Jollibee Foods and Services Satisfaction

CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
Fast food restaurant is considered as one of the fastest growing business in the
Philippines.
One of the most popular fast food restaurants is Jollibee Foods Corporation.
Jollibee is a major international brand with its heart in the Philippines and its strength born of
Asian pride. Uncompromising in its standards, flexible and responsive, every outlet in Jollibee
chain offers customers wholesome, fun and affordable, superior tasting food served in a bright,
clean and imaginative environment. Jollibees phenomenal growth is perceived in the lifestyle of
every Filipino. It operates the largest network of restaurant chains in the Philippines. As of
March 31, it had a total of 1,570 stores nationwide.
Several factors help build and keep up a good business. For a fast food restaurant,
customer satisfaction is a major consideration to the management.
Meeting customer
expectations help the business gain good reputation that eventually leads to sales growth.
In this study, the researchers analyzed the perceived evaluation of the respondents about
foods and services satisfaction.
Background of the Study

The so-called fast-food restaurants usually operated in chairs or as franchises and heavily
advertised, offer limited menus typically comprising hamburgers, hot dogs, fried chicken, or
pizza and their complements and also offer speed, convenience, and familiarity to diners who
may eat in the restaurant or take their food home. Among fast-food names that have become
widely known is the Jollibee.
Jollibee is a phenomenal success story: what began as a two-branch ice cream parlor in
1975 offering hot meals and sandwiches became incorporated in 1978 with seven outlets to
explore the possibilities of a hamburger concept. Thus was born the company that revolutionized
fast food in the Philippines.
In 1984, Jollibee hit the P500 million sales mark, landing in the Top 500 Philippine
Corporations. In 1987, barely 10 years in the business, Jollibee landed into the countrys Top 100
Corporations. It became the first Philippine fast food chain to break the P1 billion sales mark in
1989. In 1993, Jollibee became the first food service company to be listed in the Philippine Stock
Exchange; thus broadening its capitalization and laying the groundwork for sustained expansion
locally and beyond the Philippines.
Jollibees phenomenal growth owes much to its strict and committed adherence to high
standards as symbolized by "F.S.C.": Food (F) served to the public must meet the companys
excellence standards or it will not be served at all; the Service (S) must be fast and courteous;
and Cleanliness (C), from kitchen to utensils, must always be maintained. Jollibee is proud of its
employees who carry out their jobs.
Foodservice is one of the basic tools for a certain food establishment it is clearly the key
to their business success. No other task of foodservice management is more important than
identifying the food and service strategies, knowing its essence and selecting the ones the
industry should pursue as what was usually done by Jollibee.
Every restaurant manager should know the following facts about service and customers
needs. According to Michael Hurst, owner of the 15 th St. Fisheries in Fort Lauderable, Florida, a
good server can save a bad meal, but a good meal cant save a bad server. Guests that
patronized establishments love to tell their friends about the foods and services they received.
Therefore it is imperative that restaurant and banquet managers strive to provide excellent
service and make word of mouth work positively for them in order to make their business
successful. Michael Hurst says, Good service is what differentiates restaurant in todays
saturated marketplace. We are not selling food in my restaurant, we selling a pleasant experience.
PUP students from any level accommodate that going out to dine-in is the completion of
their meal. The obvious conditions that Jollibee up trend their food quality is also duplicated by
the customer foodservice strategy they are exploring. But the reality goes in that quality of food
and convenience within the store is all in one package, that all of these describe the food service
stability as what Jollibee is exercising.
In more than decade quiet food stabilization is important, like the marketing management
that encompasses the plans and vital role in a restaurant. The modern realization calls primarily
to how employees in the food establishment serve and treat the customer as an important guest
within the establishment. Thus, in return, result in greater percentage of people from all walks of
life identified with the challenging lifestyle by which product and service is merchandised.
Counting the apparent trend of the increasing number of school week attendance or long
weekends, are other valid reason s for increase in dining among Jollibee stores.
Since students do not have enough time to go home to take their meal, fast food
restaurants like Jollibee is giving an affordable foods and services to the students, showing their
appeal to a cool environment, well-trained crew. Food quality and the best food service they are
implying.
As an observation, the researchers want to know how the 3rd year MM students are being
satisfied by the foods and services offered by Jollibee. Also the common problems encountered
with regards to these foods and services.
INPUT
PROCESS
Profile
Data gathered
Convey
through
information
Consumer
to studen
Surv
Helped management
Age
of Jollibee determine the effectiveness o
Statistical
Analysis
Helped Gender
future entrepreneurs know
the needs
and wants o
Frequency and percentage

Times respondents eat at Jollibee.
Weighted mean
Usual mealtime of the day respondents eat at Jollibee.
Level of satisfaction of the respondents in relation to Jollibees foodsRanking
and services.
Common problems encountered by the respondents with regards to the food and service offered by J
Conceptual Framework
FEEDBACK
The conceptual framework discussed the flow of the study to be taken. The study used
the closed-system program. The system of the three frames is composed of input which went
through the process or operation and emerged as the output.
The input contains the leading variables regarding the level of satisfaction of PUP 3rd year
marketing management students, SY 2010-2011 towards the foods and services offered by
Jollibee. It includes the profile and self evaluation of the respondents based on the significant
differences among variables.
The second frame contains the methods and procedures to be used to analyze those
variables by making questionnaire, conducting research, and to use statistical tools.
The third frame is the output. It contains policy recommendations that the researchers
suggested for other entrepreneurs about some factors that they should consider and some
problems that they might encounter according to the result of the consumer survey.
The arrows include the workflow of information in the research process. The feedback
loop connects the output to the process involved as well as to the input. It made the system
continuous.
Statement of the Problem

The purpose of this study is to determine the level of satisfaction of 3 rd year marketing
management students towards the foods and services offered by Jollibee.
Specifically, this study aims to answer the following question:
1.0 How often do the respondents eat at Jollibee?
2.0 When do the respondents eat at Jollibee?
3.0 What is the level of satisfaction of the respondents in relation to Jollibees foods and
services?
4.0 What are the common problems encountered by the respondents about the foods and services
offered by Jollibee?
Significance of the Study

