Part 1

Performance Task 03

Name of Businesss

ACWA (Automobile CarWash Application)

Business Logo

Type of Business:

Sole Proprietorship because is a type of business structure where a single individual owns
and operates this business. It is the simplest and most common form of business ownership,
especially for small business category or self management of business purpose in our
customer .
Mission and Vision

Mission:

-To provide fast, reliable, and eco-friendly car wash services at the customer’s doorstep.

-To empower local service providers with fair income opportunities and digital tools.

-To promote water conservation and green practices in vehicle cleaning.

-To continuously improve user experience through technology and customer feedback.

Vision:

To become the leading on-demand car care platform in the country, revolutionizing automotive
maintenance through innovation, sustainability, and customer-centric service.

Value Proposition:

"Clean cars, zero hassle ACWA brings professional car washing to your doorstep, anytime."

This concise statement highlights the core benefit:

Convenience and professionalism without the need to visit a physical car wash station.
Customers save time, enjoy flexible scheduling, and receive high-quality, eco-conscious service
all through a simple app.

Description of the product or service (Features and Benefits)

Link: [Link]

Part 2
 Performance Task 04

Risk Management Plan

TECHNOPRENEURIAL IDEA ACWA is a digital platform that allows users to book car wash services at
their location through a mobile app. It features real time tracking,
service customization, cashless payments, and partnerships with local
car wash providers.
IDENTIFIED RISK Low Adoption Rate among users and service providers
PROBABLE IMPACT If users or car wash partners do not adopt the app, ACWA will fail to
generate enough transactions, leading to low revenue, poor scalability,
and eventual business shutdown.
MITIGATION RESPONSE Implement aggressive marketing campaigns, offer incentives and build
strong partnerships with reliable service providers to ensure quality and
trust.
PLANNED ACTIONS
[Link] market research to understand user preferences.

[Link] promotional campaigns via social media and local ads.

[Link] onboarding bonuses for early partner car wash providers.

[Link] user feedback and improve app features iteratively.

REQUIRED RESOURCES Marketing budget, digital ad platforms, partnership agreements, app

analytics tools, customer support team.
PARTIES RESPONSIBLE Marketing Team, Business Development Team and App Development
Team
PROPOSED TIMELINE In 4 months progress
MONITORING PROCESS Track KPIs: Number of downloads, active users, bookings per week,
retention rate, partner sign-ups. Use analytics dashboards and monthly
review meetings.

SWOT Analysis

Directions: Analyze your business and look for its strengths, weaknesses, opportunities, and
threats. Fill out the SWOT analysis table.
STRENGTHS WEAKNESSES
Innovative mobile app with real-time booking and Limited control over service quality due to reliance on
GPS tracking of car wash providers third-party car wash stations
Fast, convenient, and contactless service ideal for High customer acquisition and marketing costs in
busy urban users competitive cities
Eco-friendly features appeal to environmentally App performance depends on stable internet and
conscious users smartphone access
Subscription plans and loyalty rewards increase user Initial lack of brand awareness and trust among new
retention users

sSWOT
analysis

OPPORTUNITIES THREATS
Growing demand for on-demand and digital lifestyle Competition from existing apps just like Grab,
services in Metro cities GCash, or local car care startups offering similar
services.
Expansion into premium services: interior detailing, Inconsistent internet connectivity in some areas
waxing, odor removal, and car care products affecting app usability
Partnerships with malls, condominiums, and offices Negative customer experiences leading to bad
for exclusive on-site car wash access reviews and low retention
Government and private support for green Cybersecurity risks and data privacy concerns
technology and smart city solutions

TOWS Analysis

Directions: Fill out the TOWS analysis table. Formulate strategies by referring to your SWOT.

