FINAL PAPER

FRANCHISE FEASIBILITY ANALYSIS: RELISH

Nina Carlos

Karissa Cruz

Noel De la Paz

Bianca Pamen

FRANMAN K33

August 13, 2014

Table of Contents

SECTION 1. INTRODUCTION ..................................................................................... 1

1.1 What is Franchising? .............................................................................................. 1

1.2 Players of Franchising ............................................................................................ 1

1.3 Advantages and Disadvantages of Franchising.................................................... 2

1.3.1 Advantages ......................................................................................................... 3

1.3.2 Disadvantages and Challenges ........................................................................... 3

1.4 What is Franchise feasibility? ................................................................................ 4

1.5 What makes a franchise a success? ....................................................................... 5

1.6 Objectives................................................................................................................. 6

1.7 Scope and Limitation .............................................................................................. 6

SECTION 2. COMPANY BACKGROUND .................................................................. 6

2.1 History of Relish ...................................................................................................... 6

2.2 Products and Services ............................................................................................. 7

2.3 Branches and Location ........................................................................................... 7

SECTION 3. FRANCHISE TEST................................................................................... 8

3.1 iFranchise Group .................................................................................................... 8

3.2 Criteria for Franchisability .................................................................................... 9

3.3 Assessment of Relish’s Franchisability ............................................................... 12

SECTION 4. CONCLUSION ........................................................................................ 17

SECTION 5. REFERENCES......................................................................................... 18

1

SECTION 1. INTRODUCTION

1.1 What is Franchising?

In the recent years, entrepreneurs have been sprouting out in various industries

and taking over different kinds of markets as they develop and introduce the most unique

products and services yet. Businessmen and entrepreneurs use different types business

strategies in order to gain profit and acquire a high level of market shares. Others opt to

start their own businesses; others continue the family business and; others choose to

franchise.

According to Gappa (n.d.), franchising is a network of interdependent business

relationships that allows a number of people to share brand identification, a successful

method of doing business, and a proven marketing and distribution system. In addition,

franchising is a right granted to an individual or group to market a company's goods or

services within a certain territory or location.

Franchising is a strategic alliance among business people, who share the common

goal of dominating a certain market. It is a strategy for gaining loyal customers by

consistently providing them products and services of good quality. Franchising is based

on an agreement in which the franchisor provides the privilege to utilize their business

system to a franchisee. A Franchise Agreement is the binding document between the

players, which serves as the legal document that states the obligations of both franchisor

and franchisee.

1.2 Players of Franchising

There are two main players in franchising- the franchisor and the franchisee.

Franchisors are those who grant the franchisee the right to use a developed concept,

including trademarks and corporate identity for a certain period of time. The franchisor is

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also responsible for providing the best operating system possible in order to make the

business thrive in a competitive market. On the other hand, a franchisee is responsible for

providing time, capital, and desire to utilize the brand and services provided by the

franchisor. A franchisee is expected to utilize someone else’s expertise and experience,

and maximize them in order to produce quality outputs, which is consistent with the

franchisor’s products and services. To have a clearer understanding of the players in

franchising, the table below summarizes their roles in a franchise which is from the

International Franchise Association.

Franchisor Franchisee

Owns trademark or trade name Uses trademark or tradename

Provides support

● in financing

● in advertising and marketing

● in training

Expands business with franchisor support

Receives fees Pays fees

1.3 Advantages and Disadvantages of Franchising

According to Entrepreneur Philippines (January 2014), there are mainly

advantages, disadvantages/challenges when evolving a business into a franchise.

Effective business practices and systems are handed down from the franchisor to the

franchisee to help ensure profitability and business success. Interested entrepreneurs

should completely understand franchising before deciding to invest in it.

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1.3.1 Advantages

High rate of success. Franchising involves tried and tested business models. Thus,

entrepreneurs who decide to buy and operate franchises are exposed to lower calculated

risks. This makes it better than starting up new businesses from scratch, which usually

comes with greater risks.

Effective operating and management practices. Most of the time, franchisors have

already discovered and perfected processes and efficiencies that are passed on to

franchisees. Thus, franchisees could either be guided to overcome lack of business

experience or be trained in polishing acquired business sense.

Established brand. The entrepreneur doesn’t have to worry about establishing the brand

to make it a household name. The strength of the chosen brand of franchise would be

enough to entice customers and guarantee success.

Easy options for recapitalization. Franchisees can ride on the outstanding reputation of

the brand or franchisor. This way, they could easily apply for and obtain approvals for

loans from financial institutions or banks. A reputable franchise is already an

appreciating asset on its own. It can be resold or liquidated any time, making it attractive

for lenders.

