Crab Store Feasibility

the best crab I CRAB U
Table of Contents
EXECUTIVE SUMMARY
I. NAME OF THE BUSINESS

An enterprise must have a firm name under which it will operate. A name will be very significant to distinguish it from other individuals composing it and others, and it helps in facilitating the business transactions by the entity. In the study, the proponents named the business I-Crab-U because of its uniqueness and relatedness on what the business is producing. The name I-Crab-U, based on the expression I Love You suggests that the company renders its service with love and dedication.
II. LOCATION OF THE BUSINESS

The proposed location for the I Crab U Companys office and pond site will be at 402 Marseilla Street Muzon 1, Rosario Cavite. The location is ideal for the crab because of the brackish water and the loam-clay that is suitable for it. The warehouse will be utilized for the storage of trucks, crabs, and accommodation of the workers.
III.
BRIEF DESCRIPTION OF THE BUSINESS
1 | Page
The proposed business is
under Agriculture industry; particularly in the aquaculture industry for the crabs is the primary product of the business. The crab will be directly sold to the wet market in Seaside Macapagal Boulevard, Pasay City. With high production and low cost business activity, the said business is expected to be profitable.
IV.
PROJECTS LONG-RANGE OBJECTIVES
After it launched its name in the industry and has undergone the first five years of operations, I Crab U Company forecasts business expansion. Alongside with the companys objectives, it enumerates the long range objectives of its business as follows: To create a sustainable competitive advantage To raise the best quality of crab To expand to a new market To increase the companys market share To fully return the investment made by partners in establishing the firm
2 | Page

INTRODUCTION
I. BACKGROUND OF THE STUDY

Crab farming has become an integral part of aquaculture in the country. This practice began in the early seventies when some fishpond operators in Bicol, Visayas, and Southern Tagalog started to culture crabs as a subsidiary crop in milk fish or bangus ponds. Scylla serrata is the common mud crab occurring in the estuarine and mangrove areas and is commonly called as red crab and it prefers to live in low saline waters. This specie is the biggest and most important member of the family of edible crabs in the Philippines. Mud crab, or alimango, is considered a delicacy and has become a popular fare in seafood restaurants. It is sought for its very tasty aligue or ripe eggs in the ovary. They are living both as a scavenger and a cannibal. The mud crab resource is a natural bounty for our country, which has a potential to change the socioeconomic status of the coastal communities. The coastal poor fishermen and educated unemployed youths should realize this act and take up crab culture or fattening in eco-friendly way to raise their economic status.
II. SIGNIFICANCE OF THE STUDY

The researchers believed that in conducting this feasibility study, the following persons or organizations will benefit from this research work. First, the students, the study can be a learning paradigm to them who may choose to test the feasibility of the same kind of business. It may enhance their knowledge on how 3 | Page

project.
to acquire relevant data, and
how to process them to give the readers information about the viability of the proposed
Second, the potential capitalists, this may give them awareness on how to use their resources in the wisest way by encouraging them to put it in an undertaking where they can surely get a return on investment. Simultaneously, it may develop their entrepreneurial skills by providing them business policies that they may effectively implement for the efficiency of operations. Third, the owners of the same kind of business, this study may contribute new ideas that they may apply especially if some of their strategies and known facts about the industry are outdated. Through the disclosed increasing number of their current rivals, it may boost their competitive spirit and move them towards the betterment of their business tactics. Finally, the industry, this study may serve as an agent on the reduction of gap between the supply and demand of crabs.
III.
STATEMENT OF THE PROBLEM
The study is created in order to assess the feasibility of I-CRAB-U as a crab grower and distribution business. In order to do so, the researchers developed the following questions covering the management, marketing, technical, financial, and socio-economic aspects of the study.
4 | Page

corresponding legal requirements? 2. What is the management structure?
Management Aspect
1. What form of business organization is suited for the business and its
3. What are the appropriate policies to be implemented by the company? 4. How will the business control its activities, resources, and employees? 5. What are the requirements, qualifications and responsibilities of the employees? 6. What will be the salaries and benefits of employees? Marketing Aspect 1. Who is/are the target market of the business? 2. Does the study ascertain that there is an existing demand and demandsupply gap for the product? 3. Who are the competitors of the business? 4. What promotional activities will the business conceived to communicate the merits of the product offered and persuades target customers to buy? 5. What are the strengths, weaknesses, opportunities, and threats of the business? 6. Is there a competitive advantage for the business? Technical Aspect
5 | Page

activities involved in crab growing? 2. Is the location suitable for the proposed business?
1. What
are
the
3. What are the appropriate pond size and layout as well as the office size and layout of the business? 4. What is the most efficient way to sell the crab and deliver it to its target market? 5. What are the equipment and furniture and fixtures needed for the operation of the business? Financial Aspect 1. How much capital is needed by the company to establish and operate the business? 2. What are the expected total projected cost, and its breakdown according to major components? 3. How would it be financed? 4. What is the projected financial performance and growth of the business for the next five years? 5. How much profit is expected? 6. How much would be the expected return of capital? Socio-Economic Aspect
6 | Page

its particular location?
1. What will be the
significant impact and benefits of the business to the society as a whole and
2. What are the contributions of the business towards the development of the economy? 3. How can it be beneficial for the people involved in the same business? 4. How will the business procedures promote awareness and establish its social responsibilities in the conservation of the environment?
IV.
OBJECTIVES
The feasibility study conducted aims to serve as a guide to those who plan to establish a crab growing company. It is directed towards the goal of determining the over-all feasibility of the business given the management, marketing, technical, financial, and socio-economic aspects. Management Aspect 1. To identify the form of business organization most suited for the business and its legal requirements. 2. To illustrate and clearly discuss the management structure. 3. To identify the appropriate polices to be implemented by the company. 4. To determine the business control that must be applied in terms of activities, resources, and employees in this kind of business. 7 | Page

5. To employees. 6. To identify the salaries and benefits of the employees. Marketing Aspect 1. To define the target market of the business.
identify
the
requirements and qualifications as well as the responsibilities of the
2. To determine and analyse the demand and supply gap to be used in the projected sales. 3. To identify key competitors of the business. 4. To ensure that the product will be promoted in an efficient way in which it can penetrate into the market. 5. To provide analysis of the strengths, weaknesses, opportunities, and threats of the business. 6. To know the competitive advantage of the business. Technical Aspect 1. To know the activities involved in crab growing. 2. To describe the geographical location of the business and prove that it is suitable and convenient to make the services available to the target market. 3. To illustrate the pond size and layout as well as the office size and layout of the business.
8 | Page
4. To determine the
process in crab growing and how to distribute or deliver it to the market. 5. To determine the quantity, type, and cost of the necessary equipment, furniture and fixtures to be used in the operation of the business. 6. To determine where to acquire the supplies and necessary equipment and furniture for the operation of the business. Financial Aspect 1. To determine the initial capital requirement for the commencement of the business. 2. To make a realistic, complete, and conservative estimate of the total cost to put up a project. 3. To know how the business will be financed. 4. To determine the projected financial performance and growth of the business for the next five years through the presentation of its financial statements. 5. To determine the expected profit. 6. To determine the expected return of capital. Socio-Economic Aspect 1. To determine the significant impact and benefits of the business to the society as a whole and in its particular location. 2. To determine the contributions of the business to the economy. 3. To determine the benefits of this to the people involved to the same business 9 | Page

the total welfare of the community in which it operates.
4. To enumerate the
activities that the business will do in incorporating its social responsibilities for
V. SCOPE AND LIMITATION
The feasibility study covers and examines the management, marketing, technical, financial, and socio-economic aspect in line with the feasibility of engaging in a crab growing company. Limitations that stumble upon the proponents are considered here. The study comprises its target market understood to be the stall owners who sell crabs positioned in Seaside Macapagal Blvd. in Pasay City. The said location was chosen by the proponents since it is situated near different seafood restaurant, malls, wet markets and even commercial areas. Obtained information from the market is to remain constant with the proponents but changes to consumers savour may occur. This facet is under no control.
VI.
METHODOLOGY
Various data gathering methods are adapted by the group to acquire relevant information that would be necessary in the completion of the study. Potential business site and target market
10 | P a g e
The
group
derived information relevant to the business site such as the area of the said location, the rules and regulations pertaining to the business management. The target market of the said business is the wet market in Seaside Macapagal Boulevard, Pasay City. The group obtained data and information directly from the stall owners who sell crabs and the General Manager of Seaside. Surveys The surveys were conducted within the premises of Seaside Macapagal with respondents representing their stalls. The number of respondents is based on the number of stall owners in Seaside. Data Tabulation and Analysis The data gathered from the respondents are tabulated, processed, and then analysed for the benefit of the interested users. Various forecasting techniques were used to determine the projected values of demand and supply.
11 | P a g e

MANAGEMENT ASPECT
I. INTRODUCTION
Management is defined as the process of planning, organizing, directing and controlling of the companys activities. Management formulates plans and policies to guide the company to run smoothly. It aims to achieve the goals and objectives of the company. It also covers information about the formation of partnership, the preparation and control for the employees, their compensation and benefits, as well as the policies implemented in the business. This part of the study encompasses the information on how the business will be established and how it will operate during its existence and what changes it may have in the future. The Articles of Co-Partnership will also be provided to properly design the operation, type and nature of the business, and the partners. Legal requirements that the business need to comply with before it starts its operations are also enumerated and discussed. In connection to the date of its operations, the projects time table of activities is also presented. The organizational structure is shown as well, to give information about the hierarchy of positions and responsibilities inside the business. It also gives the manpower requirements of the business, such as the job description and qualifications of each position. Organizational policies are also shown, which include the corresponding compensation of the employees. The internal control of cash collections, disbursements, inventories, and other accounts are also discussed. The nature of how the partnership operates and how operational activities should be properly treated is well discussed and presented.
12 | P a g e

STATEMENT A. MISSION
II. MISSION AND VISION
To continuously supply the wet market particularly the stall owners who sell crabs in order for them to continue to the market with quality crabs at competitive prices and serve as an instrument to bring customer satisfaction with the highest regard for business ethics. B. VISION To raise and supply a superior quality crabs and eventually grow as a market supplier in the crab industry.
III.
FORM OF OWNERSHIP
According to Article 1767 of the Civil Code of the Philippines, Partnership is a contract whereby two or more persons bind themselves to contribute money, property, or industry, to a common fund, with the intention of dividing profits among themselves. The business shall be established in the form of partnership composed of three (3) general partners. As to activity, the business is a trading partnership whose main activity is to sell crabs. As to object, it is a particular partnership- the partners are to contribute determinate things. As to liability of partners, it is a general co-partnership which consists of general partners who are liable pro-rata and might be solidary liable with their
13 | P a g e

separate
property
of
partnership liabilities. As to duration, it is a partnership at will which may be terminated anytime by mutual agreement of all partners or by will of one partner. As to legal existence, it is a de jure partnership which has complied with all the requirements for its establishment. And as to publicity, it is an open partnership wherein all the identity of the partners are made known to the public. Partnership as the form of the proposed business is more appropriate than sole proprietorship because a large amount of investment is needed, and since there is a collective contribution of money, property, and industry among partners, it is easy for them to establish the business with regard to the resource requirements. Furthermore, it is more appropriate than as a corporation, since the formation and management of a corporation is more complicated. Another thing is the attached unlimited liability to the partners is also an advantage to attract creditors. Although a partnership has some disadvantages like the possibility that the partners can be personally liable in case of losses and the complexity in its stability because the relationship between the partners maybe subject to change anytime, it is believed that the benefits for pursuing this kind of business will still outweigh its costs and with proper management and effective strategies to be undertaken, the firm will establish a name that will make it reliable source in the crab growing.
IV.
LEGAL REQUIREMENTS
The following registration requirements have to be complied with in order for any enterprise to operate lawfully.
14 | P a g e

EXCHANGE COMMISION (SEC) a. Registration/Recording of the Partnership Basic requirements: 1. Name Verification Slip; 2. Articles of Partnership; and
A. SECURITIES
AND
3. Join affidavit of two partners undertaking to change partnership names in the even another person, entity or firm has acquired a prior right to use of the same name or one similar to it (not required if the Articles of Partnership has provision on this commitment). Additional requirements: Endorsement/clearance from other government agencies, if applicable b. For partnership with foreign partners 1. SEC Form No. F-105 2. Bank certificate on the capital contribution of the partners 3. For foreign partners who want to register their investments with the BSP Proof of remittance: (If it is a limited partnership, the word Limited or Ltd should be added to the partnership name. Articles of partnership of limited 15 | P a g e

partnerships should be under oath only (jurat) and not acknowledged before a notary public) B. DEPARTMENT OF TRADE AND INDUSTRY (DTI) a. Completely filled up application b. Photocopy of SEC/CDA Certificates of Registration c. Articles of Partnership d. Board Resolution/ Partnership agreements for authorized signatories e. Registration fee of Php 500.00 plus Php 15.00 documentary stamps. C. CITY OR MUNICIPALITYS MAYOR OFFICE a. Article of Co-Partnership b. Location Clearance c. Sanitary Permit d. Bureau of Internal Revenue Registration e. SSS Clearance f. Barangay Clearance
g. Treasurers Clearance h. Community Tax Certificate i. Tax declaration of Real Property
16 | P a g e

Fire Protection Clearance k. Application to engage in Business l. Police Clearance
j.
Bureau
of
D. DEPARTMENT OF HEALTH (DOH) a. Sanitary Permit- Submit to the Sanitation Inspector assigned to
your establishment, photocopies of the following documents: a. Official Receipts of payment of the Sanitary Fee b. Inspection report of the sanitation Inspector to include the following among others: 1. 2. Microbiological analysis of water from water laboratory Pest Control Contract of Service/ agreement of Contract
Service from licensed pest applicator 3. Master list of all employees of the establishment with
respective designation/position: a. Original Health Certificate of all employees of the establishment including that of the Manager(s) and/or Owner for presentation b. Photocopy of the Health Certificates for submission c. Schematic diagram/ Floor Plan of the establishment
17 | P a g e

Occupancy Permit of the establishment e. Photocopy of previous Sanitary Permit (for renewal) E. DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES (DENR)
d.
a. Description of the project development indicating the name, address, type and purpose, location, description of the environmental setting, scale and cycle, source of environmental impacts management measure, status of the project and signature of project proponents. b. Additional documents 1. Certificate of location clearance 2. Plant lay-out 3. Coloured picture of sites perspective 4. Drainage plan 5. Estimated volume of water usage including waste water
characterization 6. Report of the consultative process undertaken 7. Notarized accountability statement of project proponents F. BUREAU OF INTERNAL REVENUE (BIR) a. Tax Form
18 | P a g e

taxable) c. Documentary Requirements o
b. BIR Form 1903
application for Registration for Corporations/Partnership (Taxable/Non-
Copy of SEC Registration and Articles of Incorporation/ Articles of Partnership, as the case may be;
Copy of Mayors Business Permit or duly received Application for Mayors Business Permit, if the former is still in process with the LGU
Other Documents for submission only if applicable: 1. Contract of Lease; 2. Certificate of Authority if Barangay Micro Business Enterprises (BMBE) registered entity; 3. Franchise Agreement; 4. License to Do Business in the Philippines, in case of resident foreign corporation; 5. Proof of Registration/Permit to Operate with BOI, SBMA, BCDA, PEZA In the case of registration of branch/facility type: 1. Copy of the COR of the Head office for facility type to be used by the Head office and COR of the branch for facility types to be used by a particular branch; 19 | P a g e

former is not yet available; and 3. Contract of Lease, if applicable
2. Mayors
Permit or duly received Application for Mayors Business Permit, if the
Documentary Requirements for new application of Authority to Print o BIR Form 1906 together with the following: Job Order Final and clear sample Photocopy of Certificate of Registration, Payment form and Previous ATP Last booklet for verification Documentary Requirements for new Registration of Books of Accounts o BIR Form 1905 together with the following: New sets of Books of Accounts Photocopy of Certificate of Registration and paid current ARF (for immediate verification and in systems downtime) G. DEPARTMENT OF LABOR AND EMPLOYMENT (DOLE) a. Accomplished rule 1020 form b. Lay-out of business location
20 | P a g e

H. SOCIAL SECURITY SYSTEMS (SSS)
c. Vicinity map
As an assurance of protection of the employees right and conditions and as a labour requirement, all employees are required to be registered to Social Security System (SSS). This is in accordance with Republic Act No. 8282- the Act further strengthening the Social Security System thereby amending for this purpose Republic Act No. 1161, as amended, otherwise known as the Social Security Law Section 9. a) Coverage in the SSs shall be compulsory upon all employees not over sixty (60) years of age and their employers: Provided, that in the case of domestic helpers, their monthly income shall not be less than one thousand pesos (Php 1 000.00) a month; provided, further, that any benefit already earned by the employees under private benefit plans existing at the time of the approval of this Act shall not be discontinued, reduce or otherwise impaired; provided, further, that any changes, adjustments, modifications, eliminations or improvements in the benefits to be available under the remaining private plan, which may be necessary to adopt by reason of the reduced contributions thereto as a result of the integration, shall be subject to agreements between the employers and employees concerned; provided, further, the private benefit plan which the employer shall continue for his employees shall remain under the employers management and control unless there is an existing agreement to the contrary; provided, finally, that nothing in this Act shall be construed as a limitation on the right of employers and employees to agree on and adopt benefits which are over and above those provided under this Act.
21 | P a g e
b) Spouses who devoted
full time to managing the household and family affairs, unless they are also engaged in other vacation or employment which is subject to mandatory coverage may be covered by the SSS on a voluntary basis. c) Filipinos recruited by foreign-based employers for employment abroad may be covered by the SSS on a voluntary basis. The partnership must secure the SSS employee number. Benefits available to the members are Sickness, Disability, Maternity, Retirement, Death and Funeral, and Salary Loans Benefit. I. HOME DEVELOPMENT MUTUAL FUND With the signing of Republic Act No. 7742, it states in Sec. 4. Fund Coveragecoverage of the fund shall be mandatory upon all employees covered by the Social Security System and the Government Service Insurance System and their respective employers; Provided, however, that the coverage of the employees whose Monthly
Compensation is less than four thousand pesos (Php 4 000.00) shall be voluntary. ; Provided further, that upon membership with the Fund, their employers shall contribute an amount in accordance with section 5 of this Act. Such coverage may be extended to other working groups, with or without employer contributions, as may be determined by the Board of Trustees. The employer has fiduciary to register deduct from the salaries the monthly contributions of its qualified employees and remit these to the HDMF on the prescribed date. Procedures of registration for first time member companies 22 | P a g e

b. Prepare the following documents (2 photocopies): -
a. Accomplish
two copies of the Membership Registration/Remittance Form (M1-1)
SEC registration or the companys DTI and SSS registration R3 and R1 A Forms (SSS Registration and Remittance forms)
c. Present all documents (M1-1, registration and SSS forms) to the Marketing Division of the concerned Pag-IBIG branch office for verification (bring all original for authentication). Secure referral slip from Marketing Department staff. d. Proceed to offices Cash Division for payment of first monthly remittance. e. Submit the referral slip prepared by the Marketing Staff and all verified documents to the cashier. f. Succeeding remittance date shall depend on the schedule of payment of the office. Accomplished M1-1 shall serve as the remittance form for succeeding payments. g. Submit to the Marketing Office 2 copies of the accomplished Members Data Form (MDF) of all qualified employees to the Marketing Division on the second month after the first payment of contributions. h. The names of newly-hired employees that are covered by RA 7742 should be included in the accomplished M1-1 form and their corresponding contribution duly remitted to the fund. The accomplished
23 | P a g e

new employees shall be submitted on the following month.
MDF
of
the
J. PHILIPPINE HEALTH INSURANCE CORPORATION (PHILHEALTH) All government and private sector shall be required to register with Phil Health to enable them to provide social health insurance coverage by their employees. Private sector employers, including those of household helps, who have registered with the SSS prior to July 1, 1999 are considered automatically registered and will only be required to update their records with Phil Health. Registration procedures and documentary requirements: a. Submit the following at any Phil Health Office: For Government Sector Employers Data record of ER1 Form (in duplicate) M1a forms for each employee (in duplicate)
For Private Sector Employers Employer Data Record or ER 1 Form (in duplicate) Business permit/license to operate and/or any of the following: 1. Department of Trade and Industry Registration 2. Securities and Exchange Commission Registration 3. Barangay Certification and/or mayors Permit
24 | P a g e

processing, the employer will be issued the following:
b. After
1. Phil Health Employer Number (PEN) and the Certificate of Registration 2. Phil Health Identification (PIN) and Member Data Record (MDR) of registered employees c. Employers are required to display the Certificate of Registration inconspicuous area.
25 | P a g e