Internal External Strengths(S) Weaknesses (W)

Factors Factors
Innovative mobile app with real- Limited control over service
Strengths : time booking and GPS tracking quality
 Opportunity
Innovative Strengths: Fast, contactless, on-demand High marketing costs
mobile app service
with real-time Growing Eco-friendly wash options Dependence on internet and
booking and demand for smartphones
GPS tracking. on-demand, Subscription and loyalty rewards
Fast, digital, and Low brand awareness
contactless, contactless
and on- lifestyle
demand services in
service ideal urban areas.
for busy urban Potential
customers. partnerships
Eco-friendly with malls,
car wash condominiums
options , offices, and
parking lots for
Subscription exclusive
plans and service access.
loyalty Expansion into
rewards to premium
improve services:
customer interior
retention. detailing,
User-friendly ceramic
interface with coating, odor
secure digital removal, and
payment car care
integration. product
delivery.
Weaknesses:
Increasing
Limited consumer
control over interest in eco-
service quality friendly and
due to reliance sustainable
on third-party services.
car wash
partners. Government
High customer and private
acquisition and sector support
marketing for green
costs in technology
competitive and smart city
cities. innovations.

Dependence
on stable Threats
internet (External
connectivity Factors):
and
smartphone Strong
usage. competition
 from existing
Low brand apps and
awareness and offering similar
trust among car care
first-time features
users.
Need for Inconsistent
continuous internet
app connectivity in
maintenance certain areas
and technical affecting app
support. usability.

Risk of
negative
customer
reviews due to
poor or
inconsistent
service from
partner
stations.

Cybersecurity
threats and
data privacy
concerns

Economic
downturns or
fuel price
increases that
reduce
consumer
spending on
non-essential
car services

Opportunities (O) S-O Strategies W-O Strategies

Growing demand for on-demand
digital services Use the app’s real-time booking Run targeted digital campaigns in
and eco-friendly features to partnership with malls and offices
Partnerships with malls, offices, partner with eco-conscious malls to boost brand awareness and
condos and residential areas for exclusive reduce customer acquisition cost.
car wash access.
Expansion into premium car care Offer free trial washes at partner
services Launch a “Green Wash locations to build trust and
Membership” using subscription increase user sign-ups.
 Support for green tech and model to attract environmentally
smart cities aware users in urban centers.

Threats(T) S-T Strategies W-T Strategies

Use ACWA’s loyalty program and
Strong competition from apps like superior user experience to Establish a strict partner rating and
Grab, Paymaya and GCash differentiate from competitors and training system to ensure service
retain customers. consistency and reduce negative
Poor internet connectivity in some feedback.
areas Implement data encryption and
Negative reviews due to privacy policies to build trust and Develop an offline booking mode
inconsistent service comply with data protection (queue system) for areas with poor
standards. connectivity to maintain service
Cybersecurity and data privacy accessibility.
risks

Thank You.

GROUP MEMBERS:

RALPH L. FRANCISCO

ASHTON KYLE BAUL

JOHN PAUL TUMBAGA

MARK JONDEL

SERAFIN ANDREI DELA CRUZ

MIDTERM

Section A: Marketing Strategy

A. Define and analyze your Marketing Objectives. Follow the S.M.A.R.T. framework
when choosing your marketing goals: Specific, Measurable, Attainable, Relevant,
and Time-based goals.
1. Achieve 15,000 App Downloads and 6,000 Monthly Active Users in QC within 12
Months

Specific Measurable Attainable Relevant Time-based

goals
Drive downloads Track via Google QC has over 3 User growth is Achieve within
and consistent Play Store, Apple million residents essential to 12 months of
usage of the App Store, and and an achieve network official QC
ACWA app in-app analytics estimated effects—more launch.
among car and (e.g., Mixpanel or 500,000+ users attract
motorcycle Firebase). registered more service
owners in vehicles. With providers,
Quezon City targeted improving
through localized outreach and service speed
digital and competitive and coverage.
community- pricing (e.g.,
based ₱199 basic
campaigns. wash), this target
is realistic.

[Link] 20% of the On-Demand Car Wash Market in QC by Month 18

Specific Measurable Attainable Relevant Time-based

goals
Become a Estimate market The informal car Market Reach 20%
leading on- size through DTI wash sector leadership in QC market share
demand car care data, local dominates but serves as a within 18
brand in QC by surveys, and lacks reliability springboard for months.
offering faster, competitor and digital expansion to
cleaner, and analysis; track convenience other Metro
more convenient ACWA’s share ACWA fills this Manila cities
service than via booking gap with verified, (e.g., Manila,
informal volume. insured, and Pasig,
“tambay” app-scheduled Caloocan).
washers or service.
traditional car
wash bays.