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Relevant information acquired from this study would convey information to students
about the satisfaction that Jollibee can give to its customers. This information could influence
them to further evaluate if Jollibee Foods and Services is meeting the customers needs.
This study is also beneficial to Jollibee Foods Management.
It could help them
determine the effectiveness of their business process. This study will also serve as a guide in
knowing the area that needs improvement. It will present the needs of their customers and how
will they satisfy their customers.
The result of this study will also help the future entrepreneurs who want to put up a
business like this and how to get the loyalty of the customers through a well-planned foods and
services strategy. They would be able to know the needs and wants of their customers when it
comes to food and service.
This study served as great part for the completion of the researchers course requirement.
This has given them a lot of challenge in meeting new faces and acquaintances and being
conscious of whats happening in the environment regarding their study. This also led them to
find out new knowledge and widen their horizon.
This study will be an effective tool and reference for other researchers who would intend
to make any further relevant study particularly on the evaluation of Jollibee foods and services.
Scope and Limitations
This study will focus on the level of satisfaction of PUP 3 rd year marketing management
students towards the foods and services offered by Jollibee based on the study conducted. This
was done to know the evaluation of the respondents to Jollibee. It should be clear that this study
does not intend to compare the foods and services offered by other fast food restaurants.
The respondents of the study were composed of PUP 3 rd year marketing management
students. The questionnaire were administered in September 2010 and retrieved on the day of
survey while the others are retrieved on the following day. A questionnaire whose content were
about the personal profile and evaluation towards Jollibees foods and services will be
administered to the respondents.
Definition of Terms
For better understanding and interpretation of the study, the following terms are
operationally defined.
Ambience is a places atmosphere; a particular environment or surrounding influence.
Delay is the act of delaying; inactivity resulting in something being put off until a later time.
Discourteous is showing no courtesy or no good manners; the act of being impolite.
Efficiency is working productively with no waste of money or effort.
Food is any substance that people or animal eat or drink or that plants absorb to maintain life and
growth.
Hygiene is the practice of keeping oneself and ones surroundings clean in order to prevent
disease.
Insufficient means not enough.
Marketing Management (MM) as a course is a business discipline course which is focused on
the practical application of marketing techniques and the management of a firm's marketing
resources and activities.
Place is any area set aside for a particular purpose.
Portion is a part or a share; an amount of food for one person.
Presentation is the activity of formally presenting something.

Problem is a state of difficulty that needs to be resolved.
Promptness is the process of doing without delay.
Sanitation is the arrangement to protect public health, esp. the provision of clean drinking water
and disposal of waste materials.
Satisfaction is the fulfillment of needs or wants; to meet the demand, desire or need.
Security is the safety of the state or organization; the state of being or feeling secure.
Service is an act of assistance; a system applying a public need.
Service Personnel are members of the society; whereas this person is hired for service in a
company.
Unclean is synonymous to dirty; soiled or likely to soil with dirt or grime.
CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
Predictors of Satisfaction Level. Much has been written on how image, service quality
and satisfaction determine loyalty with regard to a particular industry. What is evident in these
studies is that image and service quality have a significant positive correlation to customer
satisfaction.
Satisfaction is increasingly considered to be a basic determinant of business

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success, one that has considerable effect on firms performance (customer retention, re-purchase
and profitability). In view of this considerable relevance of satisfaction for the success of a
company, it goes as no surprise to find that a large number of marketing studies are devote to
measuring customer perception of the fitness of the company performances. (Hober, Hermann
and Wricke, 2001)
Customer Satisfaction. More than forty years ago, it has noted that a companys first
task is to create customers. However, the challenge of today is more in retaining and satisfying
customers once acquired, as they face increasing choice in the quality and price of services
provided. (Drucker, 2003)
Customer Satisfaction is necessary to any Success in Business. Satisfaction alone is
not enough to build a loyal customer based. Service is the most important predictor of
satisfaction level, implying that increase in clients satisfaction and customer loyalty was directly
related to quality of service. (Parashevas, 2001)
Flores, A. 2006 conducted a study which assessed the level of client satisfaction,
perception and satisfaction on the products and services and quality of employee customer
service of a sample rural bank. Findings of the study showed that the expectations of clients on
the products and services yield an important rating. Clients perceived the products and service of
the bank as very good and said they are satisfied with service.
Measuring and Managing Customer Satisfaction

By: Kevin Cacioppo
As markets shrink, companies are scrambling to boost customer satisfaction and keep
their current customers rather than devoting additional resources to chase potential new
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customers. The claim that it costs five to eight times as much to get new customers than to hold
on to old ones is key to understanding the drive toward benchmarking and tracking customer
satisfaction.
Measuring customer satisfaction is a relatively new concept to many companies that have
been focused exclusively on income statements and balance sheets. Companies now recognize
that the new global economy has changed things forever. Increased competition, crowded
markets with little product differentiation and years of continual sales growth followed by two
decades of flattened sales curves have indicated to today's sharp competitors that their focus must
change.
Competitors that are prospering in the new global economy recognize that meas-uring
customer satisfaction is key. Only by doing so can they hold on to the customers they have and
understand how to better attract new customers. The competitors who will be successful
recognize that customer satisfaction is a critical strategic weapon that can bring increased market
share and increased profits.
The problem companies face, however, is exactly how to do all of this and do it well.
They need to understand how to quantify measure and track customer satisfaction. Without a
clear and accurate sense of what needs to be measured and how to collect, analyze and use the
data as a strategic weapon to drive the business, no firm can be effective in this new business
climate. Plans constructed using customer satisfaction research results can be designed to target
customers and processes that are most able to extend profits.
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Too many companies rely on outdated and unreliable measures of customer satisfaction.
They watch sales volume. They listen to sales reps describing their customers' states of mind.
They track and count the frequency of complaints. And they watch aging accounts receivable
reports, recognizing that unhappy customers pay as late as possible--if at all. While these
approaches are not completely without value, they are no substitute for a valid, well-designed
customer satisfaction surveying program.
It's no surprise to find that market leaders differ from the rest of the industry in that they're
designed to hear the voice of the customer and achieve customer satisfaction. In these
companies:
Marketing and sales employees are primarily responsible for designing (with customer
input) customer satisfaction surveying programs, questionnaires and focus groups.

Top management and marketing divisions champion the programs.
Corporate evaluations include not only their own customer satisfaction ratings but also
those of their competitors.

Satisfaction results are made available to all employees.
Customers are informed about changes brought about as the direct result of listening to
their needs.
Internal and external quality measures are often tied together.
Customer satisfaction is incorporated into the strategic focus of the company via the
mission statement.
Stakeholder compensation is tied directly to the customer satisfaction surveying program.
A concentrated effort is made to relate the customer satisfaction measurement results to
internal process metrics.
To be successful, companies need a customer satisfaction surveying system that meets the
following criteria:
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The system must be relatively easy to design and understand.

It must be credible enough that employee performance and compensation can be attached
to the final results.

It must generate actionable reports for management.
Defining Customer Satisfaction

Because the concept of customer satisfaction is new to many companies, it's important to
be clear on exactly what's meant by the term.
Customer satisfaction is the state of mind that customers have about a company when
their expectations have been met or exceeded over the lifetime of the product or service. The
achievement of customer satisfaction leads to company loyalty and product repurchase. There are
some important implications of this definition:
Because customer satisfaction is a subjective, nonquantitative state, measurement won't
be exact and will require sampling and statistical analysis.

Customer satisfaction measurement must be undertaken with an understanding of the gap
between customer expectations and attribute performance perceptions.