V. BUSINESS TIME TABLE
2013 Nov Aug Jan Feb Sept Oct Activities Feasibility Study Capital contribution Site Selection Accomplishm ent of Legal Requirements Preparation of Pond, Cage Design, equipment, and workers Stocking of Crab Seeds Feeding of Crabs Cage Maintenance Crab Fattening Harvesting, Handling, and Delivering of Crabs and Preparation for new crab seeds Table 1.1 July Dec 2014 Mar May June Apr
26 | P a g e
The business will commence
after 6 months pre-operating activities. In this span of time, activities such as feasibility study, capital contribution, site selection, accomplishment of legal requirements, and preparation of the pond, cage design, equipment and workers, and anticipation of possible problems are needed to be undertaken. At the start of the procedure, on the first 3 months of the pre-operating activities from July to September, contributions and investments of each partner and the site selection shall be planned according to what is necessary for the business. Planning of assessment of the feasibility study of the business should also be considered. On the 4th and 5th month is the completion of all legal requirements for the business. The last month of the pre-operating activities which is December will be allotted for the preparation of the pond, cage design, equipment, and hiring of workers. It is important to prepare the site for the start of the operation of the business for the following month. January will be the start of the operation and this month will be allotted to the feeding and stocking of crab seeds. The early months will be the most critical part of crab growing phase. The pond supervisor and the workers must ensure that the crab seeds are well fed and the pond must be maintained. On the next 3 months of the operation will be the feeding and alternately maintaining the pond and the cages. On the following month, it will be allotted to the crab fattening where some crabs will be stored in a special cage and will be fed twice a day. This will be done in 10-15 days. June will be the busiest month of operation because it will be the harvest and handling of matured crabs, delivery to markets, the preparation of the pond and cages,
27 | P a g e

the crab seeds.
and the storing and feeding of
VI.
ORGANIZATIONAL STRUCTURE
Figure 1.1 The organizational structure presented above shows the position that is needed for the operation and administration of the business. The General Partners are located at the uppermost level of the hierarchy. They are the one who will have the highest position in the business. Next to them are the Accountant and the Managing partner which will report to the General Partners. The Managing partner will be in-charge in the decision making and ensuring that the business operations are carried out in an effective and efficient manner. The Accountant, on the other hand, is responsible for the keeping and maintaining the companys accounting records. He/she will prepare the financial statements and will be reporting to the general partners any problems he/she will encounter during the business operation. Under the Managing partner are the Pond Supervisor and the Facility Supervisor. The Pond Supervisor will take over the pond site and will ensure that the site is observing proper sanitation. He is also responsible in the acts of his subordinate. The Facility Supervisor will be responsible in the office of the business. He is also expected to take charge of the office equipment and maintain proper usage of the facilities of the company and in the cleanliness of the office and observe good customer relationship.
28 | P a g e

The two
supervisors
will
report to the managing partner regarding the operations in their respective sites. The Pond Supervisor has three (3) subordinates, the Feeding, Maintenance, and Harvesting and Handling Personnel. The feeding personnels responsibility is to feed the crabs and to maintain a good quality of crabs. The maintenance personnel will be on maintaining the proper structure of the cages and the pond site, and to clean and to prepare the fattening cages and the hatchery. Harvesting and Handling Personnel will take charge on the harvesting of the crabs that are already mature, and for the proper handling before delivering to the customers. Lastly, the Facility supervisor has two (2) subordinates which are the cashier and the driver. The cashier will be handling and recording the receipt of payment from the customers and is responsible for the safekeeping of the cash in the cash drawer. The drivers will take over on the delivering of the crabs to the customers and is also responsible in obtaining new customers that they will encounter along their way.
VII. MANPOWER REQUIREMENTS

The business will be having a managing partner who will act as the over-all manager of the company. Under the managing partner are the pond supervisor and the facility supervisor. The pond supervisor will take care of the pond and other activities in the pond site and will be the one in command after hiring the personnel for feeding, maintenance, and other workers who will work for the harvesting and handling. The facility supervisor will be the one who will manage and maintain the condition of the office in Cavite, the equipment and supplies. The driver will help in delivering the crabs
29 | P a g e

and other
transportation
activities. The cashier will be the one to record all the expenses incurred during the operation and will take charge on the compensation of other workers. The accountant will be in charge in the whole accounting process and in the preparation of the financial statements.
30 | P a g e

REQUIREMENT OF I-CRAB-YOU:
MANPOWER
Position Managing Partner Accountant Pond Supervisor Facility Supervisor Cashier Driver Feeding Personnel Maintenance Personnel Harvesting and Handling Personnel
Number of People 1 1 1 1 1 2 5 5 5
Type of employee Regular Regular Regular Regular Regular Regular Regular Regular Regular
Number of Working Hours 8 hours 8 hours 8 hours 8 hours 8 hours 8 hours Irregular Irregular Irregular
Table 1.2 The three general partners are composed of Mr. Jessel V. Lerio, Mr. Carlo Paolo Basa, and Mr. Earl Christian C. Bolos. Mr. Lerio, a graduate of Aquaculture course, will be the managing partner and will be choosing the personnel and workers that their business will hire. The success of the business depends on the performance and attitude of its personnel and employees. This part will discuss the following job analysis for each of the organizations personnel and employees with their corresponding qualifications. Accountant He or she shall help the manager in implementing good internal control and is responsible in the whole accounting process. The accountant should maintain 31 | P a g e

proper responsible for the preparation of the financial statements. Qualifications: Office With excellent written and verbal communication skills Hardworking, self-motivated, and a team leader Male or Female, 25-35 years old Must be a Certified Public Accountant With at least 2 years work experience
and
good
relationship among his or her co-workers. An individual in this position is also
Has a proficient and strong knowledge in MS Excel and other MS
Pond Supervisor He shall implement good internal control of the business in the pond site and be responsible in directing and leading his subordinates. He is responsible for the smooth operations of the farm in Cavite and maintains proper relations between workers inside the pond site. An individual in this position prepares the program about crab growing report. He must find ways to make the company more productive. He must also communicate information that happens in the pond to the managing partner. Qualifications: Male, 25-35 years old 32 | P a g e

be a graduate of any business or aquaculture related course. Has a proficient knowledge in aquaculture works or business With a strong leadership background With excellent written and verbal communication skills Hardworking, self-motivated, and a team leader Skilled in problem analysis and decision making skills Must
Facility Supervisor He shall implement good internal control of the business in the office and be responsible in directing and leading his subordinates. He is responsible for the smooth operations of the farm in Cavite and maintains proper relations between workers inside the office. A facility supervisor prepares the program about operating report. He must know the problem that the business is facing to make company more productive and communicate information that happens in the office to the general partners. Qualifications: Male, 25-35 years old Must be a graduate of any business or aquaculture related course. Has a proficient knowledge in aquaculture works or business Used to do some office works 33 | P a g e

excellent written and verbal communication skills Cashier Her main responsibilities are to receive cash payments, issue receipts, refund and credit charges due to customers. She must report cash collections and expenses every time she will encounter changes. Qualifications: Female, 20-30 years old At least college level Computer literate With good communication skills Service oriented, organized and can work with pleasant Hardworking, self-motivated, and a team leader Has a knowledge in maintenance of pond equipment Skilled in problem analysis and decision making skills With
disposition even under stressful conditions Drivers The most important duty of the driver is to deliver the crabs to Seaside Macapagal in Pasay City drivers are also expected to help with the loading and 34 | P a g e Must have taken fundamentals of accounting principles.
unloading
of
their
products and make sure that their vehicles are maintained in good working condition. Package delivery service drivers and those whose job involves sales often have to accept payment for services and handle other paperwork related to the delivery. Some may be responsible for obtaining new customers along the delivery route. Qualifications: Male, 25-35 years old Has a professional drivers license certified by the LTO Must be physically fit At least high school graduate Service oriented and efficient
35 | P a g e

Pond Personnel They are responsible for the feeding, maintaining, harvesting, and handling of the crabs and the pond site. They must do their best to maximize the production according to the desired measurement in order to achieve higher profit. They must also maintain the cleanliness in all aspects. Qualifications: Male or Female, 20 years old and above Hardworking Has a knowledge regarding aquaculture aspects Must be physically fit Service oriented and efficient
MANPOWER RECRUITMENT AND TRAINING The positions to be hired by the general partners will only be the accountant, pond supervisor and facility supervisor. The pond supervisor and facility supervisor will be in charge of their subordinates. Requirements such as resume, National Bureau of Investigation clearance, police clearance, medical certificate, birth certificate, and school credentials (college/high school diploma, certificate of good moral character, transcript of records, recommendations), drug test, SSS and TIN, and certificate of employment from previous employer shall be needed in order to assess well the people who will work in 36 | P a g e
the business. Any erroneous
information that the applicant would give shall be a ground for non-acceptance. Interviews will be scheduled right after the submission of the said requirements for those who will qualify in the job qualification. The two mentioned supervisors that will be accepted shall undergo one month training for them to be familiar with their duties and responsibilities, as well as the business internal control and process. At this phase they will be considered employees, which is why they will also be oriented on how they are expected to perform and how compliance to the companys rules and regulations are of vital importance. The supervisors chosen tasked with hiring shall give the orientation and supervise the training of new employees, with the consent of the partner.
VIII. SALARIES AND COMPENSATION SCHEME

EMPLOYEES ACCOUNTANT FACILITY SUPERVISOR POND SUPERVISOR CASHIER DRIVER FEEDING PERSONNEL MAINTENANCE PERSONNEL HARVESTING AND HANDLING PERSONNEL Table 1.3 Computation of Overtime Pay On Ordinary day Regular hourly rate= minimum wage rate/ 8 hours BASIC PAY Php. 14,982/month Php. 12,030/month Php.12,030/month Php. 9,386/month Php. 9,087/month Php. 349.50/ day Php. 349.50/ day Php. 349.50/ day
37 | P a g e

hourly rate + 25% of regular hourly rate On rest day and special day Hourly rate= 130% of regular hourly rate
Overtime rate= regular
Overtime rate= hourly rate on rest day + 30% hourly rate on rest day On rest day which falls on a special day Hourly rate= 150% of regular hourly rate Overtime rate= hourly rate + 30% of hourly rate On a regular holiday Hourly rate= 200% of regular hourly rate Overtime rate= hourly rate + 30% of hourly rate On a rest day which falls on a regular holiday Hourly rate= 260% of regular hourly rate Overtime rate= hourly rate + 30% of hourly rate
38 | P a g e

IX.
EMPLOYEE BENEFITS A. SOCIAL SECURITY SYSTEM CONTRIBUTION Republic Act No. 8282, otherwise known as the Social Security Act of 1997, refers to the social security system in the Philippines that is initiated, developed, and promoted by its Government. The social security system is aimed at providing protection for the SSS member against socially recognized hazard conditions, such as sickness, disability, maternity, old age and death, or other such contingencies not stated but resulted in a loss of income or results to a financial burden. The employees and his/her employer(s) are to contribute for the social security benefits of the said employee in accordance to a given schedule by the Philippine Social Security System. Monthly employee contribution depends on the employees actual monthly salary. B. CONTRIBUTION TO PHILHEALTH The employee and his/her employer(s) are to contribute for the medical insurance of the said employee in accordance to the Republic Act 7835 on Medicare Program which is administered by the Philippine Health Insurance Corporation (Phil Health). Monthly employee contribution depends on the employees actual monthly salary. The contribution schedule is provided by Phil Health C. CONTRIBUTION TO HDMF (PAG-IBIG) The employer(s) is/are required to contribute not more than Php. 100.00 per month to the employees Home Development and Mutual Fund. In accordance to the periodic remittance schedule provided by HDMF, the employer(s) will remit this contribution in
39 | P a g e

addition to employees which is to be deducted from his/her salary. D. VACATION LEAVE
that
of
the
Book III, Chapter III of the Labor Code of the Philippines covers the employees right for Service Incentive vacation leaves. This basically entitles the employee working in the Philippines a yearly service incentive leave or in other words, a paid leave of five days. All employees are eligible for vacation leave for five (5) days in the business with pay. E. PATERNITY LEAVE The paternity leave shall be for seven (7) days, with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board, if any, provided that his pay shall not be less than the mandated minimum wage. F. MATERNITY LEAVE Maternity leave benefits in the Philippines are stipulated by law for both the public and the private sectors in the land, in favour of women workers. Female employees, whether married or unmarried, shall be entitled to maternity leave of sixty (600 days for normal delivery or seventy-eight (78) days for Caesarean delivery with pay equivalent to the normal rate of daily salary. G. SICK LEAVE This shall be granted to all employees suffering from illness. He/she may leave work ten (10) days provided that he/she is able to present a medical certificate from an authorized and certified doctor.
40 | P a g e
H. BONUS
Bonus is paid gratuitously to the employees for his industry or loyalty; hence, it is neither generally enforceable nor demandable. Midyear bonus, equivalent to ten per cent (10%) of net income after tax on prior year, shall be given to the employees who work in the company for at least one year. This bonus shall be divided pro-rata, based on the basic pay of the employees. No bonus shall be distributed if no profit is earned. I. THE 13TH MONTH PAY As mandated by the Presidential Decree No. 851, the employee shall receive a bonus salary equivalent to one (1) month, regardless of the nature of his/her employment, not later than December 24 of every year.
X. BUSINESS POLICIES
A statement of policies will enable the company to achieve efficient and effective operations which will be beneficial in every part of the company as well as the customers and the general public. This statement cannot cover all circumstances or anticipates every situation thus, advising the manager to apply the overall philosophy and ethical standards observed by personnel and staff. Any violation may result to disciplinary action, which might lead to termination of the contract with the employee. A. ASSET RELATED POLICIES To safeguard the assets of the company whether tangible or intangible and to maximize utility The assets of the company are to be solely by the personnel having the right of administration over it. 41 | P a g e

The companys assets shall be for the use and for the future benefits of the company and only for valid business purposes. Other than such is strictly prohibited by the administration. No one is allowed to transfer without consideration any companys asset to other people except in the ordinary course of business or in valid reasons provided that it is known and with consent of the partners. Confidential information purporting to the assets of the company should not be disclosed to employees who do not have a business need-to-know and to external entities until it has been notice to public. The acquisition of assets other that inventories are to be discussed and decided by the partners. B. EMPLOYEE RELATED POLICIES Establish the duties and responsibilities that the employee must adhere to as a condition of employment. Every employee must wear their prescribed uniform Each shall perform their work effectively and efficiently while considering the terms of their contract Punctuality must be properly observed and this will be monitored through daily time Bundy clock system upon their arrival and departure on the workplace. The workers are encouraged to arrive at the working area thirty
42 | P a g e
(30)
minutes
earlier for them to prepare and properly groom themselves for their work. Excused and unexcused tardiness shall correspond to payroll deduction effecting after fifteen (15) minutes grace period. Therefore, if an employee reports to work 16 minutes after the start of the shift, he/she shall be considered late for the said time. The standard computation in the salary deduction on tardiness is: Actual Rate per Hour = Rate per minute 60 minutes Excessive absenteeism and tardiness disrupt operation and place additional burden on co-workers. Abuses therefore will be subject to disciplinary actions. Failure to adhere regarding employees respective schedule has its equitable sanctions which shall be imposed by their attending superior. Consumption of alcohol and taking cigarettes during office hours are strictly prohibited. No one shall engage themselves to other business that will create conflict of interests and will deteriorate the quality labour. The company implements its own progressive disciplinary measures for offenses in their varying degree or frequency. The rulings apply to any and all employee conduct that the company finds necessary to be addressed. All sanctions and performances standards herein stated underlie from business desire to provide safe and protective environment for the general interest. 43 | P a g e

granting due process.
Oral
reprimand,
written notice, suspension and termination are the some sanctions executed
OFFENSES AND PENALTIES VIOLATIONS ON 1) Performance of Duties and Responsibilities 2) Professional Behaviour 3) Attendance Policies 4) Safety 5) Security 6) Company property maintenance 7) Trust and Confidence 8) Misappropriation of company funds 9) Any act contrary to laws, morals, and good custom Termination Warning Suspension for three (3) days Suspension for two (2) weeks Termination Warning FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE FOURTH OFFENSE
Suspension for one (1) day
Suspension for one (1) week Termination
Table 1.4
Performance of Basic Responsibilities and Policies Leaving workplace without permission
44 | P a g e

