A CORPORATE STUDY OF FOOD INDUSTRY

In Partial Fulfillment
of the Strategic Management Subject of
Bachelor of Science in Business Administration Major in Financial Management

By:
Kesha Marie J. Tejamo
Blezie P. Dalida
Jerlyn Mae S. Pastor
Joshua Shamire C. Plumo
Aljohn C. Dugaduga

December 2023
 ii

Approval Certificate

A Corporate Study of Food Industry was prepared and submitted by Kesha Marie J.
Tejamo, Blezie P. Dalida, Jerlyn Mae S. Pastor, Joshua Shamire C. Plumo, and Aljohn C.
Dugaduga in partial fulfillment of the requirements for the Degree of Bachelor of Science
in Business Administration major in Financial Management of Mount Carmel College of
Escalante Inc. has been examined and approved for an oral examination.

Sarah D. Rodenas, LPT, MBA-HRM

Business Research Adviser

Panel of Examiners

Approved by the Committee for Oral Examination with a rating of passed

Sarah D. Rodenas, LPT, MBA-HRM

Chairperson

Rhea Nacario, LPT Bernalyn Amparado, MPA

Member Member

Accepted as partial fulfillment for the Requirements of Business Research in

Bachelor of Science in Business Administration Major in Financial Management.

Sarah D. Rodenas, LPT, MBA-HRM Brenda G. Santander, LPT.EeD

Business Research Adviser Dean of College

Rev. Fr. Jonathan Serofia, O. Carm.

School President
 iii

ACKNOWLEDGEMENTS

We would like to extend our heartfelt gratitude to everyone involved in the success

of our strategic planning output.

First and foremost, we thank God for the knowledge and wisdom He gave us to

complete our strategic planning successfully and for sustaining and guiding us throughout

this journey.

We also express our deepest thanks to our best professor and coordinator of BSBA,

Sarah D. Rodenas, LPT, MBA-HRM, for the opportunity to engage in strategic planning

and providing invaluable guidance, unwavering support, and words of encouragement. At

times when we doubted ourselves, her belief in us helped us overcome challenges.

Our sincere appreciation goes to our panel during our output presentation, Rhea Mae

Nacario, LPT, Bernalyn B. Amparado, MPA, and Sarah D. Rodenas, LPT, MBA-HRM,

for their presence, feedbacks, and suggestions for the improvement of our output.

Special thanks to our School President, Rev. Fr. Jonathan S. Serofia, O, Carm. and

Dr. Brenda Santander, the Dean of College, for allowing us to go outside to comply our

strategic planning output.

We appreciate and extend our gratitude to the owner of Antonio’s Laze Bistro, Mrs.

Katrina L. Mapa, and to the staffs of Antonio’s Laze Bistro, Rhevin Khay Cumawas,

Angeline Lucero, and Caroline Palotes for allowing us to gain information and

knowledge regarding with the establishment situation. Their participation significantly

contributed to the success of our strategic planning output.

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To our beloved parents, we are grateful for being our source of strength and

inspiration. Even when we thought giving up, their unwavering support in moral,

spiritual, emotional, and financial aspects kept us going.

These accomplishments wouldn’t have been possible without the collective efforts

and support of each individual mentioned above. We appreciate your contribution to the

success of our strategic planning output.

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Table of Contents
Title Page i
Approval Certificate ii
Acknowledgement iii
Table of Contents v
Executive Summary 1
Company’s Overview 3
Mission 3
Vision 3
Core Values 3
Organizational Structure 4
Business Model 6
Market Analysis 7
Swot Analysis 7
Financial Analysis 8
Operational Analysis 9
Corporate Social Responsibility (CSR) and Sustainability 10
Risk Matrix 11
Operational Risk Matrix 11
Financial Risk Matrix 12
Market Risk Matrix 13
Risk Analysis 14
Operational Analysis 14
Financial Analysis 15
Market Analysis 16
Conclusions 17
Recommendations 18
Strategic Implementation 19
References 23
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List of Appendices
A Survey Questionnaire24
B Letter for Conducting the Study 25
C BIR 0605 28
D Proof of Issuance of Official Receipts 29
E Department of Trade and Industry Registered 30
F Business Permit 31
G Sanitary and Employees Health Certificate 32
H Fire Safety Inspection Permit 33
I BIR 2303 Certificate of Registration 34
J Sales Book 35
K Documentation 36
 I. EXECUTIVE SUMMARY

Antonio’s Laze Bistro in Escalante City stands out as one of the finest restaurants,

providing its customers with delicious and satisfying food. It serves as the perfect place

for dining and spending time with family and friends.