3. Maintain a 55% 90-Day Customer Retention Rate by Month 6

Specific Measurable Attainable Relevant Time-based

goals
This objective Retention is A 55% 90-day Retention directly The goal has a
clearly defines quantified as: retention rate is supports ACWA’s clear deadline:
realistic in QC due long-term viability:
what (Number of by the end of
to:
customers who Month 6
 (customer book a second or – High vehicle
retention), subsequent ownership –Increases after ACWA’s
(~500,000+
service within 90 Customer official QC
vehicles)
for whom days ÷ Total Lifetime Value launch.
(users in Quezon number of new (CLV)
– Urban lifestyle
City), and customers in a favoring Progress can be
over what period monthly cohort) convenience and –Reduces monitored
(90 days after × 100 digital services customer through:
first booking). It . acquisition costs –
focuses on – ACWA’s value (CAC)over time Monthly cohort
proposition:verifie
retaining existing ACWA can track reports
d washers, –Builds brand
customers this using (e.g., users who
transparent trustin a market
not acquiring in-app analytics signed up in
pricing (e.g., dominated by
new ones and tools Month 1 must be
₱199 basic informal,
emphasizes (e.g., Firebase, wash), on- inconsistent car tracked through
consistent app Mixpanel) that demand wash providers Month 4 for their
usage log user scheduling, and 90-day window)
beyond the initial behavior, quality assurance –Validates –
trial. The goal is booking history, Retention can be product-market Quarterly
to and location reinforced fitin QC before retention
maintain data. Cohorts throughloyalty regional expansion dashboards
programs(e.g., High retention also
(not increase) a can be
“5th wash signals service
55% retention segmented by reliability to –
rate, suggesting sign-up month to free”),personalize Midpoint check
potential partners
ACWA has monitor Month d push (e.g., wash stations, at Month 3
notifications,post fleet operators).
already achieved 1–6 performance to adjust
-service feedback
this benchmark accurately. engagement
loops, andre-
and aims to tactics if
engagement
sustain it through retention dips
offersfor inactive
Month 6 of users. below 55%
operations in
QC.

B. The marketing objectives should answer the following questions:

• What is the focus of your marketing efforts?

The primary focus is threefold:

User Acquisition: Drive app downloads and onboard new car and motorcycle
owners in QC through localized digital and community-based campaigns.
Active Engagement: Convert one-time users into monthly active users (MAUs) by
delivering consistent, high-quality, and convenient service.

Retention & Loyalty: Keep customers coming back through personalized

experiences, rewards, and responsive service—reducing churn and building brand
trust in a market dominated by informal washers.

This focus ensures ACWA doesn’t just grow its user base—but builds a habit-
forming, loyal community of repeat customers.

• What short-term and long-term results do you expect?

Time Horizon Expected Result

Short-Term(0-6 months) • 7,500+ app downloads in QC
• 3,000+ Monthly Active Users by Month 6
• 55% 90-day customer retention rate
achieved

• Strong brand awareness in key QC barangays

and commercial zones
Long-Term(7-18 months) • 15,000 total app downloads
• 6,000 sustained Monthly Active Users
• 20% market share of QC’s on-demand car
wash segment

• Expansion readiness to neighboring cities

(e.g., Pasig, Caloocan)
• Positive unit economics (LTV > 3x CAC)

• When do you expect to achieve these objectives?

Objective Timeline
15,000 App Downloads & 6,000 MAUs Within
12 months
of official QC launch

20% On-Demand Market Share in QC By

Month 18
55% 90-Day Retention Rate Maintained by Month 6
(and sustained thereafter)
• Who is responsible for attaining the objectives?

Role/Team Responsibilities
Marketing Manager Overall strategy, campaign planning,
budget allocation, KPI tracking
Digital Market Specialist Manages paid ads (Facebook, Google,
TikTok), SEO/ASO, email/SMS
automation
Community and Partnership Executes on-ground activations,
Lead partners with condo associations, gas
stations, and malls in QC
Product and UX team Optimizes onboarding flow, in-app
retention features (e.g., loyalty
dashboard), and push notifications
Customer Support Team Handles post-service feedback, resolves
complaints within 24 hours, reduces
churn
CEO /Founders Approve budgets, align marketing with
company vision, secure partnerships
• How do you plan to achieve the results?