Sleeping during working hours Negligence or poor work performance Noncompliance with proper uniform
Professional Behaviour Improper behaviour toward clients and customers Working under influence of prohibited drugs (immediate dismissal) Noncompliance with proper uniform
Violation of Attendance Policies Safety Smoking in the workplace Working under influence of alcohol Noncompliance with proper usage of dangerous equipment policies, especially in the workplace Noncompliance with health, safety, and environmental policies Tardiness Frequent absenteeism without justifiable cause
Security 45 | P a g e

Entering to restricted areas off the company without proper authorization
46 | P a g e

Maintenance
Company
Property
Misuse or destruction of company supplies, tools, equipment, and other properties
Vandalism
Trust and Confidence & Misappropriation of Company Funds Act of swindling or estafa Destruction of company records and documents; submission of fake documents for appreciation for employment Theft of company properties
C. EMPLOYER RELATED POLICIES Establishes the duties and responsibilities of the employers (the managers and the general partners) Each employer shall be in their corporate suit upon entering the companys premises to be identified by the employees. Each shall properly implement operating policies and maintain pleasing behavioural conduct to establish a vigorous working environment. Each shall adhere to their respective working schedules. Employer must not engage themselves to other businesses that demeanour the interests of the company and will eventually resulted to 47 | P a g e

efficient operation.
poor
and
Superiors must assure that their subordinates are working effectively and efficiently while taking into consideration the terms and conditions of the contract.
D. COMPENSATION POLICIES All the members of the organization shall receive compensation with the average salary that is imposed by the managing partner in conformity with the labour code and relative to the acquired position. Salaries payment will be on every 15 th and 30th day of each month following the imposition of the National Wages and Productivity Commission under the Department of Labour and Employment. Each amount is subject to increase on the 3rd to 5th year of operation as one of the proponents assumption. E. ENVIRONMENTAL AND SOCIAL POLICIES The company shall provide a safe and healthy work place for its members and must abide safe operating procedures. Operations of the company implemented by the partners shall consider environmental aspect to prevent destruction of natural creation. Operating policies developed by the partners shall consider local and national economy for the common benefit mankind such as justifiable increase of the prices of the crabs.
48 | P a g e

XI.
INTERNAL CONTROL
Any organization, no matter how small or big it is, enforces an internal control designed to direct, monitor, and measure its resources. This is done to produce reliable financial reports, timely feedback on the achievement of operational and strategic goals, and to check compliance with laws and regulations. Internal control procedures reduce process variation and risk of errors and irregularities resulting from any intentions leading to more predictable outcomes. SEGREGATION OF DUTIES The company strictly implements that no employee shall singlehandedly manage a transaction. The designation of related duties specifically pertaining to approval or authorizing transactions, physical custody, and record keeping shall be designed to different individuals. PHYSICAL CONTROLS Adequate security over access to assets and records are made through various ways. These include the use of safes for cash and business papers, locks for storage room and cabinets for supplies and records and pass keys for computer facilities. The company also installs CCTV camera and alarm to prevent break-in and theft. Bundy clock is used to assist in tracking the hours each employee worked. PERFORMANCE REVIEW Periodic review and analysis of actual performance set against budget, forecasts, and prior period performance are included in the control activities of the company. 49 | P a g e

customer satisfaction, loyalty, and desired business outcomes. CASH RECEIPTS
Customers surveys may
be done in determining what actions are needed to be taken to improve and enhance
Responsibilities for cash receipts function will be segregated from cash disbursement. 1. All cash receipts shall be evidenced by an official receipt. 2. Responsibilities for collecting, depositing, and accounting for receipts shall be performed by the cashier, general manager, and the accounting supervisor, respectively. 3. Cash receipts should be deposited on a daily basis and properly recorded. 4. Responsibilities for preparing and approving bank account
reconciliations will also be performed by the accounting supervisor. 5. The bank account should be reconciled within thirty (30) days of the statement date. 6. All shortages and/or overages must be investigated and to the extent possible, corrected. 7. Duplicate deposit slips will be prepared and validated by the bank, and compared with amounts recorded in cash receipts record. CASH DISBURSEMENT
50 | P a g e

vouchers will be pre-numbered.
1. All
check
2. Signature of any of the partners and that of the general manager shall be present before the checks can be issued. 3. Bills or vouchers shall be presented with checks for signature. PAYROLL o Detailed record of hours worked shall be maintained and approved, if appropriate. o Responsibilities for supervision and timekeeping are assigned to the facility supervisor while payroll processing, disbursement, and general ledger functions shall be assigned to the cashier. o Completed payroll charges shall be reviewed by any of the partners before disbursements are made. Upon approval, the partner can already prepare the checks to be distributed by the accounting supervisor to the employees and pond personnel, then, shall sign the payroll sheet as proof to the receipt of the checks. o Pay day will be on the fifteenth (15th) day and the end of the month for regular employees and every after work for non-regular employees. CAPITAL ASSETS o Responsibilities for the property record function shall be assigned to the facility supervisor while general ledger function shall be to the cashier.
51 | P a g e

o improper o unauthorized use. o o
Written
procedures shall be implemented for safeguarding of equipment against
Adequate provisions will be made for safely storing equipment. Facility control such as locks shall be provided for the equipment and authority to such shall be designated to those in charge of the operation of such assets.
52 | P a g e

MARKETING ASPECT
I. INTRODUCTION
The most important part of feasibility study is the marketing aspect. This aspect discusses the demand and supply for the study of Mud Crab Farming. The marketing aspect aims to answer whether the demand gap exists, as well as the pricing for producing mud crab. The target market of I Crab U is also determined here. The survey conducted is discussed in this particular aspect, with each having a specific relevance and purpose to the feasibility study.
II. MARKET DESCRIPTION

Crab Farming has become an integral part of aquaculture in the country. This practice began in the early seventies when some fishpond operators in Bicol, Visayas and Southern Tagalog started to culture crab as a subsidiary crop in milk fish or bangus ponds. As of now, CRABS are one of the aquatic commodities that demand high prices in the local and international markets. In the Philippines, the mud crab ( ScyllaSerrata ) or alimango and the blue crab ( PortunusPelagicus ) or alimasag are the most common species harvested for local consumption and export. It is also considered a delicacy and has become a popular fare in seafood restaurants. Moreover, MUD CRABS are sought for its very tasty aligue or ripe eggs in the ovary, especially female crabs. It is also highly-esteemed gourmet seafood in Hong Kong, Taiwan, Malaysia, Singapore, China
53 | P a g e

a mud crab exporter to these countries.
and Japan. The Philippines is
Growing mud crabs and other fish species is envisioned to be a major aquaculture program since the Philippines is among worlds biggest fishery producers. In 2011, the country produced 15,730 metric tons of mud crabs. According to the Bureau of Agriculture Research (BAR), growing mud crabs is a profitable venture. A farmer can harvest 1,200 kilograms of mud crabs per hectare per cropping of five months. At P400 per kilo, it can give an additional income to farmers of P480, 000 per cropping or P960, 000 for two cropping a year. Hence, we do not only fulfil the primary function of aquacultural sector which is to provide the domestic needs of consumers. It is also able to benchmark the local products as good in terms of quality as with the exportable goods, therefore adding not only income to the country but prestige for the world class products of the Philippines.
III.
TARGET MARKET
54 | P a g e

Figure 2.1 The primary objective of I Crab U is to be the core of Crab Farming Industry, specifically Mud Crab distribution, by being the major supplier of the best quality mud crabs with reasonable and economic pricing in the Philippines specifically in the Wet Markets in Seaside Macapagal Blvd., Pasay City. With this goal in mind, the company has chosen this as its target market. The company shall deliver its product at the said markets which shall then serve as the business channel to provide the consumers with the highest quality mud crabs present in the industry.
IV.
SURVEY SUMMARY AND INTERPRETATIONS
A survey was conducted to gather primary data with regards to the supply and demand of mud crabs and their willingness to accept new suppliers. Survey questionnaires were distributed among the wholesalers in the wet market of Seaside Macapagal Blvd., Pasay City. The respondents who answered the survey are also the potential customers our company wishes to serve.
A. Sampling Method
55 | P a g e

In
determining
whether there would be a market share for this proposal, the proponents would need to gather data and test its feasibility. As a way of data gathering, the proponents decided to use Convenience Sampling.
Convenience Sampling is a non-probability sampling technique where subject are selected because of their convenient accessibility and proximity to the researcher.
B. Results of the Survey 1. Do you sell crabs?
All the 16 respondents answered that they are selling crabs.
2. Where do you get your crabs?
Figure 2.2 From the 16 respondents, 12 are getting their crab supplies from their suppliers while 4 of them are producing their own supplies. 3. How many kilos do you order in a week? Figure 2.3 56 | P a g e

From
the
16
respondents, 4 respondents order up to 100 kg per week. 5 respondents order up to 200 kg per week, 2 orders up to 300 kg per week and 1 orders upto 700 kg per week. 4. From whom do you get your crab supplies? Out of 12 respondents, 6 are getting their supplies from Roxas City, Capiz. The remaining 6 are getting from other suppliers located at different locations like Bicol and Bataan.
57 | P a g e

they supply in a week? Figure 2.4
5. How many kilos do
Out of the 12 respondents who get their crabs from suppliers, 5 are being supplied up to 100 kilos per week, another 5, with 101-200 kilos a week. The remaining 2 are being supplied with 201-300 kilos and 301-400 kilos a week each. 6. How much do you pay per kilo?
Figure 2.5
58 | P a g e

550.00 per kilo and 1 pays from 851.00-1000.00 per kilo.
From
the
sixteen
respondents, 7 respondents pay from 250.00-400.00 per kilo, 4 of them pay 401.00-
7. What incentives do they offer?
Most of the respondents, 11 out of 16, often get discounts and incentives from their suppliers. The discount they get from their suppliers ranges from 3% to 15%.
8. Is there any peak/lean season in selling crabs?
The respondents answered that the peak season for crab purchase is usually from the months of September to January, the Christmas Season. And for the lean season, the respondents said that crab purchase is low during March, June up to August.
59 | P a g e

9. Are accept new suppliers? Figure 2.6
you
willing
to
From the 16 respondents, 12 are willing to have a new crab supplier while 4 of them answered that they are not willing.
V. DEMAND STUDY
Essential to this study, is the analysis of the demand. Demand here refers to the schedule or curve indicating how much of a product would be demanded at various possible prices, assuming other things are constant. Furthermore, an existing demand for the product is important for the business to penetrate and continue its operation for years.
60 | P a g e

Historical Demand Year 2009 2010 2011 2012 2013 Table 2.1 Demand 128700 129168 129064 136708 138840
A. DEMAND ANALYSIS
Figure 2.7
61 | P a g e

Year 2014 2015 2016 2017 2018 Table 2.2 Demand 140816 143624 146432 149188 151996
Projected Demand
Figure 2.8
62 | P a g e

Observations
1. Key Notes and
Historical demand is based on the behavior of the overall demand
of mud crab in previous years of the country as given by the Bureau of Agricultural Statistics (BAS) and Bureau of Fisheries and Aquatic Resources (BFAR). The method used in projecting the demand is linear trend analysis
since it is simple yet yields a close to real projection. Computations and tests of which can be seen in the appendix. All units are in kilograms (kg)
VI.
SUPPLY STUDY
A. SUPPLY ANALYSIS Historical Supply Year 2009 2010 2011 2012 2013 Table 2.3 Supply 101348 102440 104312 104676 105976
63 | P a g e
Figure 2.8
Projected Supply Year 2014 2015 2016 2017 2018 Table 2.4 Supply 107224 108368 109512 110656 111800
Figure 2.9
1. Key Notes and Observations
Historical supply is based on the behavior of the overall supply of
mud crab in previous years of the country as given by the Bureau of Agricultural Statistics (BAS) and Bureau of Fisheries and Aquatic Resources (BFAR). The method used in projecting the supply is linear trend analysis
since it is simple yet yields a close to real projection. Computations and tests of which can be seen in the appendix. All units are in kilograms (kg)
64 | P a g e
65 | P a g e

VII. DEMAND-SUPPLY ANALYSIS
Demand Gap Year 2014 2015 2016 2017 2018 Demand(d) 140816 143624 146432 149188 151996 Supply(c) 107224 108368 109512 110656 111800 Table 2.5 Demand Gap (d-c) 33592 35256 36920 38532 40196 Sufficiency Level (c/d) 76.1448% 75.4526% 74.7869% 74.1722% 73.5546%
Figure 2.10
VIII. PRICE STUDY AND PRICING STRATEGY

The price of the crabs is determined by using the data gathered from the survey. It is computed by getting the average price that the potential customers are paying their current suppliers. The proponents arrived at the average price which is Php. 410.00. See appendix for computations.
IX.
Maximum, Practical and Normal Capacity
Maximum capacity is the maximum amount of crabs that the crab pond can accommodate on a yearly basis. It also assumes that nothing in your production ever goes wrong and is working at full efficiency all the time.
66 | P a g e
Since it is impossible
for a business to operate at 100% capacity, allowances must be made for unavoidable interruptions, such as spoilage, system failures, holidays and vacations. Practical capacity is the level of capacity that includes unavoidable operating interruptions. Another description is unavoidable losses of operating time. Consider maintenance on equipment, employee vacations, and holidays. Youre willing to accept a good, rather than perfect, capacity level. Normal capacity is the production expected to be achieved on average over a number of periods or seasons under normal circumstances, taking into account the loss of capacity resulting from planned maintenance.
Year 2014 2015 2016 2017 2018 Maximum Capacity 70200 105300 105300 105300 105300 Practical Capacity 44226 66339 66339 66339 66339 Table 2.6 Normal Capacity 18575 29598 32511 35424 38323
A. Market Share Year 2014 2015 2016 2017 2018 Production(a) Demand Gap(c) 18575 33592 29598 35256 32511 36920 35424 38532 38323 40196 Table 2.7 Market Share(a/c) 55.2959 % 83.9517% 88.0580% 91.9340% 95.3403%
67 | P a g e
Figure 2.11
X. SWOT ANALYSIS (Strength, Weakness, Opportunities, Threats)
STRENGTHS: Year-round production Values customer relationship Highly Liquid Strong workers Concrete internal control Highly adept personnel Does not depend on advertising and promotion WEAKNESSES: High cost of production Lower yield due to pest and diseases
68 | P a g e

Continuous seed stocks for continuous production OPPORTUNITIES: Large domestic market/demand Business expansions Expected increase in demand for crabs Emerging new technologies and techniques in producing crabs Favourable price changes Availability of supplies and technologies Future exportation THREATS: Competitors Emergence of pests and diseases Low entry barrier for potential competitors
XI.
MARKETING STRATEGY
69 | P a g e
A. PRODUCT
High quality of crabs will be offered in the industry. The crabs that the company shall focus on is the Mud crabs ( ScyllaSerrata ) or alimango, which is the most demand type.
B.
PLACE
The farm will be situated in Rosario, Cavite. In order to provide for the demand of the product in Seaside Macapagal Blvd., Pasy City, a warehouse will be used in said location as a medium of crab production.
C.
PRICE
Market-based Pricing. As an aqua cultural-based enterprise, I Crab u company will be considered as a price taker; grounding the price of its product with the prevailing market (farmgate) rates for crabs in Seaside Macapagal, Pasay City.
D. a.
PROMOTION Discounts. Customers buying 200 kgs.- 300 kgs. of mud crabs
will be given 5% discount on their total purchases. For every 100 kgs. purchase above the 200 kgs. margin will be entitled to a 1% increase in their discounts. 70 | P a g e

b. Per Client Presentation. Marketing representatives will visit prospective clients to present the production area of I Crab u. This will emphasize the advantage of choosing the I Crab u over other crab producing farms.
XII. MARKETING PROGRAM
A.
Selling Organization The company will have a farm and facility supervisor. The farm supervisor
will be the one in charge in monitoring all the activities in the production to ensure the maximization of time and resources. On the other hand, the facility supervisor shall be the one in charge in supervising the use of equipment, the delivery of the mud crabs to the wholesalers as well as to the all transactions made by the company.
B.
Company of Sales
Products will be sold at wet markets in Seaside Macapagal Blvd.,
Pasay City.
71 | P a g e

delivery will be shouldered by the company. Cost of
XIII. MICROENVIRONMENT
The companys microenvironment includes the company itself and its direct and indirect competitors. They are the forces that affect the companys ability to serve its chosen target market.
A. Company While mud crab farming is based on collection of crablets or crabs from the wild for fattening or grow-out has probably taken place for years, hatchery production of mud crabs is a relatively recent innovation. With most research and development taking place over the last decades, I Crab U attempts to showcase the current wisdom on mud crab farming, significantly applying techniques that will help us gain sustainable competitive advantage towards competitors.
B.
Customer
Customers satisfaction is the major factor that the company needs to consider in order to continue its operation in the market. I Crab U will supply well 72 | P a g e

employees.
cultured crabs to its
customers and will guarantee a organized transactions through its competent
C.
Competitors Direct Competitors They are the other suppliers that distribute
mud crabs to sellers in the said target market. They affect the companys profit and customer relationship by limiting the market share and exposing the target demand with different suppliers to choose from. Indirect Competitors They include suppliers that distribute other
seafood products like tilapia, prawn, milkfish, etc.
D. Public They are the group that has potential interest or impact on the companys ability to achieve its goals and objectives. I Crab U will establish a very positive image to the public through building good customer relations and maintaining a clean slate image.
XIV. MACROENVIRONMENT
73 | P a g e

The
companys
macroenvironment are the factors that affect its ability to build and maintain successful relationships with its customers. It includes the Economic, Natural, Cultural, and Technological factors.
A.
Economic Factors
These are the factors that affect the customers spending patterns and purchasing power. The target market is assumed to have a high spending capacity but because of different factors, like inflation, spending patterns are still to be considered.
74 | P a g e

B. Natural Environments This involves the resources/ factors that are needed as inputs by marketers or that are affected by marketing. One of the most known environmental issues to date is Pollution. Because of its main product, I Crab U will maintain a clean and orderly place as wells as will use eco-friendly equipment in order to ensure a high quality crab supplies.
C. Cultural Environment This involves the institutions and other forces that affect societys values, perceptions, preferences and behaviours. Crab is one of the favourite dishes of the locals as well as the foreign tourists in the Philippines. It is one of the well served dishes during special occasions and most ordered menu in restaurants. I Crab U will satisfy this customers food preferences and will continue to provide well cultured crabs that they can enjoy.
75 | P a g e