There should be some connection between customer satisfaction measurement and
bottom-line results.
"Satisfaction" itself can refer to a number of different facts of the relationship with a customer.
For example, it can refer to any or all of the following:
Satisfaction with the quality of a particular product or service

Satisfaction with an ongoing business relationship
Satisfaction with the price-performance ratio of a product or service.
Satisfaction because a product/service met or exceeded the customer's expectations
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Each industry could add to this list according to the nature of the business and the specific
relationship with the customer. Customer satisfaction measurement variables will differ
depending on what type of satisfaction is being researched. For example, manufacturers typically
desire on-time delivery and adherence to specifications, so measures of satisfaction taken by
suppliers should include these critical variables.
Clearly defining and understanding customer satisfaction can help any company identify
opportunities for product and service innovation and serve as the basis for performance appraisal
and reward systems. It can also serve as the basis for a customer satisfaction surveying program
that can ensure that quality improvement efforts are properly focused on issues that are most
important to the customer.
Objectives of a Customer Satisfaction Surveying Program
In addition to a clear statement defining customer satisfaction, any successful surveying
program must have a clear set of objectives that, once met, will lead to improved performance.
The most basic objectives that should be met by any surveying program include the following:
Understanding the expectations and requirements of all your customers

Determining how well your company and its competitors are satisfying these
expectations and requirements

Developing service and/or product standards based on your findings
Examining trends over time in order to take action on a timely basis
Establishing priorities and standards to judge how well you've met these goals
Before an appropriate customer satisfaction surveying program can be designed, the

following basic questions must be clearly answered:
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How will the information we gather be used?

How will this information allow us to take action inside the organization?
How should we use this information to keep our customers and find new ones?
Careful consideration must be given to what the organization hopes to accomplish, how the
results will be disseminated to various parts of the organization and how the information will be
used. There is no point asking customers about a particular service or product if it won't or can't
be changed regardless of the feedback.
Conducting a customer satisfaction surveying program is a burden on the organization and its
customers in terms of time and resources. There is no point in engaging in this work unless it has
been thoughtfully designed so that only relevant and important information is gathered. This
information must allow the organization to take direct action. Nothing is more frustrating than
having information that indicates a problem exists but fails to isolate the specific cause. Having
the purchasing department of a manufacturing firm rate the sales and service it received on its
last order on a scale of 1 (terrible) to 7 (magnificent) would yield little about how to improve
sales and service to the manufacturer.
The lesson is twofold. First, general questions are often not that helpful in customer
satisfaction measurement, at least not without many other more specific questions attached.
Second, the design of an excellent customer satisfaction surveying program is more difficult than
it might first appear. It requires more than just writing a few questions, designing a questionnaire,
calling or mailing some customers, and then tallying the results.
Understanding Differing Customer Attitudes
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The most basic objective of a customer satisfaction surveying program is to generate

valid and consistent customer feedback (i.e., to receive the voice of the customer, which can then
be used to initiate strategies that will retain customers and thus protect the most valuable
corporate asset--loyal customers).
As it's determined what needs to be measured and how the data relate to loyalty and
repurchase, it becomes important to examine the mind-set of customers the instant they are
required to make a pre-purchase (or repurchase) decision or a recommendation decision.
Surveying these decisions leads to measures of customer loyalty. In general, the customer's prepurchase mind-set will fall into one of three categories--rejection (will avoid purchasing if at all
possible), acceptance (satisfied, but will shop for a better deal), and/or preference (delighted and
may even purchase at a higher price).
This highly subjective system that customers themselves apply to their decisions is based
primarily on input from two sources:
The customers' own experiences--each time they experience a product or service,

deciding whether that experience is great, neutral or terrible. These are known as
"moments of truth."
The experiences of other customers--each time they hear something about a company,
whether it's great, neutral or terrible. This is known as "word-of-mouth."
There is obviously a strong connection between these two inputs. An exceptional experience
leads to strong word-of-mouth recommendations. Strong recommendations influence the
experience of the customer, and many successful companies have capitalized on that link.
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How does a customer satisfaction surveying manager make the connection between the
survey response and the customer's attitude or mind-set regarding loyalty? Research conducted
by both corporate and academic researchers shows a relationship between survey measurements
and the degree of preference or rejection that a customer might have accumulated. When the
customer is asked a customer satisfaction question, the customer's degree of loyalty mind-set (or
attitude) will be an accumulation of all past experiences and exposures that can be indicated as a
score from 1 (very dissatisfied) to 5 (very satisfied). It can also be captured with other response
formats with an odd number of choices (e.g., 1 to 3 or 1 to 7) to allow for a neutral response.
Obviously, the goal of every company should be to develop customers with a preference
attitude (i.e., we all want the coveted preferred vendor status such that the customer, when given
a choice, will choose our company), but it takes continuous customer experience management,
which means customer satisfaction measurement, to get there--and even more effort to stay there.
Jollibee grabs 65% of Fast-food Market
By KARL WILSON
June 29, 2004, 8:00am
MANILA, June 27 (AFP) Jollibee may not be an international household name like
the US fast-food giant McDonalds, but in the Philippines the smiling red bee with the Mickey
Mouse eyes is king when it comes to local taste buds.
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Not only has Jollibee taken the shine off the Golden Arches by snatching 65 percent of
the fiercely competitive local fast-food market, it is also the only country where a local outlet has
managed to keep McDonalds in second place.
According to Ysmael Baysa, vice president for corporate finance and chief finance officer
for Jollibee, "the story of how Tony Tan Caktiong and his brothers turned two ice cream parlors
into a fast-food giant has now become legend."
"From those humble beginnings in 1975 Jollibee has grown into the biggest fast-food
company in the Philippines employing over 26,000 people in over 1,000 stores in seven
countries," he added.
Recently Ernst and Young named Tan Caktiong, Jollibees chairman and founder, as
World Entrepreneur of the Year at a lavish ceremony in Monte Carlo.
News magazine Philippine Graphic said: "In a world grappling with economic malaise
and in a region struggling to find its niche amid the pressures of globalization, Tan Caktiongs
achievement provides lessons for the sustainability of business.
"And yes, for the trouble-plagued Philippines, a display of Filipino can-do attitude."
Jollibee has been the best performing stock on the local Philippine Stock Market this year, rising
some 28 percent.
Last year its net profit rose by 20.8 percent to 1.25 billion pesos (22.32 million dollars)
and Baysa is confident it would rise to around 1.57 billion pesos this year. Jollibee will spend a
billion pesos this year for expansion both locally and overseas with some 100 new stores
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planned. In March, Jollibee took its biggest step overseas when it acquired an 85 percent stake in
Belmont Enterprises Ventures, which operates the Yonghe King restaurant chain in China, for
11.5 million dollars.
"With 77 restaurants in China it is considered a small to medium player in the fast-food business
with total sales last year of 24 million dollars," Baysa said. "But we are confident China will be a
major growth centre for the company in the coming years."
He said the company would be giving priority to foreign markets in Asia, particularly Indonesia
and China. "Europe is not a priority for us at the moment," he said.
"We believe there is a significant unmet consumer need in Europe but we will focus on Asia first.
"In Indonesia, we have had a team there since last year doing feasibility work and food
development and testing." He expects the company will open one or two stores there in early
2005. But it is in China where Jollibee sees its greatest potential.
"At the moment we are looking at opening 20 stores a year in the first two to three years,"
Baysa said. "So far this year we are on track with 13 opened to date. Then we plan to open 50 a
year in the fourth year and by year five we hope to be looking at 100 new stores a year. "But our
main priority at the moment is to further develop the brand, the concept, the store design and the
menu."
Jollibee has three outlets in Vietnam. In India the company is looking further ahead. "I
dont envisage anything in India in the near term," Baysa said.
At the end of last year, Jollibee Foods Corp. had 970 outlets in the Philippines including
467 Jollibee chicken and hamburger outlets. Its nearest rival McDonalds has 240.
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CHAPTER III
RESEARCH METHODOLOGY
The chapter describes the procedure in gathering and analyzing data needed for the study.
Selection includes research method used, research locale, population frame and sample scheme,
description of the respondents, research instruments used for gathering data, data gathering
procedures and statistical treatment of data.
Research Method Used