With great enthusiasm, Mrs. Katrina L. Mapa meticulously planned and brought

Antonio’s Laze Bistro to life, inspired by her father’s name, “Antonio Locson.” The term

“Laze” is derived from the Italian word “Lazy” while “Bistro” denotes a small, casual

restaurant known for serving simple, hearty food. Founded in May 2021 amid the

challenges of the pandemic, Antonio’s Laze Bistro embarked on its journey. Despite the

hurdles faced by the bistro, Mrs. Mapa ensured that it would stand strong. She dedicated

herself daily to finding innovative ways to generate income, and her unwavering

commitment and perseverance significantly contributed to the triumph of Antonio’s Laze

Bistro.

The study aims to provide the owner with a clear understanding of their business,

assisting in identifying both internal and external challenges. In doing so, it aims to

facilitate the enhancement and development of business operations, market position,

financial position, stakeholders, and strategies.

Based on observation, the analysts found some gaps in Antonio’s Laze Bistro that

requires attention. These include a lack of staff, hindering the ability to cater all

customers, high pricing that some customers cannot afford. Furthermore, the location is

far from the City proper, and limited space that can only accommodate a small number of

people.
 Key findings revealed some problems with Antonio’s Laze Bistro that may impact

customers’ preferences and the establishment’s performance. The lack of staff may result
 2

in inadequate service for all customers, while the prices of food offerings could be hefty

for some. The location being far from the City proper, may deter customers who prefer

walking distance restaurants. Additionally, the limited space can only accommodate a

small number of people. Furthermore, the key findings indicate that the business’s

financial stability is at a satisfactory level. However, specific financial details are kept

confidential. These findings might affect customer convenience, satisfaction, and

business operations.
 3

II. COMPANY’S OVERVIEW

Established in May 2021, Antonio’s Laze Bistro is situated in Purok Antipolo Bug-as,

Brgy. Balintawak, Escalante City, Negros Occidental.

Antonio’s Laze Bistro’s Mission is-“to offer a convenient space for relaxation,

dining, and cleanliness in the area, particularly emphasizing the quality of the food served

to our customers.”

Antonio’s Laze Bistro’s Vision is-“to branch out in some areas just like Bacolod City,

and hopefully, it will.”

Antonio’s Laze Bistro’s core values include integrity, innovation, adaptability,

sustainability, accountability, teamwork, and commitment to customers. These serve as a

guide in the business’s daily operations. They don’t just offer and serve delectable food

but also ensure consistency in the restaurant’s operations, service, relationships with

customers and staff, and overall success in a dynamic industry.

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To illustrate the key leadership of Antonio’s Laze Bistro, an organizational structure

is presented to figure 1.

Figure 1. Antonio’s Laze Bistro stakeholders illustrated in an organizational structure.

ANTONIO’S LAZE BISTRO

ORGANIZATIONAL FLOW

Mrs. Katrina L. Mapa

Founder/Owner

Rhevin Khay Cumawas

Angeline Lucero Miss Divina
Caroline Palotes Bookkeeper
Staff/Cooker/Cashier
 5

As shown in the structure above, Antonio’s Laze Bistro would not stand out

without the valuable contributions of the individuals behind its establishment. Mrs.

Katrina L. Mapa the founder/owner, plays a pivotal role reflecting the achievements

of the establishment. The three dedicated employees, Rhevin Khay Cumawas,

Angeline Lucero, and Caroline Palotes are responsible for day-to-day activities and

assisting customers’ needs and wants. Furthermore, they exclusively handle the

kitchen as they are the ones who cook the food, and they are also assigned as cashier.