TECHNICAL ASPECT
I. INTRODUCTION
The technical aspect is treated as one of the most significant part of feasibility study, regarding the details of how the proposed project will deliver a product or render a service, including the materials required, the amount of labor needed, the location of the business, transportation, technology to used, etc. The technicality of the feasibility serves as the logistical and a tactical overview of how the business will produce, deliver, and track its produce or services. It is then treated as a flow chart of how the products and services evolve and move around the business to physically reach the market. When a study is then considered to be technical, it is at the same time realized as an excellent tool for trouble-shooting and long-term planning. Moreover, the technical aspect must be sincerely taken onto consideration for it serves a purpose of giving the business a systematized way of handling the product or the services demanded and successfully bringing them up on the market.
II. DESCRIPTION OF THE BUSINESS

One factor to be considered in making a business existence of a remarkable name, the more captivating the business representation is and the more the customers will be interested in the transactions of the company. And because the name of the company
76 | P a g e

customers, they may suggest the business to other prospects.
brought great appeal to the
I-CRAB-U reflects that this business has been made for everyone. It also explains the idea of producing crabs of great quality. The business formulated such name because of its uniqueness and relatedness to what the business is producing. The name I-CRAB-U, based on the expression I love you, suggests that the company renders its service with love and dedication.
III.
MEANING OF THE LOGO
Figure 3.1 Business Logo The logo represents the business' primary reason for its existence, its product which is crabs. Its color, red-orange, signifies physical energy. The color orange imposes a great impact by symbolizing hope during tough economic times, keeping us motivated
77 | P a g e
and extending a hand in order
for us to look at life on the bright side. The color red is a warm and positive color associated with our most physical needs and our will to survive in the industry. A heart shape signifies the strong relationship between the supplier and its customers. A relationship where in the company's desire of earning profits will not compromise the quality of the crabs to be given to the customers.
IV.
PRODUCT DESCRIPTION
Species Distribution Habitat Growth Habit Weight
Scylla Serrata Indian ocean, Pacific ocean, and Red sea- the most widespread Scylla species. Associated with mangrove forest inundated with full salinity oceanic water for the greater part of the year. They can also live in artificial ponds Mud crabs life span is 1-2 years. From mud crab juvenile, they can be harvested after 4-5 months. Male mud crabs can grow up to 1.2kg and female mud crabs up to 0.7kg. Table 3.1 Product Description
V. NUTRITIONAL PROPERTIES OF MUD CRAB

Crab meat is a popular and versatile type of seafood. It is also very healthy and a good addition to a balanced diet, as it contains many nutrients coupled with a low fat content. Crab is an excellent addition to a healthy eating plan. It is low in calories with only around 85-90 per 100g. It does contain some fat but it is generally saturated fat which is 78 | P a g e

considered
heart
healthy.
Crab is also a natural source of omega-3 fatty acids, which can help to improve memory, decrease the chances of having a heart attack, decrease risk of cancer, and possibly help to improve depression and anxiety. Crab is a low risk of seafood mercury. Many fish, particularly at the higher end of the food chain, contain dangerous amounts of mercury and are not recommended as frequently eaten foods. Crab contains many of the benefits of other seafood, but without the risk of mercury poisoning. Crab is also a good source of vitamin A, C and B vitamins including B12, and minerals like zinc and copper. It is a source of selenium, which may be a means of preventing cancer. Crab also has some chromium, which is considered a useful mineral if you have insulin resistance as it may improve blood sugar metabolism.
VI.
BIOLOGY
Mud crab is a swamp crab that spawns in the sea but the larvae are carried by tide along the seashore. Juveniles migrate to the tidal flats and marshy lands along rivers. It becomes sexually mature in the first year of its life after the female undergoes the precopulatory molt which cannot be readily distinguished from ordinary molting. At this stage the abdomen of the female changes from its triangular shape into broad rounded form. Mud crab spawns throughout the year with a peak season for about four months staring from the last week of to the third week of September. As early as April, the stage
79 | P a g e

changes from triangular shape into broad rounded form.
precopulatory moult cannot
be readily distinguished from ordinary molting. At this stage the abdomen of the female
During spawning season, the fertilized eggs get out of the ovary and attached to the pleopods where they hatch within a few weeks. The eggs hatched into a planktonic zoea. After passing through several zoea stages and a single megalopae stage within about a month, the larvae metamorphose to benthic juvenile crabs that are found crawling in the shallow areas. The mud crab is a voracious feeder. It crawls on the pond or seabed searching food or may also be seen swimming on the surface hunting for food. They feed on natural food, such as: algae, decaying animals, crustacean, or decaying matter. A. Anatomy
80 | P a g e

Anatomy of Crab
Figure 3.2
Mud crabs have claws (chelae) with different functions; the right-hand is a crusher and the left-hand a cutter. There is a significant difference in the development of male and female claws such that the weight of a large mature males crusher is approximately 2.5 times that of a female claw from a crab of the same size for S. serrata. The contribution of the claws to the total body weight of male mud crabs increases with ontogenetic phase (Table 1.3). However, up until a CW of approximately 10 cm, the gross morphology of male and females are essentially the same. Differences in weight between male and female S. Serrata are most apparent in large crabs with males of 15 cm CW and 20 cm CW weighing 55 percent and 80 percent, respectively, more than females of the same CWs. In mud crabs, food location is reported to be by contact chemoreception using the dactyls of their walking legs. The anatomy of mud crab legs is typical of the family Portunidae, with the fifth pair of walking legs flattened into paddle-like structures that are used in swimming. Mud crabs have the ability to release legs or claws if handled roughly (autotomy) and can regenerate these limbs; however, it usually takes two or more molts for the regenerated limbs to regain the same size as limbs that have not been subject to autotomy.
B. Differentiating Sexes
81 | P a g e
Differences
between the sexes become more apparent as the crabs mature. The abdominal flap of females is much broader than that of males and becomes heavily pigmented when the female reaches maturity. Animals with a broad abdominal flap which is not pigmented may be males infected with the parasite Loxothylacus ihlei. Another obvious difference between the sexes is in the claws, which are much larger in males than in females.
Figure 3.3 Sexual Orientation of Crab
C. Life history of Crabs i. Zoea A mud crab begins life as a larva called a zoea, which hatches from an egg. It is about one millimetre long with undeveloped limbs and looks a little like a tadpole. The zoea floats in the water with plankton microscopic organisms that drift in clusters. ii. Megalopa
82 | P a g e
zoea
grows by moulting four times during a period of 12 to 15 days. As it moults for the fifth time, it transforms into a megalopa, which has functional claws. After a week or so, it moves inshore and settles on the seabed. After a few days, it moults into a juvenile crab. iii. Juvenile crab The juvenile crab is a miniature version of the adult, about four millimetres wide. About a month after hatching, when 10 20 millimetres wide, it moves to an estuary and settles in a sheltered area. iv. Young adult The crab reaches sexual maturity at 18 to 24 weeks. A green mud crab matures at about 110 millimetres (carapace width) and a brown at about 90 millimetres. v. Mating Mud crabs mate in warmer months. Mature females release a pheromone (chemical attractant) into the water to attract males. Once paired the successful male climbs on top of the female, clasps her with his hind legs, picks her up and carries her around for up to four days. He releases her when she begins to moult. After she has shed her shell, he turns her upside down to mate. The male deposits a capsule of sperm inside the females reproductive opening, where its stored for months until the developing ova (eggs) are ready to be fertilised. After mating, the male flips the female upright and holds her under him for a few more 83 | P a g e
days while her
shell hardens. Spawning and hatching: The female migrates offshore to spawn. Some crabs travel up to 50 kilometres offshore, sinking to a depth of 300 metres. The fertilised eggs are released in batches of two to five million. (The mortality rate of eggs, zoeae and juveniles is high, partly due to fish and birds preying on them). After digging a hole in the sand or mud with her abdominal flap, the female releases her eggs into it. Using her pleopods (swimming legs), she gathers all her eggs up to carry them under her abdomen. They look like a spongy mass. The eggs hatch in two to four weeks. During hatching, the female stands on the tips of her legs and moves her abdominal flap to help free the zoeae. The lifecycle then begins again.
Figure 3.4 Life Cycle of Crab 84 | P a g e

D. Behaviour i. Cannibalism Cannibalism among mud crabs is a behavioural trait that as yet is poorly understood, but currently presents a major problem for culturing them in open systems at anything other than low density. This work also hypothesized that if cannibalistic behaviour had a genetic basis, then major advancements could be made through selection for traits more suitable to high-density culture. By holding mud crabs in individual containers, as in fattening operations, survival can be dramatically improved compared with pond-reared crabs where cannibalism is prevalent. ii. Migration and Movement The spawning migrations of female mud crab into deep water (1060 m) and often kilometres offshore is argued to provide an effective dispersal mechanism, allowing potential recruitment to areas distant from that occupied by the breeding stock. Mud crabs also move from mangrove forests to nearby reef flats and seagrass beds to feed on a routine basis. Mud crabs are more active nocturnally. This, combined with their habit of routinely burying or burrowing in sediments and regular exposure to air, minimizes the building up of epibionts on the outer layer of their carapace.
85 | P a g e
The burrowing
habit of mud crabs has also been reported to negatively affect pond or embankment structures; however, personal observations suggest that this is not a major problem in most mud crab farming operations and that there are species with specific differences in burrowing behaviour, with mud crabs having the least impact on earthen structures.
E. Ecology Mud crabs, like most intertidal organisms, respond to key factors in their environment such as temperature and salinity, constantly modifying their metabolic functions such as respiration and excretion in efforts to maintain homeostasis. Their moult cycle is another important driver of internal metabolic processes. The salinity tolerance of mud crabs enables them to survive in freshwater for a few hours and hyper saline conditions for extended periods, while their ability to breathe air enables them to utilize their habitat effectively even at low tide and leave water that has a low oxygen level. Mud crabs can be found in a variety of microhabitats around mangrove forests. However, burrows into the mud, commonly at approximately 30inch to the horizontal are often used as refuges for sub adult and adult crabs.
F. Feeding
86 | P a g e
Mud crab diet in
the wild consists mainly of marine detritus, molluscs, crustaceans and fish, the importance of which to their diet appears to vary with location. The potential importance of plant-based nutrient sources to mud crabs has been recognized by work that found their high apparent digestibility coefficient for cellulose, soybean and rice bran in formulated diets, together with their ability to readily consume starches, indicating that the marine detritus component of their diets in the wild may be more important than had been previously considered. Although one of the earliest descriptions of mud crab life history described them feeding on algae, decaying wood and bamboo sticks, mud crabs can probably best be described as omnivores, which scavenge throughout their local range for a wide range of food sources, although their cannibalistic tendencies are also well documented. As feeding rates are temperature dependent, lower feeding rates can be expected in the cooler months and may in part explain longer inter moult periods observed during winter months in the more temperate extent of mud crab distribution, where nutrient reserves may become limiting.
VII. PRODUCTION PROCESS

A. Hatchery Crab seeds/eggs are acquired from either suppliers or from mature females. Crab seeds are abundant in Catarman, Samar, Aparri, Cagayan, Bulan, Sorsogon, Masbate, Camarines Sur and areas around Panay Island. They are maintained in tanks provided with sand bottoms and shelters. A combination of 87 | P a g e
two or more natural
food items, such as fish, marine worms, shellfish and squid is fed at 5-10 percent of biomass or on an ad libitum basis. Formulated diet is fed at 1-3 percent in combination with natural food. Crab seeds that spawn are retrieved, disinfected and stocked in individual tanks until they hatch. The stocking density of zoeae is 80100/liter. Zoeae are fed rotifers and Artemia nauplii. Water is changed every 5 days until harvest, or changed after 3 days from 10-20 percent daily for early zoeae to 40-50 percent daily until harvest. This process continues until zoeae grow into megalopae. The performance of hatchery-reared crabs is comparable with those of the wild, given suitable pond conditions. Crabs lay millions of eggs and thousands would survive among them. B. Nursery When zoeae from hatchery morph into megalopae, they are transferred to the nursery pond until they grow into crab juveniles suitable for culturing into marketable size. Nursery pond is surrounded around their banks by net fences to ensure crablets cannot walk away from the pond. Once the megalopae settle on the bottom, minced mussel meat and/or fish is given, crab juveniles are offered processed food or 5-day old Artemia to provide larger-sized prey. Crab juveniles of less than 1.0 are still grown to 1.5-2.0 cm in net cages. The culture process in this culture may take 3-4 weeks period. About 70% of the crabs from this process will survive. Crab seeds may be acquired from suppliers at their megalopae stage and may be held at nursery pond already.
88 | P a g e

g and Transport of Crablets
i.
Packin
Smaller crabs that frequently molt are best transported in oxygenated plastic bags containing 2 liters of cool seawater at a density of 1 000 crablets for 0.4-0.6 cm CW, 500-750 crablets for 0.71.0 cm, and 250-500 crablets for 1.1-1.5 cm for a maximum of 8 h. Crablets of 1.5-2.0 cm CW may be transported in a box measuring 45L x 35W x 10H cm with wet cloth or sand at a density of 500-700 for maximum of 6 h.
C. Grow-out Crab juveniles are then transferred into larger ponds where stocking density is lessened to allow them grows into mature crabs and to reduce mortality. This also lets them grow faster and be fed with more nutritious diet. Crabs are stocked at a rate of 9 crabs per square meter to avoid fighting and competence for food. Nets in the pond are also raised to avoid escaping. Crabs are fed a combination of at least two food items such as minced lowvalue fish, shellfish, chicken trash, boiled corn, or formulated feeds at satiation once or twice daily. Water exchange is carried out during spring tides. Crabs are reared up to 4 months until they grow into marketable size. . It is estimated that 70% of the crabs transferred to grow-out will survive and be shifted to the fattening process. D. Fattening 89 | P a g e

The market price of firm and fat crabs is usually higher hence to improve the quality of harvested crabs some crabs undergo fattening. Lean mud crabs do not possess the fat conditions demanded for by clients. Fattening culture of mud crab takes a minimum of 20 days and a maximum of 30days. Fattening is done in bamboo cages measuring 1m x 1m x 20cm divided into 16 compartments. Each crab is contained individually in each compartment. Then, the cages are released into the pond. Daily feeding is done twice a day at exactly 11:00 AM and 7:00 PM. They are fed using any or a combination of the following food items: trash fish, snails, and animal entrails. From an initial body weight of 150 200g a peace they gain 50 -120g a week. i. Stocking Crabs held for fattening are held individually in each compartment, but they can be stocked in higher density by having their claws tied to avoid cannibalism and fighting.
ii.
Assessing Crabs
90 | P a g e
Crabs
are then assessed if they are already suitable for selling. Soft shelled crabs, slow or ill crabs and small or lightweight crabs cannot be sold, they are held in fattening for extended period to recover or increase their weight.
Figure 3.5 Assessing Crab
91 | P a g e
E. Mating
After the fattening process, female and male crabs are already sexually matured and will be available for mating to yield for the next batch of crabs for production. After choosing the best pair of crabs, they are held in a tank to undergo copulation. The copulation takes place between a hard male and a freshly molted soft female. Prior to copulation, a hard male climbs over the back of hard female crab, clasping her by his chelipeds and first two pairs of walking legs. This formation lasts for 2-3 days. The pair separates when the female reaches the verge of molting. The male assists the female during the precopulatory moulting. A few hours after moulting, the male embraces the soft female again for the actual mating. The male gently turns the female over on her back using his chelipeds, while the female unfolds her abdominal flap and holds the male in position. The copulation lasts for 6-8 hours. During the copulation act, the male deposits spermatophores in the seminal receptacles of the female. The incubation period will take 2 weeks after the eggs became ripe.
Figure 3.6 an egg mass (or sponge) of Scylla serrata; black color indicates hatching is imminent. 92 | P a g e

Technique
VIII. Harvesting
The culture period ranges from 4-5 months and the market size for mature crabs is 450. There is also preference for fat but immature crabs. Some crabs grow faster than others; hence they can be harvested early. Selective harvesting consists of deploying lift nets with baits in the pond or by using scoop nets when the water enters the pond during water management. Selective harvesting reduces the incidence of cannibalism. Total harvesting consists of completely draining the pond. Crabs are hand-picked and washed in clean pond water. Only hard-shelled fattened crabs are selected, rinsed and tied. Selection and retrieval are easier for crabs held individually than in groups.
IX.
Processing and Handling
A. Processing Processing shed needs to be properly organized, with the appropriate items organized, which include crates (for different grades and rejects), packing tables, and rubbish bins, weighing scales, pallets and forms. The facility should be setup according to the documented quality control system. On arrival in a processing facility, crabs are usually rinsed to clean them prior to assessment by processing staff. Crabs from a particular farmer, pond or transporter are then selected for processing. Mud crabs from different suppliers to the processing shed must be handled separately, to ensure farmers are compensated 93 | P a g e
accurately. All mud crabs
should be handled with care to minimize stress and maximize product quality. Any crabs that are untied must be retied before being graded. Untied crabs are a health and safety risk to staff. They can crawl around in transit, damaging other crabs and the box they are packed in, and also hurt freight handlers if crabs poke through damaged boxes or through the holes in boxes that are designed to allow air to circulate through them.
B. Handling Handling mud crabs is a critical stage in the supply chain. All employees involved need to be adequately trained in basic hygiene and food handling with regard to their personal responsibilities (e.g. washing, protective clothing, diseases). Procedures must be developed to minimize the risk of mud crabs being contaminated. These include ensuring that the product is: (1) handled on the surfaces that are clean and sanitized; (2) protected from contamination; (3) not exposed to disease from staffs; (4) only handled by staff following rigorous and effective washing Detailed, site-specific procedures should be documented and regularly checked by supervisory staff. i. Packing Mud crabs can be packed in plastic crates or containers of various descriptions. Crabs are packed tightly into the crates in a vertical position, with their claws uppermost. Crabs should be packed so that claws are not
94 | P a g e
facing
the
outer
edge of the box, with head and claws tilted towards the top of the box. This minimizes the risk of mud crabs becoming partially untied during transit and pushing their claws through box walls, potentially damaging freight handlers. Staff should wear protective clothing and footwear that is easily washable, e.g. aprons and boots. At the end of a processing day, all equipment, floors and walls need to be appropriately cleaned, sanitized, tidied away and left to dry. The cool-room or processing shed should be closed when not in use in order to maintain temperature and keep out vermin or insects. Gentle handling has been found not to create stress in mud crabs, so if daily sorting is necessary for crabs held in temporary holding facilities, this need not be avoided.
ii. Transportation The best processing of mud crabs can be ruined by poor procedures and practices during the transportation process to market. The more steps there are in the transportation process, the more difficult it is to manage. If packed mud crabs are exposed to very high or low temperatures, they can be stressed and even die, if exposed to temperatures outside their preferred range for too long. Sudden changes in temperature can stress mud crabs, causing significant fluctuations in soluble protein and sugars.
95 | P a g e
Temperature
monitors can be packed in boxes that will measure temperature variation over time. Such information can assist in discussions with freight companies, airlines, wholesalers and retailers; identifying where in the supply chain temperature stress has occurred. Other problems such as rough handling may be more difficult to identify, but the use of alternative freight companies or airlines, if available for particular destinations, may assist in defining where improvements need to be made and what interventions may be required.
X. PRODUCTION FLOW
Figure 3.7 production flow
XI.
Start Customer walks
SELLING PROCESS Is the preferred crab found? No End
Customer Orders through phone call
Cashier takes the order and the terms of the customer Company Customer B
Yes How will the customer pay?
Manager verifies the order
Farmers will harvest,
Cashier receives B payment and gives charge if
Who will harvest, survey the quality, and segregate the crab? Credit OR 2for OR 1For the 96 | P athe ge Customer customer store receives the Cash receipt

segregate the crabs. Farmers will assist the customers. Terms of Delivery Customer will pick-up Verify the Order Company will deliver Issue Delivery Form Delivery of goods with porter assisting the driver Is the term of payment credit? No Yes END C
survey the quality, and
97 | P a g e