The study used the descriptive method in which the level of satisfaction of 3 rd year
marketing students towards the foods and services offered by Jollibee was measured.
Descriptive research method was commonly used in research studies. This type of
research was utilized primarily to obtain accurate and meaningful information about the existing
conditions. It also answers the question what is.
Descriptive research method encompasses all data gathered useful in adjusting or meeting
existing phenomenon. It is designed for the researchers to gather information about present
existing conditions needed in the chosen field of study. This is to know the levels of satisfaction
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of 3rd year marketing management students towards the food and service offered by Jollibee. The
survey study was employed to measure the existing event without inquiring into why it exists. In
this study, this method determined information about variables rather than the individuals
themselves.
Research Locale
The setting of the study was at Polytechnic University of the Philippines, College of
Business, Department of Marketing Management located in Sta. Mesa, Manila. This state
university is regulated by the commission on Higher Education (CHED).
Department of
Marketing Management was established on July 1985 and celebrates its department week every
July. The Polytechnic University of the Philippines was founded on October 1904.
Population Frame and Sample Scheme

The population of the study consisted of 232 3rd year Marketing Management students of
Polytechnic University of the Philippines in Sta. Mesa, Manila.
It is not necessary for the researchers to examine every member of the population to get
the necessary information and data needed in the study. Cost as well as time constraints will
prevent the researchers from studying the whole population. The researchers need to draw
sample units systematically or at a random.
The researchers used the Slovins Formual to determine the sample size of the total
population;
n=
N
1+ N e 2
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Where:
n = sample size
N = population size
e = desired margin of error
N is the population of the study which is 550 3 rd year marketing management students of
PUP and e is the desired margin of error which is .05. Therefore;
n=
550
2
1+550(.05)
n=
550
1+550(.0025)
n=
550
1+1.375
n=
550
2.375
n=231. 8232rounded off t h e nearest tens.
The sample of the study consisted of 232 3 rd year marketing management students.
Dividing this by the total number of section in 3rd year, to get the number of sample students per
section.
sample per section=
n
11
sample per section=
232
11
sample per section=21. 0921rounded off t h e nearest tens
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Description of the respondents

The respondents of the study are 232 3 rd year marketing management students of PUP
enrolled during the school year 2010-2011. 42% of the total population was used.
Research Instrument
The researchers formulated self administered questionnaire as the primary instrument in
gathering data for the study. Each set of questions were categorized to enable the researchers to
answer research problems and its objective.
The researchers made a page with two column questionnaire which was divided into four
categories. First category was the number of times the respondents eat at Jollibee. Second
category is the usual time of the day does the respondents eat at Jollibee. The third category is
the level of satisfaction of respondents towards the foods and services offered by Jollibee. And
lastly the fourth category which determines the common problems encountered by the
respondents. Age and gender are also to be filled out by the respondents.
The questionnaires were composed of close-ended questions which ask the respondents
to select from enlisted answers provided by the researchers. Also rating scale questions were
included in the instrument. These were applied to measure the level of satisfaction of students
towards Jollibees foods and services.
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Data Gathering Procedure

The prepared questionnaire was distributed to the respondents by the researchers
themselves and the data were collected after 20 to 30 minutes.
The respondents were asked to scale their perceived satisfactions to the foods and
services offered by Jollibee. They also scaled the common problems that they encountered.
They were also given the opportunity to answer added questions about other factors needed in
the study.
A letter was included to each questionnaire to explain the need for participation in the
study. The respondents were further assured that the data gathered were held strictly with
confidentiality and will only be used for academic requirements only. Instructions on how to
accomplish the questionnaire were also indicated.
Statistical Treatment of Data

1. Percentage
The formula used to compute the percentage is:
P=
F
n x 100
Where:
F = frequency
n = sample population
P = percentage
This formula was used to compute the percentages of category one, two, three and four of
the questionnaire, as well as the age and the gender of the respondents.
2. Weighted mean
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The formula used in computing the weighted mean is:

x=
fx
n
This formula was used to compute the weighted mean of the category three and four of
the questionnaire.
Where:
x = weighted mean
fx = the sum of all the products of f and x, f being the frequency of each weight and x
as the weight of each operation.
n = total number of respondents
The consolidated points from the respondents answer to each item over a five-point and
four-point scales are as follows:
Table 1
Equivalent Weighted Mean for Satisfaction Level
WEIGHTED MEAN
4.51 5.0
3.51 4.5
2.51 3.5
1.51 2.5
1.0 1.5
SCALE
VERBAL
5
4
3
2
1
INTERPREATATION
Very Satisfied
Satisfied
Fairly Satisfied
Unsatisfied
Very Unsatisfied
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Table 2
Equivalent Weighted Mean for Four Point Scale of Common Problems Encountered
WEIGHTED MEAN
SCALE
VERBAL
3.26 4.0
2.26 3.25
1.26 2.25
1.0 1.25
4
3
2
1
INTERPREATATION
Always
Sometimes
Seldom
Never
The data in this study were organized and classified based from the research design and
the problems formulated. The data were tallied and tabulated to facilitate the presentation and
interpretation of results using the following:
3. Ranking
This is a descriptive measure to describe numerical data in addition to percentage.
Ranking was used in the study for comparative purpose and for sharing the importance of items
analyzed.
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CHAPTER IV
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter is primarily concerned with the presentation, analysis and interpretation of
data gathered on the level of satisfaction of 3rd year Marketing Management students, S.Y. 20102011, in relation to foods and services offered by Jollibee. The discussion includes:
Age and Gender of respondents
Problems:
1. How often do the respondents eat at Jollibee?

