongly

Agree
Indicator 2 obtained the weighted mean 3.73 which falls to the

Interpretation level Very Strongly Agree. This shows that Awareness of the

competitive environment and cultural trends to assess the business place

in the market.

Indicator 3 obtained the weighted mean 3.67 which falls to the

Interpretation level Very Strongly Agree. This shows that It is important to

place kiosk franchising in a place that has a delivery offer.

Indicator 4 obtained the weighted mean 3.73 which falls to the

Interpretation level Very Strongly Agree. This shows that It is important to

places with a lot of foot traffic use to communicate with their clients more

straightforwardly and casually

 45

Indicator 5 obtained the weighted mean 3.60 which falls to the

Interpretation level Very Strongly Agree. This shows that The kiosk

franchising business can determine the location first to understand the local

laws and standard business practices of the area.

Overall, the weighted mean of Viability of Kiosk Franchising in terms

of product obtained the weighted mean of 3.71 which falls on the

Interpretation level Very Strongly Agree. This means that Place is one of

the key factors to sustain how viable the Kiosk Franchising.

Wilson (2021) said that Social sector franchising is developing as a

potential way of expanding the impacts of social entrepreneurs, while being

under-resourced and young. Commercial franchising has a track record of

accelerating business growth. Socially conscious entrepreneurs have

begun to turn to this strategy in the hopes of achieving similarly large-scale

growth and therefore exponentially increasing their social impact.

 46

Table 5. Summary Table on the Viability of kiosk Franchising.

Variables Composite Mean Interpretation Rank
Product 3.64 Very Strongly 3
Agree
Pricing 3.31 Very Strongly 1
Agree
Promotion 3.61 Very Strongly 2
Agree
place 3.71 Very Strongly 4
Agree
Overall Mean

Table 5 presents the summary of Viability of Kiosk Franchising. It

also contains 4 variables, composite mean, ranking and the Interpretation

of its variables.

The product's composite mean was 3.64, and its rank 3 corresponds

to an interpretation level of Very Strongly Agree. Pricing received a

composite mean of 3.31 and ranked 1, falling under the interpretation

category of "Very Strongly Agree." Promotion received a composite mean

of 3.61 and ranked 2, again falling under the category of "Very Strongly

Agree." Place received a composite mean of 3.71 and a rating of 4, which

is Very Strongly Agree in terms of interpretation.

Bovee and Thill (2008) titled “The Impact of Indomaret Operated on

Traditional Small Kiosk Sales in Manado City” explains that a franchise is

a type of commercial relationship in which one business has the right to

resell the goods or services of the provider (franchisor). Franchises are

 47

agreements that allow the creator of a business product or operating

system to delegate the sale of the goods and/or the usage of the business

operating system to another business owner. A franchise is a company or

individual that has been given legal license to operate a business franchise

system or sell a product by the original owner of a system or product. The

process of planning and carrying out the conception, pricing, promotion,

and distribution of concepts, products, and services in order to establish

and maintain relationships is known as marketing.

2.3 Possible Problems Encountered in Adopted Kiosk

franchising.

Table 6. Possible Problems Encountered of Adopting Kiosk

franchising

Table 1 below shows the respondents possible problems may be

encountered of adopted kiosk franchising. High operating cost compared

to traditional business model since there is a fixed amount that you need

to pay to have the business got 7 or (12%) as the 1st rank, There are rules

and regulations need to follow got 10 or (19%) as the 2nd rank, Possible

brand dilution since this is a kiosk franchising there is a high possibility that

you will have a lot of competitors has 11 or (20%) as the 3rd rank, Less

control over the business. You are not allowed to make changes without

consulting the franchisor which has 12 or (22%) as the 4th rank, Not as
 48

much decision-making power since everything in a kiosk franchising is

planned. Even though it is your business you still need to consult the

franchisor for possible changes as 14 or (26%) as the 5th rank.

Problems Encountered f % Rank

*There are rules and regulations that need to be 10 19 2
followed.
*Possible brand dilution since this is a kiosk 11 20 3
franchising there is a high possibility that you will
have a lot of competitors.
*High operating cost compared to traditional 7 12 1
business models since there is a fixed amount
that you need to pay to have the business.
*Less control over the business. You are not 12 22 4
allowed to make changes without consulting the
franchisor.
*Not as much decision-making power since 14 26 5
everything in a kiosk franchising is planned. Even
though it is your business you still need to consult
the franchisor for possible changes.

*Multiple Responses

Praetorius (2021), the four key contributions to the knowledge of the

scaling up process. First, we show that whether social enterprises prioritize

easing internal restrictions or those imposed by customers influences

entrepreneurial changes. Second, we show how dynamic constraint

prioritizing affects how businesses mobilize resources and apply operating

procedures from inception to market establishment. Third, we show how

enterprises can have a 'deep' impact by extending the number and variety

of their activities, or a 'wide' impact by expanding their membership base

 49

and/or geographic region by adopting resource mobilization strategies and

operating routines. Finally, our findings reveal that companies build

alternative sequences of moral, regulatory, and cognitive elements of

institutional legitimacy when they prioritize internal or consumer

constraints.