Greater profit. It is possible to incur lower costs on materials and supplies through the

help of the franchisor. If sales reach or exceed targets, the franchisee will surely enjoy

greater profits. This makes franchising an easier ticket to business success.

1.3.2 Disadvantages and Challenges

A disadvantage of franchising is a loss of control. While they gain the use of a

system, trademarks, assistance, training, and marketing, the franchisee is required to

follow the system and get approval of changes with the franchisor. In response to the

soaring popularity of franchising, an increasing number of communities are taking steps

to limit these chain businesses.

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Franchisors imposing control. Some franchisors require their franchisees to religiously

follow their prescribed system or processes. You may eventually find adhering to such

degree of control as difficult and restricting.

Additional costs. Depending on the franchise agreement, franchisees may be required to

shoulder a percentage of their operations’ revenues. The amount is on top of royalty and

franchise fee that are collected by the franchisor every month. There may even be more

charges like advertising costs that are regularly given to franchisees.

Possible conflict with franchisor. It is not uncommon for a possible conflict to arise

between a franchisor and a franchisee. In some cases, the franchisee thinks that a

franchisor is being unreasonable and is squeezing too much for profits. Moreover, some

franchisors may think that franchisees are getting too lax when adhering to the franchise

contract.

No specific law for franchising in the Philippines. Currently, a law covering franchising

in the country is yet to be filed and implemented. However, all parties involved are

expected to abide by the provisions of the Civil Code as well as the Intellectual Property

Code. The franchising contract can contain odd stipulations as long as those don’t fall

into conflict with existing laws, morals, national security, and public policies.

1.4 What is Franchise feasibility?

Franchise Feasibility is the assessment of a company’s potential to be a successful

franchisor. Through this assessment, strength and weaknesses of a business are analyzed

and put into consideration on whether it is ready to expand its operations through

franchising. The franchise feasibility analysis is a method of evaluation of the

sustainability and adaptability of a business’ system. In addition, there is a specific

criterion to which analysts could consider a business franchisable.

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1.5 What makes a franchise a success?

According to Panos Mourdoukoutas of Forbes, there are five important factors to

consider and make into making a franchise a success. Mourdoukoutas researches and

observes back in late 2013 some top franchises that are booming globally. Factoring all

their common traits, he came up with 5 factors:

Having the Right Business Model- having and passing a great and clear business

model will set a franchise’s success and consistency. Franchise pioneer

McDonald’s, for instance, delivers customers a quick, convenient and inexpensive

meal, compared to traditional restaurants. Another examples is what KFC offers-

the same meal attributes but with a different menu.

Scale- the proper production scales are implemented within each franchise. With a

proper scale, the business won’t have loss and their sales assumptions will not be

undermet.

Scope- the scope of their market is not limited. A franchise has to have a wide

scope and at the same time, effective.

Location- the benefits associated with occupying primary location sites for

franchise stores. A good location for each franchise would be at an advantage into

reaching all target and future markets. Location is also important especially if the

certain franchise is offering convenience or lounging.

Market Saturation- the degree of market penetration. The lower the degree of

penetration, the higher the room for the company to grow by opening new stores.

Summarizing everything, a successful franchise chains begin with the right

business model, and proceed with the amassing of the right scale and scope in the right

locations, until they reach a good market saturation/popularity of a business.

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1.6 Objectives

In this study, the researchers aim to prove the franchisability of Relish, by

conducting a Franchise Feasibility analysis. The researchers will utilize the criteria of

franchisability in assessing the eligibility of Relish to franchise and develop its business

further. Recommendations will also be provided at the end of the study.

1.7 Scope and Limitation

The researchers constrain the study to a franchise feasibility of Relish; thus, a

franchising plan will not be created for the said company. The study will not include the

legal aspects of a franchise plan, specifically a (mock) Franchise Agreement and an

Operations Manual. However, the study will tackle the responsibilities of the franchisor

and franchisee, given the assessment of Relish’s eligibility to franchise. The researchers

will also discuss the necessary information about Relish, which will be used as

testimonies to its franchisability.

SECTION 2. COMPANY BACKGROUND

2.1 History of Relish

The Almario Family – Chona Aquino, Cynthia Almario, Ivy Almario, Pacita

Almario, Bobby Almario, Louie Almario and Cecile Modolo started Relish in 2009.