C Has the term for payment ended? Yes No Wait for term of payment to end Has the customer fully paid? No Yes Persuade for payment Has the customer paid? Yes No Charge to Bad Debts END Cashier receives payment and gives charge if applicable Customer receives the receipt OR 1- For the store OR 2- for the customer
98 | P a g e
99 | P a g e

XII. Climatic and Temperature Requirement
There is evidence that temperature and weather function as the major environmental drivers on different life stages of mud crabs. Related to these are physical parameters such as wind, water depth and currents affected by lunar cycle which themselves can influence survival of mud crabs and the catch rates. Impact of environmental drivers on mud crab is highest in their early life stages and the time lag between impacts of driver and effect on the survival decreases with different life stage. Higher rainfall stimulates downstream movement of mud crabs and this could help in easier catching of crabs. Sudden change in temperature causes crabs to molt therefore increasing the chance of cannibalism within the population. Large fluctuations in temperature bring stress to mud crabs causing death during holding and delivery. Direct wind or breeze during transport and storage will also cause mortalities. The temperature range of 18C to 25C is the optimum to ensure that live mud crabs have the best chance to reach the consumer in premium marketable condition; nevertheless, temperature should be kept below 32C to avoid water quality problems and above 20C as growth is greatly reduced at temperatures below this level. Temperature fluctuations and direct wind can be simply avoided by storing them in crates and keeping it damp at all times.
XIII. Water and Soil Requirement
100 | P a g e

exchange is good. Water depth should be maintained at 80 120cm.
Mud crab culture can be
carried out in brackish water ponds which are free from pollutants and where water
In brackish water ponds, the soil should be sandy clay loam or clay loam with a rich organic matter base. An adequate supply of good quality water all year round coming directly from the sea or tidal water is required. During high tide, the pond area should be filled with water to a depth of at least 60cm. when drained at neap tide; the pond bottom could be exposed completely. During summer months, a fresh water source may be needed to adjust the pond water salinity to a level favorable for the growth of the cultured species. For the crab fattening system, a 30cm depth is recommended to allow checking of the cages. While the range of salinities used in mud crab culture varies from 22 to 35 ppt, there is some variance as to the preferred salinity throughout the process. While early zoeal stages are commonly reared at salinities of 27 to 31ppt, later stages to megalopa stage may be reared at lower salinities. To keep the culture cycle as short as possible for mud crabs, a salinity range of 20 to 30ppt has been recommended.
101 | P a g e

ANALYSIS A. Pond Site
XIV. LOCATION
Figure 3.8 Location map The location of the pond is at 402 Marseilla Street Rosario, Cavite with a lot area of approximately 1.25 hectares. The pond fits perfectly for the crabs for it has loam-clay soil and a brackish-water. The proponents have chosen the place because its more convenient for the customers and nearer to markets unlike in Capiz, Bicol and Samar. The Municipality of Rosario is a first class urban municipality of Cavite, Philippines. Rosario is bounded in the north-northeast of Noveleta, in the south by Tanza and
102 | P a g e

access to the National Roads of Metro manila.
in the west-southwest
of Manila Bay. It is accessible by land and water transportation. It has an easy
Rosario has no distinct temperature seasons; the temperature is relatively constant during the year. April is warmest with an average temperature of 33.8 C at noon. February is coldest with an average temperature of 21.9 C at night. The temperatures at night are cooler than during daytime. April is on average the month with most sunshine. The wet season has a rainfall peak around October; the dry season is around the month of March.
In terms of security, Cavite is well-provided because of the ordinances and
policies properly implemented. The Municipality Rosario and the city of Cavite offer benefits and incentives to those who conduct a business that is agriculture in nature within its boundary.
B. Warehouse Location The warehouse to be used by the proponents will be built and located at Muzon 1 Rosario, Cavite. It will serve as storage of the mud crabs to be transported to the customers, trucks, and for the accommodation of the workers. The proponents chose this location in order for the machineries and equipment to be properly taken care of, for the benefit of the business.
103 | P a g e

XV. LIST AND COST OF EQUIPMENTS, FURNITURES AND FIXTURES
Lifesp an (years )
Equipmen t
Quanti ty
Price
Total
Delivery Equipment
Isuzu Truck
10
1,018,000. 00
2,036,000. 00
Crates
32
250
8,000
Farm Equipment
Bamboo Cages
700
360.00
252,000.0 0
Cast Nets
560
180.00
100,800.0 0
104 | P a g e

Water Tanks 10 5 9,400.00 47,000.00
Farm Tools
Gloves
15
60.00
900.00
Crab Tong
15
90.00
1350.00
Shears
15
45.00
675.00
Office Equipment
Computer
11,340.00
34,020.00
Bundy Clock
7,800.00
7,800.00
105 | P a g e

CCTV Camera 5 4 1,200.00 4,800.00
Air Condition
10
11,500.00
11,500.00
Electric Fan
1,300.00
3,900.00
Water Dispenser
2,000.00
2,000.00
Office Furniture and Fixtures
Tables
10
12,000.00
24,000.00
Chairs
10
10
500.00
5,000.00
106 | P a g e

Sofa 5 1 10,000.00 10,000.00
Filing Cabinet
10
4,500.00
4,500.00
Office Supplies
Bond Paper
20
120.00
2,400.00
Carbon Paper
49.00
245.00
Correctio n Fluid
12
36.75
441.00
Cutter
37.50
219.00
107 | P a g e

Envelope 400 3.00 1,200.00
Fastener
10
48.75
487.50
Folder (Long)
60.00
300.00
Folder (Short)
56.00
280.00
Letter Envelope
120.00
240.00
Log Book
20
50.00
1,000.00
Paper Clips
8.25
49.50
108 | P a g e

Receipt 60 22.50 1,350.00
Scissors
43.75
393.75
Tape
18
9.50
171.00
Tape Dispenser
82.25
164.50
Stamp Pad Staple Wire
12 12
34.50 33.75
414.00 405.00
Staple Wire Remover
14.75
29.50
Stapler
82.75
331.00
109 | P a g e

Time Cards 15 22.50 337.50
Voucher
40
27.75
1,110.00
Farm Fixture and Fixtures
Bed
10
4,000.00
8,000.00
Total Cost
2,565,813. 25 Table 3.2 List and cost of equipment, and furniture and fixtures
110 | P a g e

XVI. PLANT LAYOUT, SIZE, AND SPECIFICATION
A. POND LAYOUT
111 | P a g e
Figure 3.9
112 | P a g e

B. OFFICE LAYOUT Figure 3.10
113 | P a g e
Figure 3.11
114 | P a g e
Figure 3.12
115 | P a g e

C. WAREHOUSE LAYOUT
Figure 3.13
116 | P a g e
Figure 3.14
117 | P a g e

XVII. CAGE DESIGN
Growth as well as fattening is done in bamboo cages. Cell-type cages of 1m long x 1m wide x 20cm deep size is partitioned into 18 equal compartments. Each of these cages should be provided with a lid to prevent the escape of crabs. A gap of 5 mm is to be provided between the canes at the top and 2.5cm at the sides of the cages to enable free movement of water through the cages but no gap should be provided at the bottom to enable easy movement of the crabs.
XVIII.
A.
QUALITY CONTROL
Harvesting Dont allow crab cages to dry out or be left in hot, shallow water sun and
hot water can stress the crab. Stress makes the crab more likely to die or to reach market in poor condition. Remove crabs from cages gently. Dont shake them out as this causes
physical damage and stress Crabs must be sorted and tied as soon as after being removed from pots.
Carefully return berried females, undersized animals and commercially unsuitable crabs to the water as soon as you can after being removed from a pot. The crab then has more chance of surviving to reproduce or grow to a legal size.
118 | P a g e

Tie the crabs claw hard against the body to restrict movement. This will minimize the crabs stress, aggression and the possibility of damage to other crabs and handlers. B. Storing and Handling Confirm legal size and not berried as per regulations Confirm the crab is not commercially unsuitable. Newly molted crabs are
prone to stress and will not tolerate transport and temperature changes. The will become A grade crabs within weeks Bury or dispose any contaminated, badly damaged, deformed, diseased
crab. Hold in clean, damp, insect proof, hessian-lined and covered crates to
limit disturbance, minimize moisture loss and stop direct breeze and sunlight affecting the crabs. Minimize the handling movements and be careful when legs are stuck in
baskets or caught on another crab. Pulling on a leg that is stuck can cause bleeding and or amputation. Keep temperature constant. Avoid large or sudden fluctuations (>10C).
Allow crabs to slowly acclimatize to new temperatures and hold around 18C to 25C. All crabs held out of the water for more than 5 days would benefit from
recovery steps.
119 | P a g e

C. Shipping to market Cool crabs to 18C to 25C if possible prior to packaging. Provide air holes in packaging container. Line bottom of container with damp, old newspaper. In stacking crates. For middle and top layers use dry, old newspaper.
Place very large crabs on bottom layer Minimize rough handling and vibration during transport. Mark containers as live product, fragile, this way up, keep cool but not
refrigerated.
XIX. CRAB DISEASES AND CONTROL

DISEASE Luminescen t vibriosis AGENT Vibrio harvey TYPE Rodshaped bacteria SYNDROME Larvae show greenish luminescenc e in the dark; larvae weak & opaquewhite & settle to the bottom MEASURES Use treated water (e.g. chlorinated, ultravioletirradiated water); rinseArtemia & rotifers prior to feeding to larvae; siphon sediments from tank bottom; 120 | P a g e

Shell disease Species ofPseudomonas, Aeromonas &Vibrio Shelldegrading or chinolytic bacteria Spines of larvae become shortened & eroded; loss of appendages; discoloration of parts due to brown pigment melanin Branching non-septate filaments observed in eggs & larvae; eggs may not hatch; larval mortality Interferes with gas exchange in eggs & larvae; also affects movement & feeding Difficulty of zoea 5 to moult to megalopa disinfect tanks after each run Siphon out excess feeds, moulted exoskeletons & natural food from tank bottom; avoid overcrowding
Fungal infection
Species ofLagenidium, Sirolpidium, Haliphthoros &Halocrustici da
Marine fungi
Protozoan infestation
Species ofVorticella, Zoothamnium, Epistylis &Acineta
Stalked protozoans
Moult death syndrome (MDS); also known as Exuvia entrapment disease (EED) White spot syndrome Virus
No specific agent known
Possibly multiple but nutritional deficiency implicated
Whispovirus
Virus
Carrier crabs do not show obvious external signs
Monitor condition of eggs & larvae for early detection; treat ovigerous females in 25 ppm formalin bath Avoid overfeeding & high organic load; provide sufficient aeration; observe good water management Provide proper nutrition; avoid low water temperature (<27 C) & exposure to high levels of prophylaxis Observe biosecurity in the culture system by screening 121 | P a g e

crabs for use; quarantine & restrict movement of crustacean hosts & carriers; install screens & fences Prevent build -up of organisms which provide favourable substrate for establishment of chitinolytic bacteria; provide good water conditions for regular moulting of crabs
Bacterial shell disease
Vibrio vulnificus, V. parahaemolyticus, V. spendidus
Chitinolytic or chitin digesting bacteria
Gill commensal s& parasites
Octolasmis spp.
Stalked barnacles
Black gill disease
Unidentified bacteria
Bacteria
Shell appears as discoloured patches on carapace & may later spread over appendages; parts of exoskeleton become soft & black as they lose the calcified tissue; may also be induced by mechanical injury Presence of stalked organisms around the carapace, base of chelipeds & other limbs, & on gills; reduces the amount of gill surface available for respiration Grey-brown to black discoloration of gill arches; complete
Unknown
Proper pond preparation; prevent siltation & other causes of sediment 122 | P a g e

blackening of the gill system suspension in the water; provide adequate means for water exchange; avoid overfeeding Provide proper nutrition to prevent emaciation; avoid overexposure to dry environment & high water temperature
Loss of chelipeds & other appendages
No specific agent known
Nutritional deficiency or unsuitable environmen t
Crabs weak; slow mobility; leg muscles degenerate & chelipeds & other appendages easily fall off body
Table 3.3 Crab diseases A limited number of treatments have been developed to assist mud crab farming operations. Much of the work in disease management has been directed to hatchery operations to improve mud crab larval survival, where the control of both bacterial and fungal infections has been critical. Improved pond management is the other area where substantial improvements can be made. While prophylactic treatments, such as antibiotics for bacteria, or fungicides for fungi, have been used successfully to improve survival in mud crab larval systems, more progress has been made by the development of improved culture systems that reduce the risk of such infections in the first place. The use of any chemical to treat a disease must be within government regulations controlling their use and under the supervision of trained staff.
123 | P a g e

In ponds,
the use of
quicklime as part of preparation prior to filling and stocking to disinfect ponds and reduce the incidence of disease has also led to improved survival, faster growth and more synchronous moulting of mud crabs. A significant opportunity to reduce the incidence of disease on a farm is through strict control of sourcing broodstock and crablets. Avoid broodstock from areas known to have problems with parasites or disease. Already, attempts are being made to domesticate mud crab broodstock. Once this has been undertaken successfully, and stock with high health or disease-free status produced, stocking from this source, rather than wild broodstock or crablets, will further reduce the risk of disease on a farm.
124 | P a g e

XX. OPERATING SCHEDULE
1st batch
7th
2nd batch
8th
3rd batch
9th
4th batch
10th
5th batch
11th
6th batch
12th
January
February
March
April
May Curre nt Year
June
July
August Septemb er
October Novemb er Decemb er
125 | P a g e

YearSubsequent January
February
March
April
May
June
July Mating and Hatching Nursery Grow-out Fattening Table 3.4 Production schedule
XXI. UTILITIES AND WASTE MANAGEMENT

A. Utilities
Electricity, water and telephone are all important in operating a business. It helps in the serviceability of the business. MERALCO (Manila Electric Railroad and Light Company) will provide the power supply in the warehouse and the office. MAYNILAD (Maynilad Water Services, Inc.) will be the one responsible for the water system that
126 | P a g e

will be warehouse, office and the pond.
used
also
in
The telephone line to be used in communicating and transacting with customers, as well as handling the company affairs, will be provided by PLDT (Philippine LongDistance Telephone).
B.
Waste Disposal
The business will implement an Eco-Friendly waste disposal program (bin composting), wherein multiple garbage bins are utilized to separate the biodegradable from the non-biodegradable, and the non-biodegradable further segregated into plastics, paper, and cans. These shall be found throughout all of the companys facilities. Bin composting. Bin composting is perhaps the simplest in-vessel method. The materials are contained by walls and usually a roof. The bin may simply be wooden slatted walls (with or without a roof) (Plate 8), a grain bin, or a bulk storage building. The buildings or bins allow higher stacking of materials and better use of floor space than free-standing piles. Bins can also eliminate weather problems, contain odours, and provide better temperature control. Bin composting methods operate in a similar way to the aerated static pile method. They include some means of forced aeration in the floor of the bin and little or no turning of the materials. Occasional remixing of material in the bins can invigorate the process. Where several bins are used, the composting materials can be moved periodically from one bin to the next in succession. Most of the principles 127 | P a g e
and guidelines suggested
for the aerated pile also apply to bin composting. One exception relates to relatively high bins. In this case, there is a greater degree of compaction and a greater depth of materials for air to pass through. Both factors increase resistance to air flow (pressure loss). A raw material with a stronger structure and/or a higher pressure blower may be required, compared to the aerated static pile method. On the other hand, other waste will be gathered by LEONEL COMPANY every morning. The cost of waste disposal is free.
XXII. LABOR REQUIREMENT

The employees who have been given their own identification card are formally acknowledged as a part of the company. Written in their individual identification card is the companys logo, business name, business address, employees name, employees position, and with the authorized signature of the general manager. For the employees, each of them will be provided with a uniform with the companys logo on its upper left side corner. The farmers, in order for them to be distinguished from the other workers, have a uniform that is white camisa de chino, gloves, and boots. Delivery truck drivers, on the other hand, will have an orange raglan shirt for them to be comfortable while driving and transporting crabs. The office personnel will also have an orange raglan shirt for ease of movement and convenience while working and communicating with the customers.
128 | P a g e
Figure 3.15 Farmers Uniform
129 | P a g e

Figure 3.16 Delivery truck drivers and Office employees Uniform
130 | P a g e
Figure 3.17 Employees Identification Card
131 | P a g e

FINANCIAL ASPECT
I.
Introduction
The financial aspect is concerned in determining its actual feasibility or the profitability of the proposed business. This part serves as the climax or the culmination of all previously explored areas, and as such, applies them in financially quantifiable terms through operations projection. The general financial assumptions that the company will follow, as well as, the projected financial statements will presented in this chapter.
II.
Mode of Financing
Partnership is the type of ownership of the business. With the type of ownership, the initial investment of the business is contributed by the three general partners. The three general partners role will have rights to manage the business actively and have their right of access with the companys financial statements.
III.
Investment Cost
The initial capital investment by the partners will reach Php 9,000,000. The amount includes the value of some assets including Php 1,875,000 for the land, Php 1,018,000 for each truck. A total of Php 5,089,000 cash investments will be used for the preoperating and initial operating expenses and purchases of other assets necessary for the operation of the business.
IV.
Assumptions:
1. Initial investments of the partners were as follows: 132 | P a g e