4. Proposed Improvements to the Kiosk Franchising Business Model

This is what the researchers proposed the improvements of kiosk

franchising business model:

1. Choosing a franchise location for ideal success.

2. Building a strong franchise brand

3. Advertising strategy that reproduce with the main brand & local

audience in different location

4. Providing a delivery offer to the nearby customer

5. Online platform that consumers can purchase goods or services

through the franchisee’s physical store.

6. Ensure customer satisfaction that gives an unbeatable competitive

advantage.
 50

Chapter 4

DISCUSSIONS

The purpose of this chapter is to summarize the findings that

emerged from the study; what the study suggested, revealed or indicated.

This usually refers to the totality of outcomes, rather than the conclusions

or recommendations drawn from them.

Summary of Findings

From the foregoing analysis and interpretation made, the following

findings drawn presented:

1. Kiosk Franchising operated.

1.1 Planning. The franchisor will grant the franchisee permission to

manufacture and sell products bearing the franchisor's

trademarks. The franchisor manufactures the product and sells

it to the franchisees. The franchisees sell the products to

customers using the franchisor's trademark.

1.2 Process. The franchisor is responsible for selecting or

approving the franchised unit's location, constructing a building

on the site, and setting up. Stocking the building and eventually

opening the franchised unit. Provide a reasonable timeline until

the building is ready for occupancy. The franchisee has paid an

initial fee and made commitments to purchase equipment or hire

 51

workers. Be informed of when the franchised unit will be ready

to operate so that commitments can be met on time.

1.3 Service. The franchisor has an interest in making sure that the

franchisee meets a minimum level of finished product quality.

The franchisor creates a specific service that the franchisee

must provide to his customers in accordance with the terms of

the franchise agreement.

2. The Viability of kiosk franchising as a business model.

1.4 Product. The assessment to product drawn by respondents on

Kiosk franchise already tried and tested product is Very strongly

agree (3.87), It is an advantage to own popular or widely known

kiosk franchising product in the market is Very strongly agree

(3.67), and lastly the possible to have loyal customers since this

is a franchised business is Very strongly agree (3.60)

1.5 Pricing. The assessment of product drawn by respondents on

Kiosk franchising price is justified including all the cost is very

strongly agreed (3.67), Kiosk franchising competitive pricing

strategy is very strongly agreed (3.47), Fair pricing among

franchised businesses is very strongly agreed (3.33).

1.6 Promotion. The assessment of products drawn by respondents

on The kiosk franchising brand name itself can be used as

promotion is very strongly agreed (3.80), The kiosk franchising

 52

business has its own set of brand guidelines like logo usage,

type, color schema, brand stories, attributes, and more. It helps

the economy to understand the brand better and is very strongly

agreed (3.73), Kiosk franchising marketing team can maintain

brand consistency in communicating with the customers and

Kiosk franchising brand consistency is one of the factors that

directly impact a franchise’s marketing efforts. It also helps build

recognition, authority, and ultimately, sales is very strongly

agree (3.53)

1.7 Place. The assessment to product drawn by respondents on It

is important to place kiosk franchising in a crowded place to

reach a wide range of customers is very strongly agree (3.80),

Awareness of the competitive environment and cultural trends

to assess the business place in the market and It is important to

places with a lot of foot traffic use to communicate with their

clients more straightforwardly and casually is very strongly

agree (3.73)

3. Possible Problem may be encountered to adopt kiosk franchising.

Indicates that 14 or 90% respondents agree that not as much decision-

making power since everything in a kiosk franchising is planned. Even

though it is your business you still need to consult the franchisor for
 53

possible changes. Likewise, 12 or 75% respondents answered Less control

over the business. You are not allowed to make changes without consulting

the franchisor, and lastly 11 or 73% respondents chose Possible brand

dilution since this is a kiosk franchising there is a high possibility that you

will have a lot of competitors.

4. Proposed Improvements to the Kiosk Franchising Business Model

Indicates Choosing a franchise location for ideal success, Building a strong

franchise brand, Advertising strategy that reproduce with the main brand &

local audience in different location, Providing a delivery offer to the nearby

customer, Online platform that consumers can purchase goods or services

through the franchisee’s physical store, Ensure the customer satisfaction

that gives an unbeatable competitive advantage.

Conclusions

This study tested the viability of kiosk franchising of Siomai King in

Quezon City. At the end of the this study we therefore conclude that:

1. The kiosk franchising will become successful when Planning,

Process and Service is well established and constructed properly.

2. Product, Pricing, Promotion and Place are the key factors that can

trigger the success of the kiosk franchising if these variables are

implemented accordingly.
 54

3. Since the outcome of our survey is already a given situation, we

conclude that regardless of this being on top of the list, kiosk

franchising is still viable and franchisees still consider this as a good

business model.