After observing the dying restaurant in Ponte, Makati, one of the Almario sisters took

advantage of the opportunity to establish a new restaurant, later called Relish at Ponte.

The different aspects of the business are distributed among the owners. Interior designers

Ivy and Cynthia Almario created the design of the restaurant, while the other siblings are

responsible for operations management, supplier relationship, client relationship, and of

course, finances. All restaurant specialties come from the household of the owners. The

siblings put together all their specialties in creating the menu of Relish. At the beginning,

they only had 7 main dishes, until customers demanded for more entrées. In 2012, the

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Almario family put up their second branch in Scout Limbaga, Quezon City called Relish:

Hello Happiness.

2.2 Products and Services

Relish at Ponte and Relish: Hello Happiness serves cross-continental food based

on specialties of the Almario family. The family business provides a fine dining

experience at an affordable price. In 2011, Relish started to provide catering services to

small events, as well as large events with up to 600 guests.

2.3 Branches and Location

Relish has two company-owned branches. The main branch is located in Salcedo

Village, Makati (Relish at Ponte) and, the second branch, which opened in 2012, is

located in Scout Limbaga, Quezon City (Relish: Hello Happiness). The strategic

locations of Relish are key factors to the company’s success in the food industry. Relish

is among the market leaders, and continues to compete with confidence with other

restaurants such as Apartment 1B and Bugsy’s Bar and Bistro.

The branches and locations of Relish is one of the determinants of the target

markets of Relish. Relish aims to provide its products and services to young

professionals, singles, and couples who belong to the upper class C to class B market.

Since Relish is located in the metropolitan area, it is unproblematic for the business to

reach its target market.

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SECTION 3. FRANCHISE TEST

3.1 iFranchise Group

The iFranchise Group is a franchising consulting service that provides state-of-the-art

franchise consulting and development services to start up and existing franchisors. For

them, not all business can be franchised because before a business can be franchised, it

should be franchisable and it should be first observed if franchising is the right strategy.

To develop a franchise, the iFranchise Group gives 6 aspects - which are listed below that

a business has to have to franchise.

Strategic business planning. If the decision to franchise a business is made, a

franchisor should develop a business plan outlining the company’s growth and

strategy for the next five years. A franchisor needs certain new capabilities and will

need to be sure that these capabilities are seamlessly integrated into existing

organizational functionality.

Franchise operations manual and training programs. To ensure successful

franchisees and maintain quality control, the franchisor will need to develop a state-

of-the-art operations manual for its franchisees. This manual will serve as a sales

tool demonstrating franchisor competence to new prospects, as a training guide for

new franchisees, as a reference guide for established franchisees, as a “liability

limiter” for the franchisor, and as a legally binding quality control device for the

entire chain. A franchisor should also develop training programs to use that is at par

with the operations manual. Tools such as training videos, computer based tools,

etc can be used to train employees and future franchisees

Legal Documents. To be legally entitled to sell franchises, the franchisor will need

guidance on developing a franchise agreement and a FDD (Franchise Disclosure

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Document), and will need to file with appropriate state authorities on a national

basis, and other needed documents for the business.

Franchise Marketing Plans. A company will also need to sell franchises which

will require a specific marketing plan designed to get the franchisor’s message to

the targeted franchise prospect.

Franchise Marketing Tools. Once the prospect has been identified, the franchisor

will also require marketing tools to assist it in the sale of franchises.

Franchise Sales Training. The franchisor will need to understand the nuances of

the sales process and the legal constraints of franchise sales.

3.2 Criteria for Franchisability

According to iFranchise Group, there are twelve (12) criteria that will serve as a

business’ indicator of being a successful franchisor and all are listed below.

Credibility. In order to attract future investors, a company must be credible.

Credibility could be reflected through organization size, number of branches, years in

operation, promotions strategy, and consumer awareness of the brand. However, the

most prominent reflector of a company’s credibility is the strength of the

management.

Differentiation. Uniqueness is one of the growth strategies used by companies around

the world. An example would be Apple. Apple is known for its distinct products,

showing off an elitist image of the brand. Even though Apple does not offer the most

practical products, demand is still high because of the consumers’ desire to get hold

of a ‘one of a kind’ brand, Differentiation is important as a potential franchisor

because it gives the company as edge over its competitors. Unique product and

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services, a reduced investment cost, an inimitable marketing strategy and a diverse

market are indicators of differentiation.