2. When do the respondents usually eat?
3. What is the level of satisfaction of the respondents in relation to Jollibees foods and
services?
4. What are the common problems encountered with regard to food and service offered by
Jollibee?
27
Table 3
Respondents Profile in Terms of Age
16
yr.old
3rd
yr.
Marketing
students
22
(n=232)
17
yr.
old
18
yr.
old
9.4
8
25
10.11 102
19
yr.
old
20
yr.
old
21
yr.
old
4
4
53
22.
8
27
11.6 0
22
yr.
old
1.29
Table 3 presents the percentage of the respondents age. 22 respondents which are 9.48%
of the sample are 16 years old. 25 respondents which are 10.11% of the sample are 17 years old.
102 respondents which are 44% of the sample are 18 years old. 53 respondents which are 22% of
the sample are 19 years old. 27 respondents which are 11.64% of the sample are 20 years old.
There are no respondents whose age is 21. 3 respondents which are 1.29% of the sample are 22
years old. This implies that most of the respondents are 18 years old.
Table 4
Respondents Profile in Terms of Gender
Male
3rd
yr.
Marketing
students
(n=232)
94
40
Female
138
60
28
Table 4 presents the percentage of the respondents gender. 94 respondents which are
40% of the sample are male. 138 respondents which are 60% of the sample are female. This
implies that most of the respondents are female.
Problem 1: How often do the respondents eat at Jollibee?

Table 5
Times Respondents at Jollibee
CATEGORY (n=232)
Frequenc
y
1
38
39
114
40
Everyday
Once a week
Twice a week
Once a month
Others
%
.43
16.38
16.89
49.14
17.24
Table 5 presents the percentage of respondents no. times of eating at Jollibee.1

respondent which is .43% of the sample eat at Jollibee every day. 38 respondents which are
16.38% of the sample eat at Jollibee once a week. 39 respondents which are 26.89% of the
sample eat at Jollibee twice a week. 114 respondents which are 49.14% of the sample eat at
Jollibee once a month. 40 respondents which are 17.24% of the sample answered others or
occasionally. This implies that most of the respondents eat at Jollibee only once a month.
Problem 2: When do the respondents usually eat?

Table 6
Usual Mealtime of the Day Respondents Eat at Jollibee
CATEGORY (n=232)
Breakfast
Lunch
Snack
Frequency
9
72
103
%
3.88
31.03
44.4
|
29
Dinner
48
20.69
Table 6 presents the mealtime respondents eat at Jollibee during the day. 9 respondents
which are 3.88% of the sample eat at Jollibee during breakfast. 72 respondents which are 31.03%
of the sample eat at Jollibee during lunch. 103 respondents which are 44.4% of the sample eat at
Jollibee during snack time. 48 respondents which are 20.69% of the sample eat at Jollibee during
dinner. This implies that most of the respondents eat at Jollibee during snack time of the day.
Problem 3: What is the level of satisfaction of the respondents in relation to Jollibees foods
and services?
Table 7
Level of Satisfaction of respondents for foods in terms of
Taste
(n=232)
87
15.0
8
106
45.6
9
34
14.6
6
.
86
1.2
9
Table 7 presents the percentage of level of satisfaction for foods offered by Jollibee in
terms of taste. 87 respondents which are 37.5% of the sample are very satisfied. 106 respondents
which are 45.69% of the sample are satisfied. 34 respondents which are 14.66% of the sample
are fairly satisfied. 2 respondents which are .86% of the sample are unsatisfied. 3 respondents
which are 1.29% of the sample are very unsatisfied. This implies that most of the respondents are
of satisfied level when it comes to taste.
30
Table 8
Price
(n=232)
35
15.0
9
100
47.4
1
82
35.3
4
14
6.0
3
.43
terms of price. 35 respondents which are 15.09% of the sample are very satisfied. 100
respondents which are 47.41% of the sample are satisfied. 82 respondents which are 35.34% of
the sample are fairly satisfied. 14 respondents which are 6.03% of the sample are unsatisfied. 1
respondent which are .43% of the sample are very unsatisfied. This implies that most of the
respondents are of satisfied level when it comes to price.
Table 9
Packaging
(n=232)
41
17.6
7
123
53.1
7
57
24.5
7
3.0
1
1.72
31
terms of packaging. 41 respondents which are 17.67% of the sample are very satisfied. 123
respondents which are 1.72% of the sample are very unsatisfied. This implies that most of the
respondents are of satisfied level when it comes to packaging.
Table 10
Quantity
(n=232)
39
16.8
1
55
23.
7
98
42.2
4
34
14.6
6
2.5
9
terms of quantity. 39 respondents which are 16.81% of the sample are very satisfied. 55
respondents are of fairly satisfied level when it comes to quantity.
32
Table 11
Food Presentation
(n=232)
42
18
103
44.3
9
79
35.0
5
2.
5
.86
terms of food preparation. 42 respondents which are 18.1% of the sample are very satisfied. 103
respondents which are .86% of the sample are very unsatisfied. This implies that most of the
respondents are of satisfied level when it comes to food presentation.
Table 12
Food Sanitation
(n=232)
48
18.
4
108
44.3
9
61
26.2
9
13
5.6 2
%
.86
33
terms of food sanitation. 48 respondents which are 18.4% of the sample are very satisfied. 108
respondents are of satisfied level when it comes to food sanitation.
Table 13
Level of Satisfaction of respondents for services in terms of
Quick Service
(n=232)
43
18.5
3
118
50.8
6
56
24.1
3
13
5.6 2
.86
Table 13 presents the percentage of level of satisfaction for services offered by Jollibee in
terms of quick service. 43 respondents which are 18.53% of the sample are very satisfied. 118
respondents are of satisfied level when it comes to quick service.
Table 14
Level of Satisfaction of respondents for services in terms of cleanliness when it comes to
Store Interior
5
1
|
%
34
(n=232)
61
26.
3
122
52.5
9
44
18.9
7
1.7 1
.43
terms of cleanliness when it comes to store interior. 61 respondents which are 26.29% of the
sample are very satisfied. 122 respondents which are 52.59% of the sample are satisfied. 44
respondents which are 18.97% of the sample are fairly satisfied. 4 respondents which are 1.72%
of the sample are unsatisfied. 1 respondent which are .43% of the sample are very unsatisfied.
This implies that most of the respondents are of satisfied level when it comes to cleanliness in
store interior.
Table 15
Store Exterior
(n=232)
46
23.2
9
112
48.2
8
59
25.4
3
3.0
7
3.45
terms of cleanliness when it comes to store exterior. 46 respondents which are 26.29% of the
of the sample are unsatisfied. 8 respondents which are 3.45% of the sample are very unsatisfied.
store exterior.
|
35
Table 16
Service Counter
(n=232)
44
18.
9
125
53.8
8
58
25
2.2 0
terms of cleanliness when it comes to service counter. 44 respondents which are 18.9% of the
respondents which are 25% of the sample are fairly satisfied. 5 respondents which are 2.16% of
the sample are unsatisfied. None of the respondents are very unsatisfied. This implies that most
of the respondents are of satisfied level when it comes to cleanliness in service counter.
Table 17
Dining Area
(n=232)
45
19.
4
107
46.1
2
73
31.2
7
1.
7
1.2
9
36
terms of cleanliness when it comes to dining area. 45 respondents which are 19.40% of the
dining area.
Table 18
Comfort Room
(n=232)
39
16.8
1
110
47.4
1
69
29.7
4
3.8
8
2.16
terms of cleanliness when it comes to comfort room. 35 respondents which are 16.81% of the
comfort room.
37
Table 19
Air Conditioning
(n=232)
56
24.1
4
107
46.1
2
66
28.4
5
.86 1
.13
terms of air conditioning. 56 respondents which are 24.14% of the sample are very satisfied. 107
the sample are fairly satisfied. 2 respondents which are .86% of the sample are unsatisfied. None
of the respondents are very unsatisfied. This implies that most of the respondents are of satisfied
level when it comes to air conditioning.
Table 20
Ambiance
5
38
(n=232)
45
19.
4
109
41.9
8
61
26.2
9
14
6.0
3
1.29
terms of ambience. 45 respondents which are 19.40% of the sample are very satisfied. 109
respondents are of satisfied level when it comes to ambience.
Table 21
Dining Area Space
(n=232)
30
13
97
41.
8
79
34.0
5
20
8.6
2
2.59
terms of dining area space. 30 respondents which are 12.95% of the sample are very satisfied. 77
respondents are of satisfied level when it comes to dining area space.
39
Table 22
Level of Satisfaction of respondents for services in terms
Sanitation
(n=232)
40
17.2
4
109
46.9
8
71
30.
6
3.4
5
1.72
terms of sanitation. 40 respondents which are 17.24% of the sample are very satisfied. 109
respondents are of satisfied level when it comes to sanitation.
Table 23
Level of Satisfaction of respondents for services in terms of Service Personnels
Personal Hygiene
5
1
|
%
40
(n=232)
37
15.9
5
113
48.7
1
74
31.
9
2.
6
1.29
terms of service personnels personal hygiene. 37 respondents which are 15.95% of the sample
are very satisfied. 113 respondents which are 48.71% of the sample are satisfied. 74 respondents
which are 31.9% of the sample are fairly satisfied. 5 respondents which are 2.16% of the sample
are unsatisfied. 3 respondents which are 1.29% of the sample are very unsatisfied. This implies
that most of the respondents are of satisfied level when it comes to service personnels personal
hygiene.
Table 24
Politeness
(n=232)
38
16.3
8
120
51.7
2
67
28.8
8
1.7
2
1.3
terms of service personnels politeness. 38 respondents which are 16.38% of the sample are very
satisfied. 120 respondents which are 51.72% of the sample are satisfied. 67 respondents which
are 28.88% of the sample are fairly satisfied. 4 respondents which are 1.72% of the sample are
unsatisfied. 3 respondents which are 1.29% of the sample are very unsatisfied. This implies that
most of the respondents are of satisfied level when it comes to service personnels politeness.
41
Table 25
Promptness
(n=232)
49
21.1
2
108
46.5
5
68
29.3
1
1.7
2
1.
3
terms of service personnels promptness. 49 respondents which are 21.12% of the sample are
very satisfied. 108 respondents which are 46.55% of the sample are satisfied. 68 respondents
which are 29.31% of the sample are fairly satisfied. 4 respondents which are 1.72% of the
sample are unsatisfied. 3 respondents which are 1.29% of the sample are very unsatisfied. This
implies that most of the respondents are of satisfied level when it comes to service personnels
promptness.
Table 26
Efficiency
5
1
|
%
42
(n=232)
44
21.1
2
108
46.5
5
68
29.3
1
1.7
2
1.
3
terms of service personnels efficiency. 44 respondents which are 28.17% of the sample are very
satisfied. 107 respondents which are 46.12% of the sample are satisfied. 73 respondents which
are 31.47% of the sample are fairly satisfied. 5 respondents which are 2.15% of the sample are
unsatisfied. 3 respondents which are 1.29% of the sample are very unsatisfied. This implies that
most of the respondents are of satisfied level when it comes to service personnels efficiency.
Table 27
Security
(n=232)
61
26.2
9
104
44.8
3
52
22.4
1
14
6.0
3
.44
terms of security. 61 respondents which are 26.29% of the sample are very satisfied. 104
respondent which is .43% of the sample are very unsatisfied. This implies that most of the
respondents are of satisfied level when it comes to security.
43
Problem 4: What are the common problems encountered with regard to food and service
offered by Jollibee?
Table 28
Common Problems encountered by respondents with regard to food:
Undercooked Food
(n=232)
11
4.7
4
67
28.8
8
94
40.5
2
60
28.86
Table 28 presents the percentage of times respondents encounter undercooked foods