Miss Divina plays an important role in the outstanding financial performance, as

evident in the records of the sales book/journal. Overall, Antonio’s Laze Bistro is

well-organized and successful due to the collective efforts of the people involved.
 6

III. BUSINESS MODEL

Antonio’s Laze Bistro operates on a Business-to-Consumer (B2C) business model

as they directly provide goods and services to the consumers. However, it’s worth

noting that the interaction between consumer and restaurant can include elements of

user-generated content and feedback. For instance, customer reviews, social media

engagement, and online ratings may reflect a form of consumer influence on the

business. While this adds a C2B-like aspect, the core business model for restaurants is

still B2C. A Business-to-Consumer (B2C) business model involves businesses selling

products or services directly to individual consumers. This direct transactional

relationship distinguishes B2C from other models like B2B (Business-to-Business). In

a B2C model, companies focus on marketing and providing products/services that

cater to the needs and preferences of individual end-users. (Kotler, P., Armstrong, G.,

Wong, V., & Saunders, J. 2016).

Antonio’s Laze Bistro targets a wide range of customers in the market, including

families, employees, and group of people seeking a place to eat and enjoy quality time

together. Operating a food business involves an essential task that demands

meticulous care in serving customers and ensuring the cleanliness and safety of the

food served. Distribution is direct and customers’ satisfaction is ensured.

Antonio’s Laze Bistro, a family-owned establishment, operates as a sole

proprietorship. Without any partnerships, it firmly upholds its dedication to quality

and customer satisfaction, establishing Antonio’s Laze Bistro as a reputable name in

the City’s food industry.

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IV. MARKET ANALYSIS

SWOT Analysis:

Antonio’s Laze Bistro employs SWOT analysis that strategically evaluates its

internal strengths and weaknesses, as well as external opportunities and threats

through comprehensive exploration.

STRENGTHS WEAKNESSES
 Accommodating owner and staffs  Lack of staffs
 Strong brand reputation  High pricing
 Good quality of foods and services  The location is far from the City
 Maintaining cleanliness and safety of proper
the place  Limited space
OPPORTUNITIES THREATS
 Branch out to different cities  Economic Downturn
 Expand social media presence  Food safety concerns
 Catering services for events and  Intense market competition
special occasions  Price war
 Supply chain disruption
Table 1. SWOT Analysis

Comprehending these elements enables Antonio’s Laze Bistro to utilize its

strengths, rectify weaknesses, take advantage of opportunities, and ready for potential

threats. This serves as a valuable instrument for Antonio’s Laze Bistro strategic

decision-making.
 8

V. FINANCIAL ANALYSIS

The owner didn’t share financial information during the interview due to

confidentiality reasons. However, despite the lack of information, the analysts still

performed their estimated financial sales for almost 3 years.

90%

80%

70%

60%

50%

40% 80%

30% 60%

20% 40%

10%

0%
2021 2022 2023

The chart shown above is based on observations made by analysts during

interviews, as the owner didn’t share some financial information due to confidentiality

reasons. However, Antonio’s Laze Bistro’s financial performance consistently shows

an upward trend, starting at 40% in 2021, increasing by 60% in 2022, and

continuously growing by 80% in 2023. This performance indicates that the business’s

financial stability is at a satisfactory level.

 9

VI. OPERATIONAL ANALYSIS

Antonio’s Laze Bistro ensures the effective management of the flow of goods.

This involves assessing the efficiency of the supply chain, evaluating the accuracy of

order fulfilment, and minimizing any delays in the distribution process. By optimizing

direct distribution, Antonio’s Laze Bistro can enhance the availability of fresh

ingredients, reduce wastage, and maintain a seamless supply of goods to meet

customer demand.

Antonio’s Laze Bistro places a strong emphasis on quality control, aiming to

uphold and enhance the standards of ingredients and a final food served. Through the

application of thorough quality control measures, the Antonio’s Laze Bistro its

renowned status for delivering delectable and reliably high-quality meals.

 10

VII. CORPORATE SOCIAL RESPONSIBILITY(CSR) AND

SUSTAINABILITY

Antonio’s Laze Bistro engages in and abides by its regulations since the Escalante

community is an environmentally conscious community. It contributes to the

community’s overall sustainability in addition to adhering to the City’s standards. It’s

important to actively contribute to the preservation of the local ecology rather than

only following the rules. Additionally, Antonio’s Laze Bistro makes sure to provide

its workers with the advantages they need because it values and acknowledges their

well-being.