Transferability of Knowledge. One of the most important aspects of a franchise is

that it can be taught to others. Transferability of knowledge is a key to a successful

franchise. A franchisor should be able to educate franchisees the system of the

business, even if given a limited time. Thus, complexities in operations, management

and the like would be a disadvantage, and could be the factor that would lead to an

unsuccessful franchise. Some companies have pursued franchising without carefully

looking into this criterion of franchisability. In effect, franchises are forced to shut

down operations.

Adaptability. The next criterion of franchisability is how well a concept can be

adapted from one market to another. This is a challenge for most companies,

especially those who have a very narrow target market. For instance, gastro pubs,

despite being unique, are limited to a certain market only. Because gastro pubs

usually serve high-end beers and liquors, it would not be easily adapted to serve a

different kind of market. Adaptability could be a success through proper site

selection, where the type of market is similar to that of the original.

Refined and successful prototype operations. Prototype operations serve as a testing

ground for new products, services, marketing techniques, merchandising, and

operational deficiencies. A refined and successful prototype operation is essential in

demonstrating a system’s instrumentality to the franchisee’s training. There should

be a guarantee that the system is effective and beneficial to the transfer of knowledge

to prospective franchisees.

Documented Systems. An unwritten system does not represent a franchisable

business. In order to be franchisable, businesses are required to have their systems

documented, which is usually stated in an Operations Manual. Included in the manual

are the business policies, procedures, systems, forms, and business practices.

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Affordability. Affordability reflects a franchisee’s ability to pay. In order to catch the

attention of investors, a business must be affordable. Charging too high of an

investment cost will drive potential franchisees away, especially if the business is

franchising for the first time.

Return on Investment. Profitability is one of the most important criterions of

franchisability. A franchised business must allow franchisees to earn an adequate

return on investment after all necessary charges have been deducted. Profitability can

be assessed through various ratios such as the Gross Profit Margin (GPM), Operating

Margin (OM), Return on Assets (ROA), Return on Equity (ROE), Return on Sales

(ROS), and Return on Investment (ROI). According to iFranchise Group, a successful

franchise is expected to achieve at least an ROI of twenty percent after two to three

years of operations.

Market trends and conditions. In franchising, it is important to keep track of market

trends and conditions. Changing consumer demands is a huge factor in a business’

strategies of growth and expansion. If the market is consolidating, should a business

even franchise? Market trends and conditions determine whether the products and

services of a business is still relevant over time, and if consumers actually need them.

Moreover, it is essential to observe the competition in the market so as to create a

strategy that would undercut the competitors. Through an analysis of market trends

and conditions, a business could predict its long-term success.

Capital. A franchisor needs resources in order to implement a franchise program.

Financial resources, specifically a capital, are necessary to expand the business

through franchising. A franchisor must prepare to invest in start-up costs, as well as

advertising expenses, which is essential in making the business’ intention to expand

known to potential franchisees.

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Commitment to relationships. A healthy relationship between the franchisor and

franchisee makes a strong market status. Businesses must focus on building long-term

relationships in order to effectively sell their product despite changing consumer

demands. A strong franchisor-franchisee relationship motivates the franchisees to

provide products and services to the customers, consistent to that of the franchisor.

Strength of management. According to iFranchise Group, expertise at the

management level is the most important contributor of a franchise’s success. A

franchisor has to be knowledgeable in all of the aspects of the business. Fields such as

franchise marketing, franchise sales, ad fund management, and multi-unit operations

management are as important as knowing the products and services itself. In order to

implement a successful franchise operation, a franchisor has to be eligible in

answering queries regarding the different fields, as well as in decision-making.

3.3 Assessment of Relish’s Franchisability

In this section, the researchers will analyze the eligibility of Relish to franchise.

Using the 12 criteria of franchisability, they will evaluate which ones are met by the

business.

Credibility. Relish has two branches, one in Makati City and another in Quezon

City. Both branches are located in the metropolitan area; thus, the target markets

are reached, and consumers are well aware of the brand. The founders and owners

of Relish started their operations in 2009, making them active in the restaurant

industry for almost five years now. Relish has been featured in various

publications, as well as in the television show, Kris TV, in May 2014. According to

one of the owners, a lot of new customers dined in Relish to try the panna cotta,

after Kris Aquino stated that it was “the best panna cotta she has ever eaten”. All of

the stated facts are testimonies to the credibility of Relish. However, the most

prominent reflector of credibility relies on the strength of the management. The

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operations manager is Ms. Chona Almario-Aquino. Being one of the co-owners of

Relish, she is specifically tasked on ensuring the smooth flow of operations in both

branches of Relish. The main branch has 2 managers, whom are also part of the

Almario family; and the Quezon City branch has 1 manager, recruited by one of the

co-owners of the business. Since the family is very hands on with managing the

restaurant, management strength is high; thus, it reinforces Relish’s credibility as a

business.