problem in Jollibee. 11 respondents which are 4.74% of the sample answered always. 67
respondents which are 28.88% of the sample answered sometimes. 94 respondents which are
40.52% of the sample answered seldom. 60 respondents which are 25.86% of the sample
answered never. This implies that most of the respondents answered sometimes.
Table 29
Overcooked Food
4
%
|
44
(n=232)
3.4
5
48
20.6
9
102
43.9
8
74
31.88
Table 29 presents the percentage of times respondents encounter overcooked foods

problem in Jollibee. 8 respondents which are 3.45% of the sample answered always.
48
answered never. This implies that most of the respondents answered seldom.
Table 30
Bloody Chicken Joy
(n=232)
12
5.6
1
62
26.7
2
98
42.2
8
59
25.43
Table 30 presents the percentage of times respondents encounter bloody chicken joy
Table 31
Poor Food Sanitation
|
45
(n=232)
.86
52
22.4
1
87
37.
5
91
39.2
2
Table 31 presents the percentage of times respondents encounter bloody chicken joy
52
Table 32
Under Portioned Serving Size
(n=232)
3.4
5
65
28.0
2
107
46.1
2
52
22.4
7
Table 32 presents the percentage of times respondents encounter under portioned serving
size problem in Jollibee. 8 respondents which are 3.45% of the sample answered always. 65
46.12% of the sample answered seldom. 52respondents which are 22.41% of the sample
46
Table 33
Poor Food Presentation
(n=232)
.87
52
22.4
1
87
37.5
0
91
39.2
2
Table 33 presents the percentage of times respondents encounter poor food presentation
52
answered never. This implies that most of the respondents answered never.
Table 34
Common Problems encountered by respondents with regard to service in terms of place:
Unclean Dining Area
4
47
(n=232)
27
11.6
4
78
33.6
2
74
31.
9
53
22.8
4
Table 34 presents the percentage of times respondents encounter unclean dining area
answered never. This implies that most of the respondents answered sometimes
Table 35
Insufficient Air Conditioning
(n=232)
18
7.7
6
56
24.1
4
92
39.6
5
66
28.4
5
Table 35 presents the percentage of times respondents encounter insufficient air