Antonio’s Laze Bistro goes above and beyond simple compliance to guarantee

being environmentally friendly and adhering to City code. To lessen their

environmental impact, they choose to package customers’ orders using paper bags or

recyclable boxes rather than plastic bags. Moreover, they have obligations concerning

the welfare of their workers.

Principles are echoed by the conduct of Antonio’s Laze Bistro, which goes

beyond business. By putting staff well-being first and using sustainable food packing

techniques, the bistro actively improves the community in which it operates rather

than merely existing as a part of it.

 11

RISK MATRIX

OPERATIONAL RISK MATRIX

Identified Likelihood Severity Frequency Risk Rating Priority

Risk
Supply Chain 2.Feasible 2.Serious 2.Occasional 8.Low Risk- 2nd
Disruption Injuries Review
Measures
Equipment 2.Feasible 2.Serious 2.Occasional 8.Low Risk- 2nd
Failure Injuries Review
Measures
Regulatory 3.Probable 3.Major 3.Frequent 27.High Risk- 1st
Compliance Injuries Improve
Measures

The first priority with a high rating on the operational risk matrix is regulatory

compliance with a “probable” likelihood, “major injuries” severity, and “frequent”

frequency. Supply chain disruption and equipment failure are the second priority with

a “feasible” likelihood, “serious injuries” severity, “occasional” frequency, and

received a low risk rating. Keeping up with developments and being adaptable are

essential for reducing these risks.

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FINANCIAL RISK MATRIX

Identified Likelihood Severity Frequency Risk Rating Priority
Risk
Economic 2.Feasible 2.Serious 2.Occasional 8.Low Risk- 2nd
Downturn Injuries Review
Measures
Price War 1.Unlikely 1.Minor 1.Irregular 1.Minimal 3rd
Injuries Risk-Maintain
Existing
Measures
Debt and 3.Probable 3.Major 3.Frequent 27.High Risk- 1st
Financing Injuries Improve
Risk Measures

The first priority with a high rating on the financial risk matrix is debt and

financing risk, assessed with a “probable” likelihood, “major injuries” severity, and

“frequent” frequency. The second priority is an economic downturn with a “feasible”

likelihood, “serious injuries” severity, and “occasional” frequency. The third

priority is price war with an “unlikely” likelihood, “minor injuries” severity, and

“irregular” frequency. These three identified risks necessitate careful financial

planning, monitoring, and strategic decision-making.

 13

MARKET RISK MATRIX

Identified Likelihood Severity Frequency Risk Rating Priority
Risk
Changing 2.Feasible 2.Serious 2.Occasional 8.Low Risk- 2nd
Customer Injuries Review
Preferences Measures
Intense Market 2.Feasible 2.Serious 2.Occassional 8.Low Risk- 2nd
Competition Injuries Review
Measures
Staffing 3.Probable 3.Major 3.Frequent 27.High 1st
Shortages Injuries Risk-
Improve
Measures

The first priority on the market risk matrix is staffing shortages, rated with a

“probable” likelihood, “major injuries” severity, and “frequent” frequency. Changing

customer preferences and intense market competition are the second priority with a

“feasible” likelihood, “serious injuries” severity, “occasional” frequency and a low

risk rating. To solve these problems, staff training, proactive measures, and backup

plans are crucial.

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VIII. RISK ANALYSIS

In conducting a comprehensive risk analysis at Antonio’s Laze Bistro, essential

risk categories such as operational risks, financial risks, and market risks are

identified. This analysis takes a proactive approach and proposing effective controls

to address the identified risks.

Each significant risk will be addressed using one of the following approaches:

 Avoid- eliminate the threat by eliminating the cause

 Mitigate- identify ways to reduce probability or the impact of the risk

 Accept- nothing will be done

 Transfer- make another party responsible for the risk (buy insurance,

outsourcing, etc.)