4. The proposed improvements to the kiosk franchising business

model such as Choosing a franchise location for ideal success,

Building a strong franchise brand, Advertising strategy that

reproduce with the main brand & local audience in different location,

Providing a delivery offer to the nearby customer, Online platform

that consumers can purchase goods or services through the

franchisee’s physical store, Ensure the customer satisfaction that

gives an unbeatable competitive advantage.

Recommendations

After all the analyses on this study about the success of kiosk

franchising we recommend the following:

1. Continued operation on kiosk franchising to sustain the viability of

Siomai king franchise as a business model.

2. Proper business placement is very important. It must be accessible

to the market to reach a wide range of consumers.

3. Creating a decent amount of promotion is enough especially if the

product is already well known.

 55

4. Stable pricing should be established to avoid confusion among other

kiosk franchised businesses.

5. Uniqueness of the product is an important factor especially now that

there is a lot of competition in the market.

6. The researchers recommend this study to all aspiring franchisees,

because this is focused on testing the viability of kiosk franchising

when placed in the market. All factors have been stated and tested.

References

Frazerb June 12,2020 RELATIONSHIP AND RETAILING

COLLABORATION, COMMUNICATION, SUPPORT, AND
RELATIONSHIP IN THE CONTEXT OF E-COMMERCE WITHIN
THE FRANCHISING SECTOR Volume 30, 2022 - Issue 2:
Relationship Marketing in Franchising and Retailing

Ilir Hajdini June 17,2020 FRANCHISE WITH MULTIPLE STAKEHOLDER

ROLES: PERCEPTION AND CONFLICT IN FRANCHISE
NETWORKS Volume 30, 2022 - Issue 2: Relationship Marketing in
Franchising and Retailing

Albert July 7,2020 FRANCHISING BUSINESS MODEL: THE CASE OF

MUTARE BOTTLING COMPANY International Journal of Business
Marketing and Management (IJBMM) Volume 5 Issue 7 July 2020,
P.P. 01-08

May 2017 THE THEORY OF FRANCHISING DOI:10.1007/978-3-319-

54540-0_7 Creating and Sustaining Competitive Advantage
(pp.307-355)

Chané 2022 INVETIGATING THE MANAGEMENT OF SERVICE

QUALITY IN THE FAST-FOOD FRANCHISE INDUSTRY

González-Díaz August 25,2022 MULTIBRAND, MULTISYSTEM AND

MULTIROLE FRANCHISING: A QUALITATIVE EXPLORATION
 56

AND FRAMEWORK DEVELOPMENT Economic and

Management Sciences [4085]

Ahmad September 13,2019 A STRUGGLE TO BUILD A LOCAL AND

STAY AHEAD Volume 60, 2022 - Issue 2

Marcin 2018 DIGITAL TRANFORMATION OF BUSINESS MODELS

Foundations of Management; Warsaw Vol. 10, Iss. 1, (2018): 123-
142. DOI:10.2478/fman-2018-0011

Nassaji July 26, 2019 QUALITATIVE AND DESCRIPTIVE RESEARCH:

DATA TYPE VERSUS DATA ANALYSIS Volume 19, Issue 2

 57

Appendix A

Letter Permit to Conduct the Study

 58

Appendix B

Instrument
59
60
61
 62

Appendix C

Documentation

1. Pilot Testing

Pilot testing at Siomai House, SM North Quezon City

2. Actual Survey
 63

November 02, 2022, the day we conducted our survey questionnaire

at Siomai King around Quezon City.

3. Physical Store of Siomai King

This is one of the sample of Siomai King product

 64

4. Computation Result
65
 66

Appendix D

Certificate of Originality
 67

Appendix E

CERTIFICATE OF ENGLISH EDITING

This is to certify that the Undergraduate Thesis entitled VIABILITY OF

KIOSK FRANCHISING AS A BUSINESS MODEL OF SIOMAI KING IN

QUEZON CITY

Submitted by its authors

MARY ANGEL D. CLOSA

MARLYN JOY OCHAVEZ

APOL PILAN

MARK JOSEPH A. TOLENTINO

has been edited for language, grammar, punctuation, spelling, and

overall style. Neither the research contents nor the author’s ideas were

altered during the editing process.

JENNYLENE A. ABALOS, SMRIEdr.

Editor

Date: November 22, 2022

 68

Appendix F

CERTIFICATE OF STATISTICIAN

This is to certify that the Undergraduate Thesis entitled VIABILITY OF

KIOSK FRANCHISING AS A BUSINESS MODEL OF SIOMAI KING IN

QUEZON CITY

Submitted by its authors

MARY ANGEL D. CLOSA

MARLYN JOY OCHAVEZ

APOL PILAN

MARK JOSEPH A. TOLENTINO

has been computed and checked for the proper statistical tools

used, tabulation, presentation, analysis, and interpretation of data.

JEREMIAH P. PALMIANO, MBA

Statistician

Date: November 22, 2022

 69

Appendix G

Grammarian Curriculum Vitae

70
71
 72

Appendix H

Statisticians Curriculum Vitae

73
74
75
 76

Appendix I

Research Adviser Curriculum Vitae

77
78
79
 80

Appendix J

Researchers Curriculum Vitae

81
82
83