conditioning problem in Jollibee. 18 respondents which are 7.76% of the sample answered
always. 56 respondents which are 24.14% of the sample answered sometimes. 92 respondents
which are 39.65% of the sample answered seldom. 66 respondents which are 18.45% of the
sample answered never. This implies that most of the respondents answered seldom.
48
Table 36
Lack of Security
(n=232)
11
4.7
4
46
19.8
3
92
39.6
5
83
35.7
8
Table 36 presents the percentage of times respondents encounter lack of security problem
in Jollibee. 11 respondents which are 4.74% of the sample answered always. 46 respondents
which are 19.83% of the sample answered sometimes. 92 respondents which are 39.65% of the
sample answered seldom. 83 respondents which are 35.78% of the sample answered never. This
implies that most of the respondents answered seldom.
Table 37
Lack of Dining Chair and Table
4
%
|
49
(n=232)
29
12.
5
79
34.0
5
65
28.0
2
59
25.4
3
Table 37 presents the percentage of times respondents encounter lack of dining chairs and
tables problem in Jollibee. 29 respondents which are 12.5% of the sample answered always. 79
answered never. This implies that most of the respondents answered sometimes.
Table 38
Unsanitized Comfort Room
(n=232)
18
7.7
6
58
25
86
37.0
7
70
30.1
7
Table 38 presents the percentage of times respondents encounter unsanitized comfort

room problem in Jollibee. 18 respondents which are 7.76% of the sample answered always. 58
respondents which are 25% of the sample answered sometimes. 86 respondents which are
50
Table 39
Common Problems encountered by respondents with regard to service in terms of Service
Personnel:
Discourteous
(n=232)
2.1
6
39
16.8
1
82
35.3
4
106
45.6
9
Table 39 presents the percentage of times respondents encounter discourteous problem in

Jollibees service personnel. 5 respondents which are 2.16% of the sample answered always. 39
Table 40
Personnel:
Unhygienic
|
51
(n=232)
3.4
4
36
15.5
2
86
37.0
7
102
43.97
Table 40 presents the percentage of times respondents encounter unhygienic problem in

Jollibees service personnel. 8 respondents which are 3.44% of the sample answered always. 36
37.07% of the sample answered seldom. 102respondents which are 43.97% of the sample
Table 41
Personnel:
Delay Service
(n=232)
15
6.4
6
74
31.9
0
74
31.9
0
69
29.74
Table 41 presents the percentage of times respondents encounter delayed service problem
in Jollibees service personnel. 15 respondents which are 6.46% of the sample answered always.
74 respondents which are 31.90% of the sample answered sometimes. 74 respondents which are
answered never. This implies that most of the respondents answered sometimes and seldom.
52
Table 42
Personnel:
Lack of Service Crew
(n=232)
21
9.0
5
38
16.3
8
88
37.9
3
85
36.64
Table 42 presents the percentage of times respondents encounter lack of service crew
53
Table 43
Summary of Level Of Satisfaction of 3rd Year Marketing Management Students of
Polytechnic University of the Philippines
FACTOR
FOOD
Taste
Price
Packaging
Quantity
Food Presentation
Food Sanitation
SERVICE
Quick Service
Cleanliness
Store Interior
Store Exterior
Service Counter
Dining Area
Comfort Room
Air Conditioning
Ambiance
Dining Area Space
Sanitation
Service Personnel
Hygiene
Politeness
Promptness
Efficiency
Security
WM
VI
Rank
87
35
41
39
42
48
106
100
123
55
103
108
34
82
57
98
179
161
2
14
7
34
6
13
3
1
4
6
2
2
4.17
3.66
3.82
3.63
3.76
3.68
S
S
S
S
S
S
1
5
2
6
3
4
43
118
56
13
3.81
61
46
44
45
39
56
45
30
40
122
122
125
107
110
107
109
97
109
44
59
58
73
69
66
61
79
71
4
7
5
4
9
2
14
20
8
1
8
3
5
1
3
6
4
4.03
3.78
3.9
4.74
3.69
3.93
3.77
3.54
3.75
S
S
S
VS
S
S
S
S
S
2
10
5
1
14
3
11
15
13
37
38
49
44
61
113
120
108
107
104
74
67
68
73
52
5
4
4
5
14
3
3
3
3
1
3.76
3.8
3.84
3.79
3.91
S
S
S
S
S
12
8
6
9
4
Legend:
VI- Verbal Interpretation
|
54
WM- Weighted Mean

MEANING
Very Satisfactory
Satisfactory
Fairly Satisfactory
Unsatisfactory
Very Unsatisfactory
VI
VS
S
FS
US
VUS
Scale
5
4
3
2
1
Table 44
SUMMARY OF COMMON PROBLEMS ENCOUNTERED BY 3RD YEAR MARKETING

STUDENTS OF POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
PROBLEM
FOOD
Undercooked
Overcooked
Bloody Chicken Joy
Poor Food Sanitation
Under Portioned Serving Size
Poor Food Presentation
SERVICE
Unclean Dining Area
Insufficient Air Conditioning
Lack of Security
Lack of Chairs and Tables
Unsanitized Comfort Room
Service Personnel
Discourteousness
Unhygienic
Delayed Service
Lack of Service Crew
WM
VI
RANK
11
8
13
8
8
2
67
48
62
56
65
52
94
102
98
174
107
51
60
74
59
91
52
91
2.13
1.96
2.13
1.85
2.13
1.85
S
S
S
S
S
S
1
2
1
3
1
3
27
18
11
29
18
78
56
46
79
58
74
92
92
65
86
53
66
83
59
70
2.34
2.11
1.94
2.34
2.1
SM
S
S
SM
S
1
3
6
1
4
5
8
15
21
39
36
74
38
88
86
74
88
106
102
69
85
1.75
1.76
2.15
1.98
S
S
SM
S
8
7
2
5
VI
A
S
SM
Scale
4
3
2
Legend:
VI- Verbal Interpretation
WM- Weighted Mean
MEANING
Always
Seldom
Sometimes
55
Never
CHAPTER V
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter summarizes the findings of the study, presents the gist of the conclusion and
researchers some recommendations.
The researchers focused on the level of satisfaction of 3rd MM students in relation to
foods and services offered by Jollibee. This includes the following questions:
1. How often do the respondents eat at Jollibee?
2. When do the respondents usually eat?
3. What is the level of satisfaction of the respondents in relation to Jollibees foods and
services?
4. What are the common problems encountered with regard to food and service offered by
Jollibee?
The descriptive type of research was the appropriate method used in evaluating the level
of satisfaction of 3rd MM students in relation to foods and services offered by Jollibee. The
researchers used survey questionnaires to gather data.
56
The respondents of this study were two hundred thirty two (232) third year MM students
of the Polytechnic University of the Philippines enrolled during the school year 2010-2011.
Summary of Findings
Age
When it comes to the age of respondents, findings showed that most of them are 18 years
old which was 40% of the total sample.
Gender
Results of the study showed that most of the respondents are female which was 60% of
the total sample.
1. No. of times respondents eat at Jollibee
Most of the respondents, which were 49.14% of the total sample, visit Jollibee only once
a month.
2. Usual time of the day respondents eat at Jollibee.
Majority of the respondents, which were 44.4% of the total sample, usually eat at Jollibee
during their snack time.
3. Level of Satisfaction in relation to:

Food
|
57
Taste of Jollibees food got the highest weighted mean of 4.17, equivalent to the
Satisfied Level, which means respondents are most satisfied to Jollibees food taste.
Respondents are least satisfied in quantity (serving size) which got the lowest mean
score of 3.63.
Service
Cleanliness when it comes to dining area got the highest weighted mean of 4.74,
equivalent to Very Satisfied Level, which means respondents are most very satisfied to
Jollibees cleanliness in dining area. Respondents are least satisfied with dining area
space which got the lowest mean score of 3.54.
4. Common Problems encountered with regard to:

Food
Undercooked, bloody chicken joy, and under portioned serving size of Jollibees
foods got the same weighted mean of 2.18, which is the highest and is equivalent to
Seldom, and is ranked 1.
Service
Unclean dining area and lack of chairs and tables got the highest weighted mean of
2.34, equivalent to sometimes, and is ranked 1.
Conclusion
Based on the findings of the study, the researchers concluded that:
58
Jollibee is highly patronized by 3rd year MM students of PUP for only once a month and
mostly during snack time.
Taste is the primary factor that gives satisfaction to students towards Jollibees foods.
Students are more comfortable to go to Jollibee because they see that their service crews
observe maintenance in the cleanliness of the dining area. But students also perceived
that space in the dining area is not enough to accommodate all customers.
Most of the students experienced receiving undercooked food, bloody chicken joy, and
under portioned serving size. It is because of lack of monitoring in cooking and preparing
these foods.
Unclean dining area is one of the most common problems encountered by the
respondents. This is in contrast with the satisfaction they get from the cleanliness of
Jollibees dining area. Its because service crews arent able to clean the dining area as
soon as customers leave after eating their meals. Lack of chairs and tables is another
problem encountered by the respondents. This usually happens during peak hours.
Recommendations
In the light of these findings, the researchers hereby state the following
recommendations:
1. Proper, organized, and clean sanitation of foods and facilities should always be regulated
by Jollibee management.
2. Jollibee staffs should always observe proper monitoring in terms of cooking and
preparation of foods to be served so as to maintain the quality of these foods.
59
3. Management of Jollibee should always maintain their standard time in serving the
customers which is 99 seconds per transaction. Also customers must and always be
entertained when delayed service arises.
4. Jollibee management should add more store facilities to make their customers feel more
satisfied with the services they offer.
5. Quick service should be maintained and prioritized by Jollibee since it is well known as
one of the leading fast food chain. In line with these, they must provide enough number
of employees, who are fit to do the job, to serve the customers efficiently. Lack of service
crew leads to delay in service.
6. Jollibee must see to it that cleanliness of the store interior and exterior are always
observed. Like an always good looking and fresh smelling comfort room and lobby.
7. Create more sales promotions intended for students to entice them more to eat at Jollibee.
60
References
Alay D. (2003). Equitable PCI Bank and Loan Customers Satisfaction. Unpublished MBA
Thesis: University of South Eastern Phil., Davao City
Barsky, Jonathan D. (1995). World Class Customer Satisfaction, Richard D. Irwin Inc.
Bill, Marvin, Restaurant Basic, Phoenix Publishing Incorporated. May 10, 1999.
Chang, Richard Y. (1994). Satisfying internal customers first: a practical guide to improving
internal and external customer satisfaction.
Flores, Arcel S. (2006). Clients Expectation, Perception and Satisfaction on Rural Bank
Products and Services and quality of employee Customer Service. Unpublished Thesis:
University of Southern Phil., Obrero Campus, Davao City.
Gadais, Katrina A. (2004). The Comparative Level of Satisfaction in relation to customer service
between Jollibee and McDonalds. Unpublished Thesis: National College of Business and
Arts.
Imamnuaysup, L. (1990). Food Service. Marketing Mix of a Restaurant. Chain in Metro Manila:
an assessment. Unpublished MBA Thesis: University of the East, Manila.
61
Leboeuf, M. (1991). How to Win Customers and Keep them for Life. The Berkly Publishing
Group.
Maestre, R. (2004). Expectation/perception and satisfaction of schedule and of customer on the
service values offered by DLPG. Unpublished MBA Thesis: University of Southeastern
Phil., Davao City.
Salvador S. Tolentino. Baysa G., Fug. Geronimo E. Fundamentals of Business Research, Thesis
Writing.
http://www.abs-cbnnews.com/business/05/14/10
http://www.qualitydigest.com/sept00/html/satisfaction.html - Kevin Cacioppo
http://www.mb.com.ph/node/170558 - Manila Bulletin
http://en.wikipedia.org/wiki/Jollibee
http://www.jollibee.com.ph/
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Jollibee Foods and Services Satisfaction

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Jollibee Foods and Services Satisfaction

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CHAPTER I

THE PROBLEM AND ITS BACKGROUND

Background of the Study

Frequency and percentage

Statement of the Problem

Significance of the Study

It could help them

Presentation is the activity of formally presenting something.

Satisfaction is increasingly considered to be a basic determinant of business

Measuring and Managing Customer Satisfaction

input) customer satisfaction surveying programs, questionnaires and focus groups.

those of their competitors.

The system must be relatively easy to design and understand.

to the final results.

Defining Customer Satisfaction

Because customer satisfaction is a subjective, nonquantitative state, measurement won't

be exact and will require sampling and statistical analysis.

between customer expectations and attribute performance perceptions.

Satisfaction with the quality of a particular product or service

Understanding the expectations and requirements of all your customers

expectations and requirements

Before an appropriate customer satisfaction surveying program can be designed, the

How will the information we gather be used?

The most basic objective of a customer satisfaction surveying program is to generate

The customers' own experiences--each time they experience a product or service,

Research Method Used

Population Frame and Sample Scheme

n=231. 8232rounded off t h e nearest tens.

sample per section=

sample per section=21. 0921rounded off t h e nearest tens

Description of the respondents

Data Gathering Procedure

Statistical Treatment of Data

The formula used in computing the weighted mean is:

Age and Gender of respondents

1. How often do the respondents eat at Jollibee?

Problem 1: How often do the respondents eat at Jollibee?

Table 5 presents the percentage of respondents no. times of eating at Jollibee.1

Problem 2: When do the respondents usually eat?

Table 28 presents the percentage of times respondents encounter undercooked foods

Table 29 presents the percentage of times respondents encounter overcooked foods

Table 35 presents the percentage of times respondents encounter insufficient air

Table 38 presents the percentage of times respondents encounter unsanitized comfort

Table 39 presents the percentage of times respondents encounter discourteous problem in

Table 40 presents the percentage of times respondents encounter unhygienic problem in

WM- Weighted Mean

SUMMARY OF COMMON PROBLEMS ENCOUNTERED BY 3RD YEAR MARKETING

1. No. of times respondents eat at Jollibee

2. Usual time of the day respondents eat at Jollibee.

3. Level of Satisfaction in relation to:

4. Common Problems encountered with regard to:

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