OPERATIONAL ANALYSIS
Risks Approach Control
Supply Chain Mitigate Diversify suppliers, maintain good relationships, and
Disruption have backup options for key ingredients.
Equipment Mitigate Establish a preventive maintenance plan to regularly
Failure inspect, service, and repair equipment. Aiming to
identify and resolve potential issues before it results
to failures.
Regulatory Accept By adhering to rules and regulations, providing staff
Compliance training, conducting regular audits, and promoting
ethical practices while safeguarding against legal and
reputational risks, continuous compliance is assured.
 15

FINANCIAL ANALYSIS
Risks Approach Control
Economic Downturn Accept Diversify the menu to
cater to different budget
ranges, implement to cost-
control measures, and
offer promotions during
economic downturn.
Price War Mitigate Regularly review and
adjust pricing strategies,
negotiate with suppliers,
and closely monitor
operational costs.
Debt and Financing Risk Mitigate Carefully manage debt,
explore financing options
with favorable terms, and
maintain a healthy cash
reserve.
 16

MARKET ANALYSIS
Risks Approach Control
Changing Customer Accept Regularly assess customer
Preferences feedback, stay informed
about industry trends, and
adapt the menu
accordingly.
Intense Market Accept Monitor competitors,
Competition differentiate offerings,
and invest in effective
marketing strategies to
maintain a strong market
presence.
Staffing Shortages Mitigate Implement effective
recruitment strategies,
provide staff training, and
cross-train employees for
different roles.
 17

IX. CONCLUSIONS

The strategic plan has successfully served its purpose, offering the owner of

Antonio’s Laze Bistro essential guidance by highlighting key areas of improvement,

including strategic differentiation and risk mitigation. In the face of market

competition, Antonio’s Laze Bistro is poised to carve out a distinctive identity among

its competitors. Additionally, analysts found certain problems in Antonio’s Laze

Bistro that requires attention, such as lack of staff hindering the ability to cater all

customers and high pricing that some customers cannot afford. Furthermore, the

location is far from the City proper, and limited space that can only accommodate a

small number of people.

This study not only positions the Antonio’s Laze Bistro to navigate uncertainties

but also fortifies its understanding of potential challenges and corresponding

solutions. In conclusion, the strategic plan charts a course for sustained excellence,

empowering the establishment to excel by capitalizing an opportunity, overcoming

obstacles, and maintaining a robust and unwavering presence.

 18

X. RECOMMENDATIONS

The analysts discovered issues with Antonio’s Laze Bistro that require attention

for long-term success. The restaurant’s distant location and limited space hinder its

potential, so the analysts recommend expanding to a larger space. Also, they need to

hire more staff and offer a diverse menu with student-friendly prices.

In addition, they need to branch out to different cities. Expanding to different

cities in business is often driven by the pursuit of growth and market reach. Zig Ziglar

once said, “You don’t have to be great to start, but you have to start to be great.” This

idea emphasizes the importance of taking strategic steps, including branching out to

new locations, to achieve greatness in business.

 19

XI. STRATEGIC IMPLEMENTATION PLAN

Problem Program Person Objectives Strategy Expected

Encountere in Outcome
d Charge
Operational Renovation Owner Creating a Prioritize Positive
Risk more crucial changes in
inviting and areas ambiance,
comfortable demanding service
environment immediate quality,
for attention and
customers to and possibly
enhance their organize the can
overall renovation contribute
dining stages to a more
experience accordingly. enjoyable
and Making and
accommodat sure that the satisfying
e a larger renovation experience
group of aligns with for
people. the set customers.
objectives
and
expected
outcome.
 20

Staffing Hiring and Staff To build a Hire Can

Shortages Training cohesive and individuals contributes
Program collaborative with to the
team that can specific restaurant’
work well skills and s ability to
together to expertise expand
achieve required for services,
common various cater to a
goals. roles within larger
the customer
restaurant, base, and
such as ultimately
chefs, achieve
servers, and business
cashier. growth.
Ensure
there are
enough
individuals
with the
necessary
skills to
meet the
restaurant’s
daily
operational
needs.