Mr. Basa Cash Investment Land Mr. Earl Christian C. Bolos Cash Investment Equipment (Truck) Php 1,982,000 Php 1,018,000 Php 1,125,000 Php 1,875,000
Carlo
Paolo
Mr. Jessel V. Lerio Cash Investment Equipment (Truck) TOTAL Php 1,982,000 Php 1,018,000 Php 9,000,000
2. The profit and loss will be equally shared. 3. The Managing Partner, Mr. Jessel V. Lerio, will have a monthly salary of Php20,000 before profit allocation to the partners. 4. The financial statements are prepared and presented in accordance with Financial Reporting Standards Council (FRSC) Philippine Accounting Standards (PAS1). 5. All projections are made for five years, from 2014-2018. 6. Organizational Costs and Pre- Operating Expenses will be deducted from the capital of the partners in their initial Investment. 7. Crabs are priced based on market price.
133 | P a g e

next year.
8. Accounts receivables
are estimated to be 5% of sales. 99% of the accounts receivable will be collected
9. Allowance for Bad Debts will be established based on 1% of Credit Sales. 10. All purchases to be made on cash basis. 11. Office supplies expense and Indirect Materials will increase based on inflation rate (4.5).
Year 2008 2009 2010 2011 2012 2013 Total Divided by Average Inflation Rate
Inflation Rate 8.3 4.2 3.8 4.6 3.2 2.9 27 6 4.5
13. Electricity bill shall be divided into 35% factory overhead and 30% selling and 35% administrative expenses. 134 | P a g e
14. The budgeted costs
annually will be Php24,000 for Repairs and Maintenance, Php104,000 for Fuel, Php240,000 for Electricity, Php120,000 for Water, and Php24,000 for Telephone. 15. Repairs and Maintenance of location and fixed assets increase 2% every year. Repairs and Maintenance of location and fixed assets shall be divided into 30% selling and 30% administrative and 40% factory overhead. 16. Fuel expense, water expense, electricity expense, and telephone expense will increase by 2% annually. 17. Taxes and licenses will be computed based on existing laws. 18. SSS, HDMF, PhilHealth and Employers contribution will be based on the rules provided by the concerned institutions. 19. 91.67% of SSS Premiums Payable, HDMF Premiums Payable, PhilHealth Premiums Payable, EC Premiums Payable, Utilities Payable and Income Tax Payable will be paid during the year and the remaining will be paid next year. 20. The company will maintain a petty cash fund of Php 50,000. 21. Income tax of 30% is used even if there are no provisions that will arise as regard the changes in the said taxes. 22. Fixed assets shall be continuously maintained and improved. 23. Withdrawals of the partners will be 3% of their beginning Capital Balances, starting December 31, 2014 24. Office Supplies are purchased every beginning of the year except for the first year which will be purchased on the preoperating period. 25. Property taxes will be based on Philippines applicable Real Estate tax rate that varies depending on actual and zoning value of the property.
135 | P a g e
136 | P a g e

Not e Cash Petty Cash Fund Office Supplies Total Current Assets 2,041,016.75 50,000.0 0 11,568.2 5
Project Costs
2,102,585. 00 2,044,000.00 64,020.0 0 43,500.0 0 399,800.0 0 8,000.0 0 788,400.0 0 1,500,000.00 1,875,000.00 6,722,720. 00 1 2 144,725. 00 29,970. 00 9,000,000. 00
Delivery Equipment Office Equipment Office Furniture and Fixtures Farm Equipment Farm Furniture and Fixtures Office Building Warehouse Land Total Fixed Assets
Pre- operating Expenses Organizational Costs
Total Project Costs
137 | P a g e

Note 1: Pre-Operating Expenses Feasibility Study Consultation Recruitment and Training Costs Marketing Costs Utilities Uniform Costs Farm Tools Identification Card Costs Total Pre-Operating Costs 15,000.00 10,000.00 5,000.00 40,000.00 25,000.00 44,500.00 2,925.00 2,300.00 144,725.00
Note 2: Organizational Costs 2,660.00 SEC Registration Fee DTI Registration Fee Notarial Fee DENR Registration Fee BIR Registration Fee: Documentary Stamps Print Receipt Fee BIR Registration Certificate Fee Mayor's Permit: Sanitary Fee Permit Fee Signboard Application Fee Health Certificate Occupational Fee Zonal Application
2,000.00 300.00 500.00
15.00 4,000.00 500.00 4,515.00
900.00 2,000.00 1,150.00 700.00 1,400.00 545.00 6,695.00 138 | P a g e

Fee Barangay Clearance Total Taxes and Licenses Quickbooks Pro Software Total Organization Costs 800.00 17,470.00 12,500.00 29,970.00
iCRABu Company Statement of Cash Flows For the years ended, Dec. 31, 2014- 2018 Schedule Cash Flow from Operating Activities Cash Sales Cash Collections from Credit Sales Salaries Payments Utilities Purchases Other Payments Organizational Costs Pre- Operating Expense Income Taxes Paid Net Cash Flow from Operating Activities Cash Flow from Investing Activities Purchase of Fixed Assets 7 (186,263 .25) PreOperating 2014 2015
2016
1 2 3 4 5 6 (29,97 0.00) (144,725 .00) (11,56 8.25)
7,235,352. 00 (3,115,133.5 1) (352,000.0 0) (1,331,800.8 0) (159,730.4 0)
11,529,979.0 0 376,999. 92 (3,160,322.6 0) (391,040.0 0) (1,176,653.9 2) (162,290.4 0)
12,661
600,
(3,160,3
(398,
(1,291,3
(164,
(591,867.6 1) 1,684,819. 68
(1,931,264.3 3) 5,085,407. 67
(2,341,2
5,905,
(2,811,720.00 )
139 | P a g e

Net Cash Flow From Investing Activities Cash Flow From Financing Activities Initial Investment Drawings Net Cash Flow From Financing Activities Total Cash Flow Cash and Cash Equivalents, Beg. Cash and Cash Equivalents, End. (2,811,720.00 ) -
5,089,000.0 0 5,089,000.0 0
(264,759.15 ) (264,759.15 )
(302,013.54 ) (302,013.54 )
(436,322
(436,322
2,091,016.7 5 2,091,016.7 5
1,420,060.5 3 2,091,016.7 5 3,511,077.2 8
4,783,394.1 3 3,511,077.2 8 8,294,471.4 1
5,469,66
8,294,47
13,764,135
140 | P a g e
Schedule 1: Cash Sales

PreOperating 2014 7,616,160 .00 (380,808. 00) 7,235,352.0 0 2015 12,136,820. 00 (606,841 .00) 11,529,979. 00 2016 13,328,280 .00 (666,414 .00) 12,661,866 .00 2017 14,523,840 .00 (726,192 .00) 13,797,648 .00
Total Sales Less: Credit Sales Total Cash Sales
2018 15,718, 80.00 (785 929.00 14,932, 51.00
Schedule 2: Cash Collections from Credit Sales PreOperating 2014 Total Sales from prior year Percentage Total Credit Sales prior year Estimate Cash Collections from Credit Sales
2015 7,616,160. 00 0.05 380,808 .00 0.99 376,999 .92
2016 12,136,820 .00 0.05 606,84 1.00 0.99 600,77 2.59
2017 13,328,280 .00 0.05 666,41 4.00 0.99 659,74 9.86
2018 14,523,84 .00 0.0 726 192.00 0.9 718 930.08
141 | P a g e

PreOperating Payroll Net Pay SSS Premium Philhealth Premium HDMF Premium Withholding Taxes Total Employer's Contribution SSS Premium Philhealth Premium HDMF Premium EC Premium Total Total Salaries Payment 2,618,053. 52 82,133 .70 29,562 .50 23,100 .00 133,188. 99 2,886,038. 71 174,122. 30 29,562 .50 23,100 .00 2,310 .00 229,094. 80 3,115,133.51 2014 2015
Schedule 3: Salaries Payments 2016 2,618,053 .52 89,60 0.40 32,25 0.00 25,20 0.00 145,29 7.08 2,910,401 .00 2017
2,618,053 .52 89,60 0.40 32,25 0.00 25,20 0.00 145,29 7.08 2,910,401 .00
2,618,
89 0 32 0 25 0 145 7 2,910,
189,95 189,95 189 1.60 1.60 1 32,25 32,25 32 0.00 0.00 0 25,20 25,20 25 0.00 0.00 0 2,52 2,52 2 0.00 0.00 0 249,92 249,92 249 1.60 1.60 1 3,160,322.60 3,160,322.60 3,160,322
142 | P a g e

Pre-Operating Electricity Water Telephone Total Utilities Expense Utilities Payable, End Utilities Paid Schedule 5: Purchases Pre-Operating Crab Seeds Trash fish Gloves Crab Tong Shears Office Supplies Total Purchases Schedule 6: Other Payments 11,568.25 11,568.25 PreOperating Annual Repairs and Maintenance Fuel Property Tax Total Schedule 8: Income Taxes Paid PreOperating Income Before Tax 2014 2,152,245.8 7 2014 600,000. 00 728,875.80 900 .00 1,350. 00 675 .00 1,331,800.80 2015 2014 240,000. 00 120,000. 00 24,000. 00 384,000. 00 (32,000.0 0) 352,000. 00
Schedule 4: Utilities 2015 244,80 0.00 122,40 0.00 24,48 0.00 391,68 0.00 (32,64 0.00) 391,04 0.00 2016 249,69 6.00 124,84 8.00 24,96 9.60 399,51 3.60 (33,29 2.80) 398,86 0.80
2017 25
12
40
(3
40
2016 1,275,532 .65 98 2.82 1,47 4.23 73 7.12 12,63 2.82 1,291,359.64
2017
1,161,508 .48 94 0.50 1,41 0.75 70 5.38 12,08 8.82 1,176,653.92
1,389
1,406,48
2014 24,00 0.00 104,000. 00 31,730 .40 159,730. 40
2015 24,48 0.00 106,08 0.00 31,73 0.40 162,29 0.40
2016 24,96 9.60 108,20 1.60 31,73 0.40 164,90 1.60
2017 2
11
16
2015 6,827,120 .67
2016 7,892,834 .42
2017 8,962
143 | P a g e

Tax Rate Income Tax Expense Income Tax Payable, End Income Tax Paid 0.3 645,673.7 6 (53,806.1 5) 591,867.6 1 0.3 2,048,136 .20 (170,67 8.02) 1,931,264 .33 0.3 2,367,850 .33 (197,32 0.86) 2,341,207 .48
2,688
(22
2,661
iCRABu Company Statement Financial Position December 31, 2014- 2018 Current Assets Cash in Bank Petty Cash Fund Accounts Receivable Allowance for Bad Debts Office Supplies TOTAL CURRENT ASSETS Non-Current Assets Office Furniture and Fixtures Accumulated Depreciation Office Furniture and Fixtures Delivery Equipment Accumulated Depreciation Delivery EquipmentOffice Equipment Accumulated Depreciation Office Equipment Farm Equipment Accumulated Depreciation Farm Equipment Farm Furniture And Fixtures Accumulated Depreciation Farm Furniture And Fixtures 2 3 4 11,568 .25 2,102,585 .00 43,50 0.00 2,044,000 .00 64,02 0.00 399,80 0.00 8,00 0.00 Note 1 PreOperating 2,041,016 .75 50,00 0.00 2014 3,461,077. 28 50,000 .00 380,808 .00 (3,808. 08) 3,888,077. 20 43,500 .00 (5,350. 00) 2,044,000. 00 (205,200. 00) 64,020 .00 (11,654. 00) 399,800 .00 (75,260. 00) 8,00 0.00 (800 .00) 2015 8,244,471. 41 50,000 .00 610,649 .08 (9,876. 49) 8,895,244. 00 43,500 .00 (10,700. 00) 2,044,000. 00 (410,400. 00) 64,020 .00 (23,308. 00) 399,800 .00 (150,520. 00) 8,00 0.00 (1,600. 00) 144 | P a g e 2016
13,714,135. 21 50,000. 00 676,290. 49 (16,540. 63)
14,423,885. 07
5 6 7 8 9 10 11 12 13 14
43,500. 00 (16,050. 00) 2,044,000. 00 (615,600. 00) 64,020. 00 (34,962. 00) 399,800. 00 (225,780. 00) 8,000 .00 (2,400. 00)

Office Building Accumulated Depreciation Office Building Warehouse Accumulated Depreciation Warehouse Land TOTAL NON- CURRENT ASSETS TOTAL ASSETS 15 16 17 18 19 1,875,000 .00 6,722,720 .00 8,825,305 .00 1,500,000 .00 788,40 0.00 788,400.00 (39,420. 00) 1,500,000. 00 (75,000. 00) 1,875,000. 00 6,310,036. 00 10,198,113. 20
788,400 .00 (78,840. 00) 1,500,000. 00 (150,000. 00) 1,875,000. 00 5,897,352. 00 14,792,596. 00
788,400. 00
(118,260. 00) 1,500,000. 00 (225,000. 00) 1,875,000. 00 5,484,668. 00 19,908,553. 07
145 | P a g e

Liabilities Utilities Payable Withholding Taxes Payable SSS Premium Payable Philhealth Premium Payable HDMF Premium Payable EC Premium Payable Income Tax Payable TOTAL LIABILITIES Partner's Equity Basa, Capital Bolos, Capital Lerio, Capital TOTAL PARTNER'S EQUITY TOTAL LIABILITIES AND PARTNER'S EQUITY 2,941,768.3 3 2,941,768.3 3 2,941,768.3 3 8,825,305.0 0 8,825,305.0 0 20 21 22 23 24 25 26 32,000.0 0 12,108.0 9 23,296.0 0 5,375. 00 4,200. 00 210. 00 53,806.1 5 130,995.2 4 3,275,705.9 9 3,275,705.9 9 3,515,705.9 9 10,067,117.9 6 10,198,113.2 0 32,640.0 0 12,108.0 9 23,296.0 0 5,375. 00 4,200. 00 210. 00 170,678.0 2 248,507.1 1 4,690,429.6 3 4,690,429.6 3 5,163,229.6 3 14,544,088.8 9 14,792,596.0 0
33,292.8 0 12,108.0 9 23,296.0 0 5,375. 00 4,200. 00 210. 00 197,320.8 6 275,802.7 5
6,311,378.1 0 6,311,378.1 0 7,009,994.1 0 19,632,750.3 1 19,908,553.0 7
Note 1: Cash in Bank Cash and Cash Equivalents, beg. Less: Petty Cash Fund Total Cash in Bank Note 2: Accounts Receivable PreOperating Accounts Receivable, Beg. Credit Sales Total Accounts Receivable Collections 2014 380,808 .00 380,808 .00 2015 380,808. 00 606,841. 00 987,649. 00 (376,999.9 2) 2016 610,649.08 666,414.00 1,277,063.08 (600,772.59) Pre- Operating 2,091,01 6.75 (50,00 0.00) 2,041,01 6.75 2014 3,511,077.2 8 (50,000.0 0) 3,461,077.2 8 2015 8,294,471. 41 (50,000. 00) 8,244,471. 41 2016 13,764,135.21 (50,000.00 ) 13,714,135.21
146 | P a g e

Accounts Receivable, End 380,808.00 610,649.08 676,290.49
147 | P a g e

PreOperating Allowance for Bad Debts, Beg. Bad Debts Expense Allowance for Bad Debts, End Note 4: Office Supplies PreOperating Office Supplies, beg. Purchases Total Office Supplies Office Supplies Expense Supplies End 11,5 68.25 11,5 68.25 2014 11,568.2 5 11,568.2 5 (11,568.2 5) 2014 3,808.0 8 3,808.0 8
Note 3: Allowance for Bad Debts 2015 3,808. 08 6,068. 41 9,876. 49 2016 9,876. 49 6,664. 14 16,540. 63
2015 12,088. 82 12,088. 82 (12,088. 82) -
2016 12,632. 82 12,632. 82 (12,632. 82) -
11, 586.25
148 | P a g e

Office Furniture and Fixture Total Furniture and Fixture Pre- Operating 43,500.0 0 43,500.00 2014 43,500.0 0 43,500.00
Note 5: Office Furniture and Fixture 2015 43,500. 00 43,500.00 2016 43,500. 00 43,500.00
Note 6: Accumulated Depreciation - Office Furniture and Fixture PreOperating 2014 Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation 5,350.0 0 5,350.0 0
2015 5,350. 00 5,350. 00 10,700. 00
2016 10,700. 00 5,350. 00 16,050. 00
149 | P a g e

Delivery Equipment PreOperating 2,044,0 00.00 2,044,0 00.00 2014 2,044,000.0 0 2,044,000.0 0
Note 7: Delivery Equipment 2015 2,044,000. 00 2,044,000. 00 2016 2,044,000. 00 2,044,000. 00
Total Delivery Equipment
Note 8: Accumulated Depreciation - Delivery Equipment PreOperating 2014 Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation 205,200.0 0 205,200.0 0
2015 205,200. 00 205,200. 00 410,400. 00
2016 410,400. 00 205,200. 00 615,600. 00
150 | P a g e

Office Equipment PreOperating 64, 020.00 64, 020.00 2014 64,02 0.00 64,02 0.00
Note 9: Office Equipment 2015 64,02 0.00 64,02 0.00 2016 64,020.0 0 64,020.0 0
Total Office Equipment
Note 10: Accumulated Depreciation - Office Equipment PreOperating 2014 Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation 11,65 4.00 11,65 4.00
2015 11,65 4.00 11,65 4.00 23,30 8.00
2016 23,308.0 0 11,654.0 0 34,962.0 0
151 | P a g e

Farm Equipment PreOperating 399, 800.00 399, 800.00 2014 399,80 0.00 399,80 0.00
Note 11: Farm Equipment 2015 399,80 0.00 399,80 0.00 2016 399,800.0 0 399,800.0 0
Total Farm Equipment
Note 12: Accumulated Depreciation - Farm Equipment PreOperating 2014 Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation 75,26 0.00 75,26 0.00
2015 75,26 0.00 75,26 0.00 150,52 0.00
2016 150,520.0 0 75,260.0 0 225,780.0 0
152 | P a g e

Farm Furniture and Fixtures PreOperating 8, 000.00 8, 000.00 2014 8,00 0.00 8,00 0.00
Note 13: Farm Furniture and Fixtures 2015 8,00 0.00 8,00 0.00 2016 8,000.0 0 8,000.0 0
Total Farm Furniture and Fixtures
Note 14: Accumulated Depreciation - Farm Furniture and Fixtures PreOperating 2014 Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation 80 0.00 80 0.00
2015 8 00.00 8 00.00 1,60 0.00
2016 1,600.0 0 800. 00 2,400.0 0
153 | P a g e