Differentiation. As what Paolo Aquino said in the interview, the secret of Relish is

that their restaurant was started, and is still being run by their family. Yes, there are

a lot of other restaurants that are like this but most of them just started as this. Most

of these kinds of restaurants are being forgotten once the family that owns it sees

that their business is already stable. The concept that Relish is trying share is the

experience you get when you eat at someone’s home. The food is prepared by the

family, and the restaurant is being run by the family. They are not trying to

replicate the home-cooked meals you get at your house, but rather they are just

trying to share the home-cooked meals being served in their house. As what

Spot.ph said in their review, “It’s like eating in the house of a friend that really

cooks well” their food are not tweaked or infused to suit the costumers’ taste, but

are served as their family would have it. There are even instances when some of the

family members would go to the restaurant to play their musical instruments.

Transferability of Knowledge. According to an interview with Paolo Aquino, the

son of one of the co-owners of Relish, some members of the staff are welcomed to

the homes of the Almario family in order to learn the new recipes. Product

development and innovation is done in the homes of the owners as well, so they are

the ones who directly teach the staff of new knowledge relating to the business.

With regards to the system and other business operations, transfer of knowledge is

done with no complexities, since the management also educates the staff of both

branches in order to assure the customers that their products and services are

consistent.

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Adaptability. Relish accentuates its goal of making the customers feel like they are

a part of the family through their family-inspired food. Just like many Filipino

families, Relish sets its eyes on providing products of high quality, at affordable

prices. This affordable, fine dining experience with the family concept is easily

adaptable to the market, since the Filipinos have always been known for their

hospitality and care for their families. Thus, Relish will be able to attract consumers

even outside their target markets.

Refined and successful prototype operations. Being the operations manager of

Relish, Ms. Chona Almario-Aquino is responsible for training the managers and

staff of both branches of the business. She is present in the daily operations of the

business, going back and forth to Makati and Quezon City; thus, she is able to

monitor the staff of Relish. Through constant supervision, Ms. Aquino is able to

attest to the effectiveness of the systems implemented in the business. Moreover,

Ms. Aquino ensures that the staff undergoes a training seminar every 2 months in

order to continuously improve on business operations, as well as review the

systems implemented in the restaurants. With regards to testing for new products,

services, marketing techniques, and operational deficiencies, the operations

manager makes certain that all are discussed with the board of directors and

business owners first before conveying the decision to the staff. With this, there is a

systematized transfer of knowledge about the products and services, as well as the

changes in systems and operations if necessary.

Documented Systems. For documentation, yes, they document their necessary

actions, from the training of their employees to their daily operations. Training new

employees is easier because there is already a standard on how they train their

employees because it is already documented and will just be repeated when there is

a new recruit. They use a POS system for their daily operations to make them more

efficient also to make documentation easier.

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Affordability. The materials and ingredients used in the Relish restaurants are not

too expensive; hence, possible franchisees can afford to franchise this. Even if their

materials are not the most expensive, they make sure that the materials and

ingredients they would use are still of good quality. This is further proven by their

change of suppliers due to cost cutting. Since the restaurant is making sure that they

don’t spend too much on business expenses, this shows that possible franchisees

would not need to worry on having a big amount of expenses.

Return on Investment. The accountant of Relish chose not to disclose any

information regarding their financial statement; hence, we cannot fully study their

return on investment. However, according to a 2011 article of ABS-CBN, Relish is

one of the top 50 taxpayers in Makati, paying Php 241, 191. Since tax is 30% of the

income, it is safe to say that in 2011, after 2 years of operation, their profit if Php

803, 970. In addition, they were able to put up a second branch in just 3 years of

operation. The previously mentioned scenarios prove that Relish is profitable

because a restaurant that doesn’t have enough profit would not be able to pay their

tax accordingly or put up a second branch right away.