Financial Finance Finance Educating Regularly Participant

Risk Managemen Manager participants assess the s are better
t Workshop / about efficiency equipped
Cashier financial of risk to identify,
management managemen mitigate,
strategies, t strategies, and
 21

risk providing manage

assessment, accurate financial
and effective reports, risks
decision- regular within a
making. audits, and business,
compliance including
with those
regulations related to
to mitigate budgeting,
risks investment
effectively. , and
financial
reporting.
 22

IMPLEMENTATION BUDGET

Renovation
Building Materials 30,000.00
Workers 10,000.00
Hiring and
Training Program

Certification 1,000.00
Facility Rental 2,000.00
Equipment Rental 2,000.00
Food 2,000.00
Instructional Materials 2,000.00
Training-In-Charge 3,000.00
Other 2,000.00
Finance Management
Workshop
Registration Fees 1,000.00
Allowances 2,000.00
SUBTOTAL 57,000.00
Add: CONTINGENCY FUND (10% of 5,700.00
subtotal)
TOTAL 62,700.00
 23

REFERENCES

Kotler, P., Armstrong, G., Wong, V., & Saunders, J. (2016). Principles of Marketing.

Pearson.

http://library.wbi.ac.id/repository/212.pdf

Zig Ziglar. (n.d.). BrainyQuote.

https://www.brainyqoute.com/qoutes/zig_ziglar_100751
 24

APPENDICES

APPENDIX A. QUESTIONNAIRE

Business Name: Antonio’s Laze Bistro

Business Owner: Mrs. Katrina L. Mapa

Business Location: Purok Antipolo Bug-as, Brgy. Balintawak, Escalante City, Negros

Occidental

1. Can you give us a brief history about your business?

2. Number of employees?

3. What are the challenges in putting up this kind of business?

4. What are the common problems arising in the business?

5. How do you assess such problems?

6. How do you mitigate risks in your business?

7. What are your future goals for the business?

8. What motivates you to run the business?

9. Do you plan on expanding your business?

10. What products do you offer?

11. Who are your competitors?

12. How do you ensure safety in your business?

13. How was the financial sector of your business being managed?
 25

APPENDIX B. LETTER FOR CONDUCTING THE STUDY

Mount Carmel College of Escalante, Inc.

Carmelite Street, Brgy. Balintawak, Escalante City, 6124,

Negros Occidental, Philippines

Bachelor of Science in Business Administration

November 17,2023

Mrs. Katrina L. Mapa

Owner

Purok Antipolo Bug-as, Brgy. Balintawak, Escalante City, Negros Occidental

Dear Ma’am/Sir

Greetings!

I am Sarah D. Rodenas, LPT, MBA-HRM, a Strategic Management professor at

Mount Carmel College of Escalante, Inc. I am writing to formally request

permission for my strategic management students to apply their comprehensive

learnings in the classroom by conducting a strategic planning initiative at your

esteemed business establishment or organization.

The primary goal of this initiative is to bridge the gap between theoretical

knowledge and practical application for my students. By actively engaging in a

real-world strategic planning project, they aspire to translate their classroom

learnings into actionable strategies that can significantly contribute to a

business’s development. This project is an integral part of their coursework,

serving as their output for the Strategic Management subject. I assure you that the
 26

strategic planning initiative will be conducted with the utmost professionalism

and confidentiality. All data and findings will be used exclusively for academic

purposes, and no sensitive information will be disclosed publicly without your

explicit consent.

Your collaboration in this initiative holds mutual benefits. It not only enriches the

academic growth and practical experience of my students but also provides your

business with fresh perspectives and insights from a strategic management

standpoint. We believe that this collaboration will foster a positive learning

experience for our students and contribute meaningfully to your business

objectives.

Please feel free to contact me at [email protected] or via phone at

09695619388 if you have any questions or require further clarification. We are

open to discussions and adjustments to accommodate your schedule and

preferences during the research process. We sincerely hope to receive your

positive response and look forward to the opportunity to collaborate with your

esteemed establishment/organization. Your support is vital in making this

educational initiative a success.

Thank you for considering our request and God bless.