Office Building PreOperating 788,4 00.00 788,4 00.00 2014 788,400.0 0 788,400.0 0
Note 15: Office Building 2015 788,400. 00 788,400. 00 2016 788,400. 00 788,400. 00
Total Office Building
Note 16: Accumulated Depreciation - Office Building PreOperating Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation -
2014 39,420.0 0 39,420.0 0
2015 39,420. 00 39,420. 00 78,840. 00
2016 78,840. 00 39,420. 00 118,260. 00
154 | P a g e

Warehouse PreOperating 1,500,0 00.00 1,500,0 00.00 2014 1,500,000.0 0 1,500,000.0 0
Note 17: Warehouse 2015 1,500,000. 00 1,500,000. 00 2016 1,500,000. 00 1,500,000. 00
Total Warehouse
Note 18: Accumulated Depreciation Warehouse PreOperating Accumulated Depreciation, beg. Depreciation Expense Total Accumulated Depreciation -
2014 75,000.0 0 75,000.0 0
2015 75,000. 00 75,000. 00 150,000. 00
2016 150,000. 00 75,000. 00 225,000. 00
155 | P a g e

Note 19: Land Land Total Land Note 20: Utilities Payable Pre- Operating Utilities Payable, beg. Utilities Expense Total Utilities Payable Utilities Paid Utilities Payable, end 2014 384,000.0 0 384,000.0 0 (352,000.00 ) 32,000.00 2015 32,000. 00 391,680. 00 423,680. 00 (391,040.0 0) 32,640.00 2016 32,640. 00 399,513. 60 432,153. 60 (398,860. 80) 33,292.80 PreOperating 1,875,0 00.00 1,875,0 00.00 2014 1,875,000.0 0 1,875,000.0 0 2015 1,875,000. 00 1,875,000. 00 2016 1,875,000. 00 1,875,000. 00
156 | P a g e

Pre- Operating Withholding Tax Payable, beg. Withholding Tax Expense Total Withholding Tax Payable Withholding Tax Paid Withholding Tax Payable, end 2014 145,297.08 145,297.08 (133,188.99) 12,108.09 2015
Note 21: Withholding Tax Payable 2016 12,108.09 145,297.08 157,405.17 (145,297.08) 12,108.09
12,108.09 145,297.08 157,405.17 (145,297.08) 12,108.09
(1
Note 22: SSS Premium Payable Pre- Operating SSS Premium Payable, beg. SSS Premium Expense Total SSS Premium Payable SSS Premium Paid SSS Premium Payable , end Note 23: Philhealth Premium Payable Pre- Operating Philhealth Premium Payable, beg. Philhealth Premium Expense Total Philhealth Premium Payable Philhealth Premium Paid Philhealth Premium Payable , end Note 24: HDMF Premium Payable Pre- Operating
2014 279,552.00 279,552.00 (256,256.00) 23,296.00
2015 23,296.00 279,552.00 302,848.00 (279,552.00) 23,296.00
2016 23,296.00 279,552.00 302,848.00 (279,552.00) 23,296.00
(2
2014 64,500.00 64,500.00 (59,125.00) 5,375.00
2015 5,375.00 64,500.00 69,875.00 (64,500.00) 5,375.00
2016 5,375.00 64,500.00 69,875.00 (64,500.00) 5,375.00
2014
2015
2016 157 | P a g e

HDMF Premium Payable, beg. HDMF Premium Expense Total HDMF Premium Payable HDMF Premium Paid HDMF Premium Payable , end Note 25: EC Premium Payable PreOperating EC Premium Payable, beg. EC Premium Expense Total EC Premium Payable EC Premium Paid EC Premium Payable , end Note 26:Income Tax Payable Pre- Operating Income Tax Payable, beg Income Tax Expense Total Income Tax Income Tax Paid Income Tax Payable , end 2014 2,52 0.00 2,52 0.00 (2,310 .00) 21 0.00 2015 210.0 0 2,520.00 2,730.00 (2,520.00) 210.0 0 2016 210.00 2,520.00 2,730.00 (2,520.00) 210.00 50,400.00 50,400.00 (46,200.00) 4,200.00 4,200.00 50,400.00 54,600.00 (50,400.00) 4,200.00 4,200.00 50,400.00 54,600.00 (50,400.00) 4,200.00
2014 645,673.76 645,673.76 (591,867.61) 53,806.15
2015 53,806.15 2,048,136.20 2,101,942.35 (1,931,264.33) 170,678.02
2016 170,678.02 2,367,850.33 2,538,528.34 (2,341,207.48) 197,320.86
2,6 2,8 (2,6
158 | P a g e

Not e 1 2 2014 7,616,160.0 0 (4,210,667.80 ) 3,405,492.2 0 (688,466.0 0) 2,717,026.2 0 (564,780.3 3) 2,152,245.8 7 (645,673.7 6) 1,506,572.1 1 2015 12,136,820.0 0 (4,046,312.10 ) 8,090,507.9 0 (692,994.0 0) 7,397,513.9 0 (570,393.2 3) 6,827,120.6 7 (2,048,136.20 ) 4,778,984.4 7
iCRABu Company Income Statement For the Years Ended, Dec. 31, 2014- 2018 2016 13,328,280.0 0 (4,163,411.42 ) 9,164,868.5 8 (697,612.5 6) 8,467,256.0 2 (574,421.6 0) 7,892,834.4 2 (2,367,850.33 ) 5,524,984.0 9 2017
Sales Cost of Goods Sold Gross Profit Less: Selling Expenses Operatng Income Less: Administrative Expenses Income before tax Less: Income Tax Expense Net Income
14,523,840.0 0 (4,280,968.06
10,242,871.9 4
(702,323.4 9 9,540,548.4 5
(578,534.2 7 8,962,014.1 8
(2,688,604.25
6,273,409.9 2
Note 1: Sales Note Production Price Total Sales Sales Discount Net Sales Note 1.1: Production 2014 January February 2015 2,427. 00 2,427. 2016 2,66 9.00 2,66 2017 2,912 .00 2,912 2018 3,155.00 1.2 1.1 2014 18,576. 00 410 .00 7,616,160. 00 (120,589. 20) 7,495,570. 80 2015 29,602 .00 41 0.00 12,136,820. 00 (192,166. 32) 11,944,653. 68 2016 32,508 .00 41 0.00 13,328,280. 00 (211,031. 10) 13,117,248. 90 2017 3 5,424.00 410.00 14,523 ,840.00 (229 ,960.80) 14,293 ,879.20 2018
38,
15,718,5
(248,8
15,469,7
159 | P a g e

March 00 2,427. 00 9.00 2,66 9.00 .00 3,155.00 3,155.00 2,912 .00
160 | P a g e
April

2,28 7.00 2,28 7.00 2,28 7.00 2,28 7.00 2,28 7.00 2,28 7.00 2,42 7.00 2,42 7.00 18,57 6.00 2,427 .00 2,426 .00 2,426 .00 2,426 .00 2,426 .00 2,426 .00 2,426 .00 2,669 .00 2,669 .00 29,602 .00 2,669.00 2,668 .00 2,668 .00 2,668 .00 2,668 .00 2,668 .00 2,668 .00 2,912 .00 2,912 .00 32,508. 00 2,912 .00 2,911 .00 2,911 .00 2,911 .00 2,911 .00 2,911 .00 2,911 .00 3,155 .00 3,155 .00 35,424 .00 3,155.00 3,154.00 3,154.00 3,154.00 3,154.00 3,154.00 3,154.00 3,397.00 3,397.00 3 8,338.00
May* June July August September October November December Total Production *start of operation
161 | P a g e

Kilograms with 5% discount Discount Price Total 5% Discount Kilograms with 9% discount Discount Price Total 9% Discount Total Sales Discount 2014 3,096.0 0 20. 50 63,468.0 0 1,548.0 0 36. 90 57,121.2 0 2015 4,933.67 20.50 101,140.17 2016 5,418.0 0 20. 50 111,069.0 0 2,709.0 0 36. 90 99,962.1 0 2017 5,904.00 20.50 121,032.00
2,466.83 36.90 91,026.15
2,952.00 36.90 108,928.80
120,589.20 Note
192,166.32 2014 1,328,875.80 2,044,575.00 837,217.0 0 4,210,667.80
211,031.10 2015 1,161,508.4 8 2,044,575.0 0 840,228.6 3 4,046,312.10 2016 1,275,532.6 5 2,044,575.0 0 843,303.7 7 4,163,411.42
229,960.80 2017 1,3 89,949.20 2,0 44,575.00 8 46,443.86 4,280,968.06
Direct Supplies Direct Labor Factory Overhead Total Cost of Goods Sold
2.1 2.2 2.3
162 | P a g e
Note 2.1: Crab Seeds Quantity Price Total Cost Trash Fish Quantity Price Total Costs

2014 48,00 0.00 1 2.50 600,000.00 2015 2016 -
Direct Supplies 2017 2018 -
339,012 .00 2.15 728,875 .80 1,328,875 .80
540,236 .50 2.15 1,161,508. 48 1,161,508. 48
593,271 .00 2.15 1,275,532. 65 1,275,532. 65
646,488 .00 2.15 1,389,949. 20 1,389,949. 20
69 9,668.50 2.15 1,50 4,287.28 1,50 4,287.28
Total Direct Supplies Payroll Employee Feeding 1 Feeding 2 Feeding 3 Feeding 4 Feeding 5 Maintenance 1 Maintenance 2 Maintenance 3 Maintenance 4 Maintenance 5 Harvesting and Handling 1 Harvesting and Handling Status S S ME1 ME1 S1 ME ME2 S S ME2 ME1 ME2
Gross Pay 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00
SSS 350.00 350.00 350.00 350.00 350.00 350.00 350.00 350.00 350.00 350.00 350.00 350.00
HDMF 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00 100.00
Philhealth 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0 125.0 0
Withholding Tax 805.33 805.33 468.58 468.58 468.58 805.33 173.47 805.33 805.33 173.47 468.58 173.47
163 | P a g e
2 Harvesting and Handling 3 Harvesting and Handling 4 Harvesting and Handling 5 Total Annual Payment

S2 ME1 S 10,485. 00 10,485. 00 10,485. 00 157,275. 00 2,044,575.00 350.00 350.00 350.00 5,250.00 63,000.00 100.00 100.00 100.00 1,500.00 18,000.00 125.0 0 125.0 0 125.0 0 1,875.00 22,500.00 173.47 468.58 805.33 7, 868.76 94,425.12
164 | P a g e

Indirect Labor Pond Supervisor Facility Supervisor Total Annual Indirect Labor Gross Pay 12,030. 00 12,030. 00 24,060. 00 312,780. 00 SSS HDMF 400.00 400.00 800.00 9,600.00 100.00 100.00 200.00 2,400.00 Philhealth 150.0 0 150.0 0 300.0 0 3,600.00
Withho Tax
38
70
08
Indirect Materials Gloves Crab Tong Shears Total Indirect Materials
Notes
2014 90 0.00 1,35 0.00 67 5.00 2,92 5.00 151,06 0.00 134,40 0.00 9,60 0.00 202,45 2.00 24,00 0.00 837,21 7.00
2015 94 0.50 1,41 0.75 70 5.38 3,05 6.63 151,06 0.00 137,08 8.00 9,79 2.00 202,45 2.00 24,00 0.00 840,22 8.63
2016 98 2.82 1,47 4.23 73 7.12 3,19 4.17 151,06 0.00 139,82 9.76 9,98 7.84 202,45 2.00 24,00 0.00 843,30 3.77
201
Depreciation Utilities Repairs and Maintenance Employer's Contribution Property Tax Total Factory Overhead
2.3.1 2.3.2 2.3.3 2.3.4 2.3.5
165 | P a g e

Total Amount Farm Furniture and Fixtures Bed Warehouse Farm Equipment Bamboo Cages Cast Nets Water Tanks Total 10 20
Note 2.3.1: Depreciation Useful Life Depreciation 800.0 0 75,000.00
1,500,000.00 252,000.0 0 100,800.0 0 47,000.0 0 399,800.0 0
5 5 10
50,400.00 20,160.00 4,700.0 0 151,060.00
166 | P a g e
Note

2014 240,000 .00 120,000 .00 24,000 .00 384,000 .00 0.35 134,400 .00 2015 244,80 0.00 122,40 0.00 24,48 0.00 391,68 0.00 0.35 137,08 8.00 2016 249,696 .00 124,848 .00 24,969 .60 399,513 .60 0.35 139,829 .76
2.3.2: Utilities Expense 2017 254,68 9.92 127,34 4.96 25,46 8.99 407,50 3.87 0.35 142,62 6.36 2018 259,78 3.72 129,89 1.86 25,97 8.37 415,65 3.95 0.35 145,47 8.88
Electricity Water Telephone Total Utilities Expense Share in Utilities Expense Factory Overhead Utilities Expense
167 | P a g e
Note Expense

2014 2,000 .00 12 24,000 .00 0.40 9,600 .00 2015 2,04 0.00 12 24,48 0.00 0.40 9,79 2.00 2016 2,08 0.80 12 24,969 .60 0.40 9,98 7.84
2.3.3: Repairs and Maintenance 2017 2,12 2.42 12 25,46 8.99 0.40 10,18 7.60 2018 2,16 4.86 12 25,97 8.37 0.40 10,39 1.35
Repairs and Maintenance Monthly Operating Months Annual Repairs and Maintenance Share of Factory Overhead Repairs and Maintenance for Factory Overhead
168 | P a g e
Note 2.3.4: Employee Pond Supervisor Facility Supervisor Feeding Personnel 1 Feeding Personnel 2 Feeding Personnel 3 Feeding Personnel 4 Feeding Personnel 5 Maintenance Personnel 1 Maintenance Personnel 2

Statu s ME2 ME1 S S ME1 ME1 S1 ME ME2 Gross Pay 12,030. 00 12,030. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 SSS 84 8.00 84 8.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00
Employer's Contribution EC HDMF Philhealth Premium 100. 150 00 .00 10.00 100. 150 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00 100. 125 00 .00 10.00
Total Employe Contribution 1,1
1,1
9 . 9 . 9 . 9 . 9 . 9 . 9 .
169 | P a g e
Maintenance Personnel 3 Maintenance Personnel 4 Maintenance Personnel 5 Harvesting and Handling Personnel 1 Harvesting and Handling Personnel 2 Harvesting and Handling Personnel 3 Harvesting and Handling Personnel 4 Harvesting and Handling Personnel 5 Total Annual Employer's Contribution

S S ME2 ME1 ME2 S2 ME1 S 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 10,485. 00 181,335. 00 2,357,355. 00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 74 2.00 12,826 .00 153,912 .00 100.00 100. 00 100. 00 100. 00 100. 00 100. 00 100. 00 100. 00 1,700. 00 20,400.0 0 125 .00 125 .00 125 .00 125 .00 125 .00 125 .00 125 .00 125 .00 2,175. 00 26,100. 00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 10.00 170.00 2,040.00
9 . 9 . 9 .
9 .
9 .
9 .
9 .
9 . 16,8
202,4
170 | P a g e
Note

2014 1,875,000 .00 0.40 750,00 0.00 0.02 15,00 0.00 0.80 12,00 0.00 2015 1,875,000. 00 0.40 750,000 .00 0.02 15,000 .00 0.80 12,000 .00 2016 1,875,000 .00 0.40 750,00 0.00 0.02 15,00 0.00 0.80 12,00 0.00
2.3.5: Property tax 2017 1,875,000 .00 0.40 750,00 0.00 0.02 15,00 0.00 0.80 12,00 0.00 2018 1,875,000 .00 0.40 750,00 0.00 0.02 15,00 0.00 0.80 12,00 0.00
Land Assessment Rate Assessed Value Tax Rate Total Share of Factory Overhead Total
171 | P a g e

Warehouse Assessment rate Assessed Value Tax Rate Total Total Share Of Factory Overhead 1,500,000 .00 0.40 600,00 0.00 0.02 12,00 0.00 24,00 0.00 1,500,000. 00 0.40 600,000 .00 0.02 12,000 .00 24,000 .00 1,500,000.00 0.40 600,00 0.00 0.02 12,00 0.00 24,00 0.00 1,500,000 .00 0.40 600,00 0.00 0.02 12,00 0.00 24,00 0.00 1,500,000 .00 0.40 600,00 0.00 0.02 12,00 0.00 24,00 0.00
172 | P a g e
Note 3: Selling

Expenses Note 3.1 3.2 3.3 3.4 3.5 3.6 2014 236,262 .00 115,200. 00 205,200 .00 104,000 .00 20,604 .00 7,200 .00 688,466 .00 2015 236,26 2.00 117,50 4.00 205,20 0.00 106,08 0.00 20,60 4.00 7,34 4.00 692,99 4.00 2016 236,26 2.00 119,85 4.08 205,20 0.00 108,20 1.60 20,60 4.00 7,49 0.88 697,61 2.56 2017 236,26 2.00 122,25 1.16 205,20 0.00 110,36 5.63 20,60 4.00 7,64 0.70 702,32 3.49
Payroll Utilities Expense Depreciation Expense Transportation Expense Employer's Contribution Repairs and Maintenance Expense Total Selling Expenses
2018 236 2 124 6 205 0 112 2 20 4
93 707 8
Note 3.1: Payroll Employee Driver 1 Driver 2 Statu s S ME1 Gross Pay 9,087 .00 9,087 .00 18,174 .00 236,262 .00 2015 244,80 0.00 122,40 0.00 24,48 0.00 391,68 0.00 0.30 117,504 .00 SSS 300. 00 300. 00 600. 00 7,200.0 0 HDMF 100.0 0 100.0 0 200.0 0 2,400.0 0 Philhealth 112. 50 112. 50 225. 00 2,700. 00 Withholding Tax 57 1.33 25 8.88 83 0.21 9,96 2.52 Total Deductions 1,083 .83 77 1.38 1,855 .21 22,262 .52 2018
Net P 8
16
Total Annual Payroll Note 3.2: Utilities Expense 2014 240,0 Electricity 00.00 120,0 Water 00.00 24,0 Telephone 00.00 Total Utilities 384,0 Expense 00.00 Share in Utilities Expense 0.30 Selling Utilities 115,2 Expense 00.00
213
2016 249,6 96.00 124,8 48.00 24,9 69.60 399,5 13.60 0.30 119,85 4.08
2017 254,6 89.92 127,3 44.96 25,4 68.99 407,5 03.87 0.30 122,2 51.16
259,78
129,89
25,97
415,65
124,69
173 | P a g e