Market trends and Conditions. In the Philippines, we can say that we Filipinos

have a way of liking the own comforts of a ‘home-cooked’ meal, as we call it,

‘lutong-bahay’. We enjoy food that reminds us of a place and time, and this is what

Relish also offers. In today’s restaurant food business, good and presentable meals

are innovated along with how much heart is put into one meal. Relish offer’s these

but at the same time, having a competitive edge by what they offer. In their existing

branches, there have been four relevant reviews that appear in top comment/review

website: zomato.com, spot.ph, muchpunch.com and tripadvisor.com. In average,

their reviews give a four over five. In their munchpunch page, people post their

cravings and reviews- with an average of then a month and with a trend for over

522 ‘crave’ on their page. As for Relish’ competitive edge, they not only serve

unique ‘home-cooked’ and family inspired meals but also offering a fine dining

twist at an affordable price. This can serve as a good opportunity into their target

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market of top class C and above. With their restaurant ambiance and affordable fine

dining prices, Relish would be a place of comfort and people would rather choose

this compared to the busier parts especially the Makati City area.

Capital. Based on the interview of Paolo Aquino, Relish is a well established

business that can afford the capital needed to franchise, even if they are not open to

this strategy yet. Relish has the capital to this because they were able to afford to

buy a new land for their second branch as well as rebuilt everything in it. Since the

branches in both Makati and Quezon City are doing well, they would be gaining

more profit hence, this means that they would be able to afford the needed capital if

they wish to start franchising.

Commitment to relationships. Due to cost cutting, the management had to change a

supplier of one of their resources. However, ever since they’ve acquired the

suppliers they have until today, the management is proud to say that Relish has a

good relationship with all of their suppliers. Moreover, customer-owner

relationship is great. The goal of Relish is to bring food from the owners’ tables to

their customers, so as to make them feel like they’re part of the family.

Management is very accommodating to the customers’ needs, so they ensure that

the experience of the customers in the restaurant is more than satisfactory. A good

relationship with the suppliers and customers are indicators that Relish is

committed to relationships not just because of gaining profit but, because of the

goal of offering the best products and services to the market, and all its

stakeholders.

Strength of management. All aspects of the business are distributed among the

owners of Relish. Since the owners are part of the same family, communication is

constant and effective. When problems arise, the Almario family resolves them as

soon as possible, and even calls a board meeting if necessary. Since the family is

very hands on with the operations, all owners are knowledgeable with the different

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aspects of the business. This strength possessed by the managers is a key indicator

of a successful franchisor.

SECTION 4. CONCLUSION

The Franchise Feasibility report is conducted by management consultants in order

to prove a business’ eligibility to become a successful franchisor. In this study, the group

was able to assess the franchisability of Relish through the 12 Criteria of Franchise

Feasibility by iFranchise Group. After the analysis, the group has come to the conclusion

that Relish is indeed franchisable. Since all of the twelve criteria are met, the group

believes that Relish is ready to implement franchise operations and further expand their

successful business. Given that both branches of Relish are already located in strategic

locations in the metropolitan area in Luzon, the managers may opt to select a site where

the same type of market can be accommodated. Lastly, this study can be improved further

with the access to all necessary documents needed to fully assess Relish’s franchise

feasibility. The quantitative data and analysis will certainly strengthen the results of this

report.

Although there are already countless restaurants in today’s market there is still a

need to franchise and further expand because what Relish offers cannot be found

everywhere. In today’s market, there are a lot of international cuisines being offered

everywhere, and most Filipinos would be curious enough to try them out. But no matter

how much we love these international cuisines, we Filipinos still go back to the taste that

we grew up with and are used to. Not just the Filipino cuisines that is being offered

everywhere, but the family-inspired home-cooked meals we are used to. Yes, there are a

lot of these around but as mentioned before, what makes Relish different is that the

Almario family aren’t trying to replicate the food you eat at home; they are not trying to

be your kitchen away from home, but rather they are offering to you their own kitchen-

the kitchen that the Almario family are using. They are just sharing their home-cooked

meals to you. What they are simply trying to do is to bring you to their home and let you

eat their food. There are not a lot of these kinds of restaurants out there, this concept can

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really be interesting to the people because we all have experienced this, going to a

friend’s home and eating their food and loving it. This experience that they are trying to

replicate is quite rare in the market. And since they have proven that their “home food” is

loved by many, this can really be wanted by a lot in the market.

SECTION 5. REFERENCES

Bibby, N. (n.d.). Doing a Franchise Feasibility Study. All Business. Retrieved August 9,

2014, from http://www.allbusiness.com/buying-exiting-

businesses/franchising/4353430-1.html

Criteria for Franchisability | iFranchise Group. (n.d.). Criteria for Franchisability |

iFranchise Group. Retrieved August 7, 2014, from

http://www.ifranchisegroup.com/franchise-your-business/criteria-for-

franchisability/

Definition of Franchising. (n.d.). , Franchisor and Franchisee. Retrieved August 9, 2014,

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