Sincerely yours,

SARAH D. RODENAS, LPT, MBA-HRM

Strategic Management Professor/BSBA Coordinator

Noted by:

DR. BRENDA G. SANTANDER

Dean of College
 27

Approved by:

REV. FR. JONATHAN S. SEROFIA, O, CARM.

School President
 28

APPENDIX C. BIR 0605

 29

APPENDIX D. PROOF OF ISSUANCE OF OFFICIAL RECEIPTS

 30

APPENDIX E. DEPARTMENT OF TRADE AND INDUSTRY REGISTERED

 31

APPENDIX F. BUSINESS PERMIT

 32

APPENDIX G. SANITARY AND EMPLOYEES HEALTH CERTIFICATE

 33

APPENDIX H. FIRE SAFETY INSPECTION CERTIFICATE

 34

APPENDIX I. BIR 2303 CERTIFICATE OF REGISTRATION

 35

APPENDIX J. SALES BOOK

 36

APPENDIX K. DOCUMENTATION

APPENDIX L. CURRICULUM VITAE

 37

Kesha Marie J. Tejamo

Personal Details

Age: 20

Birth Date: May 12, 2023

Address: Sto. Old Mabini, Brgy. Mabini, Escalante City

Birthplace: Escalante City, Negros Occidental

Religion: Born Again Christian

Mother’s Name: Nelly J. Tejamo

Father’s Name: Roberto M. Tejamo

Email Address: [email protected]

Educational Background

Tertiary Education: Mount Carmel College of Escalante, Inc.

Bachelor of Science in Business Administration

2021-2025

Secondary Education: Mabini National High School

2015-2021

Primary Education: Escalante Central Elementary School

2009-2015
 38

Blezie P. Dalida

Personal Details

Age: 21

Birth Date: November 12, 2002

Address: Sto. Tugas, Brgy. Buenavista, Escalante City

Birthplace: Escalante City, Negros Occidental

Religion: Baptist

Mother’s Name: Nelly P. Dalida

Father’s Name: Edgardo A. Dalida

Email Address: [email protected]

Educational Background

Tertiary Education: Mount Carmel College of Escalante, Inc.

Bachelor of Science in Business Administration

2021-2025

Secondary Education: Buenavista Narional High School

2015-2021

Primary Education: Langub Elementary School

2009-2015
 39

Jerlyn Mae S. Pastor

Personal Details

Age: 21

Birth Date: September 11, 2002

Address: Prk. Nabantuan, Brgy. Balintawak, Escalante City

Birthplace: Escalante City, Negros Occidental

Religion: Roman Catholic

Mother’s Name: Jocelyn S. Pastor

Father’s Name: Jigger L. Pastor

Email Address: [email protected]

Educational Background

Tertiary Education: Mount Carmel College of Escalante, Inc.

Bachelor of Science in Business Administration

2021-2025

Secondary Education: Mabini National High School

2015-2021

Primary Education: Escalante Central Elementary School

2009-2015
 40

Joshua Shamire C. Plumo

Personal Details

Age: 21

Birth Date: March 21, 2002

Address: Prk. Bayong 1, Brgy. Balintawak, Escalante City

Birthplace: Escalante City, Negros Occidental

Religion: Roman Catholic

Mother’s Name: Rubirosa C. Plumo

Father’s Name: Joel A. Plumo

Email Address: [email protected]

Educational Background

Tertiary Education: Mount Carmel College of Escalante, Inc.

Bachelor of Science in Business Administration

2021-2025

Secondary Education: Escalante National High School

2014-2020

Primary Education: Escalante Central Elementary School

2008-2014
 41

Aljohn C. Dugaduga

Personal Details

Age: 21

Birth Date: July 26, 2002

Address: Prk. Palao 1, Brgy. Balintawak, Escalante City

Birthplace: Escalante City, Negros Occidental

Religion: Roman Catholic

Mother’s Name: Alma C. Dugaduga

Father’s Name: Lito P. Dugaduga

Email Address: [email protected]

Educational Background

Tertiary Education: Mount Carmel College of Escalante, Inc.

Bachelor of Science in Business Administration

2021-2025

Secondary Education: Mount Carmel College of Escalante, Inc.

2014-2020

Primary Education: Teofilo Amante Sr. Elementary School

2008-2014
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