Total Amount Delivery Equipment Truck Crates Total 2,036,000.0 0 8,000. 00 2,044,000.0 0 10 5
Note 3.3: Depreciation Useful Life Depreciation 203,600.0 0 1,600. 00 205,200.0 0
174 | P a g e
Note

2014 104,000 .00 104,000 .00 2015 106,080 .00 106,080 .00 2016 108,201 .60 108,201 .60
3.4: Transportation Expense 2017 110,365 .63 110,365 .63 2018 112,572 .94 112,572 .94
Fuel Total Transportation Expense
Note 3.5: Employer's Contribution Statu Employee s Driver 1 Driver 2 Total Annual Employer's Contribution S ME1
Gross Pay 9,087 .00 9,087 .00 18,174 .00 236,262 .00
SSS 636. 00 636. 00 1,272. 00 15,264. 00
HDMF 100. 00 100. 00 200. 00 2,400. 00
Philhealth 112 .50 112 .50 22 5.00 2,700 .00
EC Premium 10.00 10.00 20.00 240.00
Total Employer Cont. 85
85
1,71
20,60
175 | P a g e
Note

2014 2,00 0.00 12 24,00 0.00 0.30 7,20 0.00 2015 2,04 0.00 12 24,48 0.00 0.30 7,34 4.00 2016 2,08 0.80 12 24,96 9.60 0.30 7,49 0.88
3.6: Repairs and Maintenance Expense 2017 2,12 2.42 12 25,46 8.99 0.30 7,64 0.70 2018 2,16 4.86 12 25,97 8.37 0.30 7,79 3.51
Repairs and Maintenance Monthly Operating Months Annual Repairs and Maintenance Share of Selling Repairs and Maintenance for Selling
176 | P a g e
Note 4:

Note 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 2014 316,78 4.00 7,73 0.40 56,42 4.00 134,40 0.00 26,86 5.60 11,56 8.25 3,80 8.08 7,20 0.00 564,78 0.33 2015 316,78 4.00 7,73 0.40 56,42 4.00 137,08 8.00 26,86 5.60 12,08 8.82 6,06 8.41 7,34 4.00 570,39 3.23
Administrative Expenses 2016 316,78 4.00 7,73 0.40 56,42 4.00 139,82 9.76 26,86 5.60 12,63 2.82 6,66 4.14 7,49 0.88 574,42 1.60 2017 316,78 4.00 7,73 0.40 56,42 4.00 142,62 6.36 26,86 5.60 13,20 1.30 7,26 1.92 7,64 0.70 578,53 4.27
Payroll Property Tax Depreciation Expense Utilities Expense Employer's Contribution Office Supplies Expense Bad Debts Expense Repairs and Maintenance Expense Total Administrative Expense
2018 316 4.
30. 56 4. 145 8. 26 5. 13 5.
59.
93. 582 1.
177 | P a g e
Note 4.1: Payroll Employees Contribution Employee Accountant Cashier Total Annual Payment

Statu s S S Gross Pay 14,982. 00 9,386. 00 24,368. 00 316,784. 00 SSS 500. 00 316. 70 816. 70 9,800.4 0 HDMF 100. 00 100. 00 200. 00 2,400. 00 Philhealth 175. 00 112. 50 287. 50 3,450. 00 Withholding Tax 1,70 4.73 61 6.18 2,32 0.91 27,85 0.92 Total Deductions 2,47 9.73 1,14 5.38 3,62 5.11 43,50 1.32
Net
178 | P a g e
Note 4.2:

Property tax 2016 1,875,000 .00 0.40 750,00 0.00 0.02 15,000.00 0.20 3,000.00 0.02 15,000.00 0.20 3,000.00 2014 1,875,000 .00 0.40 750,00 0.00 0.02 15,000.00 0.20 3,000.00 0.02 15,000.00 0.20 3,000.00 2015 1,875,000. 00 0.40 750,000 .00 2017 1,875,000 .00 0.40 750,00 0.00 0.02 15,000.00 0.20 3,000.00 2018 1,875,000 .00 0.40 750,00 0.00
Land Assessment Rate Assessed Value Tax Rate Total Share of Administrative Expense Total
179 | P a g e
Office Building Assessment rate Assessed Value Tax Rate Total

788,40 788,400.00 0.00 788,400.00 788,400.00 788,400.00 0.3 0.3 0.3 0.3 0.3 236,52 236,520 236,52 236,52 236,52 0.00 .00 0.00 0.00 0.00 0.02 0.02 0.02 0.02 0.02 4,73 4,730 4,73 4,73 4,73 0.40 .40 0.40 0.40 0.40 7,73 0.40 7,730 .40 7,73 0.40 0.40 7,73 0.40 7,73
Total Share of Administrative Expense
Note 4.3: Depreciation Expense Total Amount Office Equipment Computer Bundy Clock 34,020. 00 7,800. 00 5 5 6,804. 00 1,560. 00 Useful Life Depreciation
180 | P a g e

CCTV Camera Air Condition Electric Fan Water Dispenser Office Furniture and Fixtures Tables Chairs Sofa Filing Cabinet Office Building Total 4,800. 00 11,500.0 0 3,900. 00 2,000. 00 24,000. 00 5,000. 00 10,000. 00 4,500. 00 788,400. 00 5 10 5 5 960. 00 1,150. 00 780. 00 400. 00 2,400. 00 500. 00 2,000. 00 450. 00 39,420.0 0 56,424.0 0
10 10 5 10 20
181 | P a g e
Note

2014 240,000. 00 120,000. 00 24,000. 00 384,000. 00 0.35 134,400. 00 2015 244,800. 00 122,400. 00 24,480. 00 391,680. 00 0.35 137,088. 00 2016 249,696. 00 124,848. 00 24,969. 60 399,513. 60 0.35 139,829. 76
4.4: Utilities Expense 2017 254,689. 92 127,344. 96 25,468. 99 407,503. 87 0.35 142,626. 36 2018 259,783. 72 129,891. 86 25,978. 37 415,653. 95 0.35 145,478. 88
Electricity Water Telephone Total Utilities Expense Share in Utilities Expense Admin. Utilities Expense
182 | P a g e
Note 4.5: Employers Contribution Employee Accountant Cashier Total Annual Payment

Statu s S S Gross Pay 14,982 .00 9,386 .00 24,368 .00 316,784 .00 SSS 1,060. 00 671 .30 1,731. 30 20,775. 60 HDMF 100. 00 100. 00 200. 00 2,400. 00 Philhealth 175. 00 112. 50 287. 50 3,450.0 0
Employer's Contribution EC Premium 10.00 10.00 20.00 240.00
Total Employers Cont.
1,345.
893.
2,238.
26,865.
183 | P a g e
Note 4.6:

2014 11,56 8.25 11,56 8.25 2015 12,088 .82 12,088 .82 2016 12,63 2.82 12,63 2.82
Office Supplies Expense 2017 13,20 1.30 13,20 1.30 2018 13,795.3 5 13,795.3 5
Office Supplies, beg Office Supplies, end Office Supplies Expense Note 4.7: Bad Debts Expense
Credit Sales Estimate Total Bad Debts Expense
2014 380,80 8.00 0.01 3,80 8.08
2015 606,841 .00 0.01 6,068 .41
2016 666,41 4.00 0.01 6,66 4.14
2017 726,19 2.00 0.01 7,26 1.92
2018 785,929.0 0 0. 01 7,859.2 9
184 | P a g e
Note 4.8:

2014 2, 000.00 12 24, 000.00 0.30 7,200.00 2015 2,040 .00 12 24,480 .00 0.30 7,344.00 2016 2,08 0.80 12 24,96 9.60 0.30 7,490.88
Repairs and Maintenance Expense 2017 2,12 2.42 12 25,46 8.99 0.30 7,640.70 2018 2,16 4.86 12 25,97 8.37 0.30 7,793.51
Repairs and Maintenance Monthly Operating Months Annual Repairs and Maintenance Share of Administrative Repairs and Maintenance for Admin.
2014 Net Income before tax Percentage Income tax Expense 2,152,245.87 30% 645,673.76
2015 6,827,120.67 30% 2,048,136.20
2016 7,892,834.42 30% 2,367,850.33
2017 8,962,014.18 30% 2,688,604.25
185 | P a g e

Pre- Operating Beginning Capital Less: Organizational Costs Pre- Operating Expenses Add: Share in Net Income Total Capital Less: Withdrawals Ending Capital 2,941,768 .33 2,941,768 .33 2,941,768. 33 Basa 3,000,000 .00 (9,99 0.00) (48,24 1.67) Bolos 3,000,000 .00 (9,99 0.00) (48,24 1.67) Lerio 3,000,000. 00 (9,990. 00) (48,241. 67)
iCRABu Company Statement Changes in Partner's Equity For the Years Ended, December 31, 2014- 2018 Total 9,000,000. 00 (29,970. 00) (144,725. 00)
2,941,768 .33
2,941,768 .33
2,941,768. 33
8,825,305. 00 8,825,305. 00
186 | P a g e

2014 Beginning Capital Add: Salary Share in Net Income Total Capital Less: Withdrawals Ending Capital 422,19 0.70 3,363,959 .04 (88,25 3.05) 3,275,705 .99 422,19 0.70 3,363,959 .04 (88,25 3.05) 3,275,705 .99 Basa 2,941,768 .33 Bolos 2,941,768 .33 Lerio 2,941,768. 33 240,000. 00 422,190. 70 3,603,959. 04 (88,253. 05) 3,515,705. 99
Total 8,825,305. 00 240,000. 00 1,266,572. 11 10,331,877. 11 (264,759. 15) 10,067,117. 96
187 | P a g e

2015 Beginning Capital Add: Salary Share in Net Income Total Capital Less: Withdrawals Ending Capital 1,512,994 .82 4,788,700 .81 (98,27 1.18) 4,690,429 .63 1,512,994 .82 4,788,700 .81 (98,27 1.18) 4,690,429 .63 Basa 3,275,705 .99 Bolos 3,275,705 .99 Lerio 3,515,705. 99 240,000. 00 1,512,994. 82 5,268,700. 81 (105,471. 18) 5,163,229. 63
Total 10,067,117. 96 240,000. 00 4,538,984. 47 14,846,102. 43 (302,013. 54) 14,544,088. 89
188 | P a g e

2016 Beginning Capital Add: Salary Share in Net Income Total Capital Less: Withdrawals Ending Capital 1,761,661 .36 6,452,090 .99 (140,712 .89) 6,311,378 .10 1,761,661 .36 6,452,090 .99 (140,712 .89) 6,311,378 .10 Basa 4,690,429 .63 Bolos 4,690,429 .63 Lerio 5,163,229. 63 240,000. 00 1,761,661. 36 7,164,890. 99 (154,896. 89) 7,009,994. 10
Total 14,544,088. 89 240,000. 00 5,284,984. 09 20,069,072. 98 (436,322. 67) 19,632,750. 31
189 | P a g e

Total 19,632,750. 31 240,000. 00 6,033,409. 92 25,906,160. 24 (588,982. 51) 25,317,177. 73
190 | P a g e

Total 25,317,177. 73 240,000. 00 6,781,145. 39 32,338,323. 12 (759,515. 33) 31,578,807. 79
191 | P a g e

Financial Ratios For the Years Ended, Dec. 31, 2014- 2018 2014 2,407, 192.97 79, 930.26 30.11616459 2,407, 192.97 79, 930.26 30.11616459 8,637, 298.71 2,407, 192.97 3.58812061 2015 5,147,9 84.42 167,1 16.25 30.804810 89 5,147,9 84.42 167,1 16.25 30.804810 89 10,878,2 20.18 5,147,9 84.42 2.1131027 76 2016 8,277,3 42.50 186,4 69.99 44.389675 17 8,277,3 42.50 186,4 69.99 44.389675 17 13,575,5 40.51 8,277,3 42.50 1.6400844 24
iCRABu Company
Current Assets Current Liabilities
2017 11,849,2 46.85 205,8 30.81 57.567897 33 11,849,2 46.85 205,8 30.81 57.567897 33 16,715,4 00.04 11,849,2 46.85 1.4106719 4
2018 15,847,6 04.61 225,1 07.60 70.400132 39 15,847,6 04.61 225,1 07.60 70.400132 39 20,281,7 97.01 15,847,6 04.61 1.2798020 59
Quick Assets Current Liabilities
Working Capital Total Assets
192 | P a g e

Total Liabilities Total Assets 79, 930.26 8,717, 228.97 0.009169228 79, 930.26 8,637, 298.71 0.009254081 167,1 16.25 11,045,3 36.42 0.0151300 28 167,1 16.25 10,878,2 20.18 0.0153624 62 186,469.99 13,762,0 10.50 0.0135496 19 186,4 69.99 13,575,5 40.51 0.0137357 33 205,8 30.81 16,921,2 30.85 0.0121640 57 205,8 30.81 16,715,4 00.04 0.0123138 43 225,1 07.60 20,506,9 04.61 0.0109771 61 225,1 07.60 20,281,7 97.01 0.0110989 97
Total Liabilities Total Partner's Equity
193 | P a g e

Net Income Net Sales 76, 752.86 5,572, 500.00 0.013773505 76, 752.86 8,717, 228.97 0.008804731 2,500,0 40.43 8,879,4 00.00 0.2815551 08 2,500,0 40.43 11,045,3 36.42 0.2263435 29 3,023,6 66.94 9,753,3 00.00 0.3100147 58 3,023,6 66.94 13,762,0 10.50 0.2197111 34 3,547,1 25.75 10,627,2 00.00 0.3337780 18 3,547,1 25.75 16,921,2 30.85 0.2096257 52 4,067,8 58.97 11,496,9 00.00 0.3538222 45 4,067,8 58.97 20,506,9 04.61 0.1983653 33
Net Income Total Assets
Net Income Total Partner's Equity
76, 752.86 8,637, 298.71 0.008886211
2,500,0 40.43 10,878,2 20.18 0.2298207 23
3,023,6 66.94 13,575,5 40.51 0.2227290 28
3,547,1 25.75 16,715,4 00.04 0.2122070 51
4,067,8 58.97 20,281,7 97.01 0.2005669 9
194 | P a g e
I CRAB U
the best crab in town
SOCIO-ECONOMIC ASPECT
I.
INTRODUCTION
The proposed business will be established not solely for profit generation but also other factor that could be affected in the process of engaging in the business. The company vows to provide help to seaside market or the so called dampa which has been known for many years of selling and serving good quality of seafood. This part of the study aims to show the socioeconomic benefits that the i-CRAB-u can contribute to society.
A. EMPLOYEES Starting a new business means it needs manpower that is essential to its success. The proposed business will offer job opportunities to community of the Barangay Muzon1 Rosario, Cavite. The employment of the best personnel and the utilization of their skills are some of the factors considered to ensure effective and efficient production and profit maximization of the company. Having the competent employees, the company needs sound employment practices to get the most suited employee in every position especially the pond workers.
195 | P a g e
I CRAB U
I-CRAB-u will honor and follows the laws set forth by the government and by the industry. Every employee will be treated with the rights they deserve, especially on just and proper compensation, benefits, working environment and conditions. The company will prioritize and support the welfare of its employees and will help them in accomplishing both their personal task and the companys goal. The company assures that full time employees will receive their benefits like membership in Social Security System (SSS), Philhealth, and Pag-ibig. The company looks forward that the business will help and give the employees the chance to develop and enhance their abilities in reaching their full potential that will help them in their individual task and the goal of the company as a whole.
B. COMMUNITY
The company is not looking only on realizing profit can be generated from the proposed business but also on the benefits it can give in the community particularly in Muzon 1 Rosario Cavite. In terms of employment, it is one of the main socioeconomic benefits it can bring. The hiring will help and increase the productivity of their lifestyle. In field of tourism, the seaside market became popular in serving good quality of crabs. The proposed business will ensure that better quality of crabs will be produced and distributed to the market that will lead to a great success in the economy of the
196 | P a g e
I CRAB U
seaside market. Later on, more tourists will discover and will visit and try the best feeling they can experience in eating seafood. I-CRAB-u not only aims to lead the seaside market in promoting and serving the best crabs in town but also helping the lives of the locals of barangay Muzon by providing the right and just compensation and benefits.
197 | P a g e
I CRAB U
C. ENVIRONMENT
One of the most aspects must be taken into consideration in engaging a business in the Philippines is the environmental effects of the proposed business to avoid mitigations and relatively high costs cause of neglecting these environmental factors. So many firms are spending considerable amount to achieve and be established as environmental-friendly-company that can attract customers most especially those nature lovers. The proposed business, as a crab grower, can contribute in some ways in maintaining and making more beautiful the environment. Through the use of bamboo on the crab cages and other equipment in harvesting the crabs and other natural and organic materials, helps lessen pollution. With these statements, the business helped the environment in such a way that it uses natural ways and tools in growing crabs which is also good for the quality of crabs and it serves as model to other crab grower companies in realizing profit while helping in saving and maintaining the beauty of environment.
198 | P a g e

Crab Store Feasibility

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Crab Store Feasibility

Enviado por

Direitos autorais:

Formatos disponíveis

the best crab I CRAB U

I. NAME OF THE BUSINESS

II. LOCATION OF THE BUSINESS

BRIEF DESCRIPTION OF THE BUSINESS

the best crab I CRAB U

The proposed business is

PROJECTS LONG-RANGE OBJECTIVES

the best crab I CRAB U

I. BACKGROUND OF THE STUDY

II. SIGNIFICANCE OF THE STUDY

the best crab I CRAB U

to acquire relevant data, and

STATEMENT OF THE PROBLEM

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

1. What will be the

the best crab I CRAB U

requirements and qualifications as well as the responsibilities of the

the best crab I CRAB U

the best crab I CRAB U

V. SCOPE AND LIMITATION

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

II. MISSION AND VISION

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

g. Treasurers Clearance h. Community Tax Certificate i. Tax declaration of Real Property

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

b. BIR Form 1903

application for Registration for Corporations/Partnership (Taxable/Non-

the best crab I CRAB U

Permit or duly received Application for Mayors Business Permit, if the

the best crab I CRAB U

the best crab I CRAB U

b) Spouses who devoted

the best crab I CRAB U

two copies of the Membership Registration/Remittance Form (M1-1)

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

The business will commence

the best crab I CRAB U

and the storing and feeding of

the best crab I CRAB U

VII. MANPOWER REQUIREMENTS

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

relationship among his or her co-workers. An individual in this position is also

Has a proficient and strong knowledge in MS Excel and other MS

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

the best crab I CRAB U

the business. Any erroneous

VIII. SALARIES AND COMPENSATION SCHEME