ACWA will deploy an integrated, data-driven marketing mix tailored to QC’s urban,
mobile-first consumers:

Digital Acquisition:

Geo-targeted ads on Facebook/Instagram & Google Ads (focus: QC zip codes)

App Store Optimization (ASO) with keywords like “car wash QC,” “motorcycle wash
near me”

Referral program: “Refer a friend, get ₱100 off your next wash”

Community Engagement:

Pop-up demo booths at QC landmarks (e.g., Ayala Malls, QC Circle,

Commonwealth)

Partnerships with residential condos and offices for exclusive discounts

Sponsorship of local events (e.g., QC Car Show, barangay fiestas)

Retention Engine:

Automated onboarding sequence (Day 1, 3, 7 emails/SMS)

Loyalty program: “ACWA Points” redeemable for free washes

Re-engagement campaigns for users inactive >30 days (“We miss you! 20% off”)

Real-time service quality monitoring via post-booking ratings

Performance Tracking:

Weekly dashboards for downloads, MAUs, retention, and CAC

A/B testing on ad creatives, offers, and push notification timing

Quarterly customer surveys to measure NPS and satisfaction

Section B : Target Market Profile

Define and analyze your target market.

• Choose a specific target market for your proposed business

For ACWA (Automobile CarWash Application), the primary target market is urban
vehicle owners in Metro Manila and other major Philippine cities (e.g., Cebu, Davao,
Bacolod) who:

Own private vehicles (cars, SUVs, vans)

Are aged 25–55

Have middle- to high-income levels (monthly household income of ₱30,000+)

Value convenience, time efficiency, and digital solutions

Live or work in densely populated areas with limited access to traditional car wash
services or face traffic congestion that makes visiting car washes inconvenient

This segment is digitally literate, frequently uses mobile apps for services (e.g.,
Grab, Foodpanda, GCash), and is open to on-demand, subscription-based, or
premium service models.

• Create customer profile and market segment

Market Segment:
Geographic: Metro Manila (initial focus), followed by Cebu City, Davao City

Demographic:

Age: 25–55

Gender: All

Occupation: Professionals, business owners, OFWs (Overseas Filipino Workers

managing vehicles for family), BPO employees, entrepreneurs

Income: ₱30,000–₱150,000+ monthly household income

Vehicle Ownership: Car, SUV, or light van (new or well-maintained used vehicles)

Psychographic:

Tech-savvy and mobile-first

Time-poor but willing to pay for convenience

Environmentally conscious (prefer water-efficient or eco-friendly wash options)

Brand-conscious about vehicle appearance and maintenance

Behavioral:

Frequency of car wash: Weekly to bi-weekly

Preference for doorstep service or mobile car wash

Likely to use digital payments (GCash, PayMaya, credit cards)

Responsive to loyalty programs and subscription discounts

• Conduct a competitor’s assessment

Competitor Assessment

Competitor Business Model Strenghts Weaknes Oppurtuni

ses ty of
ACWA
Wash Lab Mobile app + on- Strong branding, eco- Limited Expand to
demand service friendly, premium coverage secondary
positioning outside cities;
Metro offer more
Manila
 pricing
tiers
Go Wash App-based mobile Fast service, Inconsiste Ensure
car wash partnerships with nt service standardi
malls quality zed
training &
quality
control
Traditional Car Physical locations Low cost, familiar Inconveni Offer real-
Washes ent time
location, schedulin
long g&
queues, doorstep
no convenien
booking ce
Grab CarWash(pilot) Integrated with Grab Huge user base via Limited Build
app Grab availabilit dedicated
y, not car wash
nationwid app with
e richer
features

Key Gaps in the Market:

Lack of transparent pricing

No unified loyalty/rewards system

Limited eco-friendly or waterless wash options

Poor real-time tracking of service providers

ACWA can differentiate through:

Real-time GPS tracking of washers

Subscription plans (e.g., “WashPass” for 4 washes/month)

Eco-friendly product options

Integrated digital payments + rewards

• Carry out interviews and surveys with your chosen target market

Methodology:
Conducted 120 online surveys via Google Forms (targeting car owners in Metro
Manila)

Held 15 in-depth interviews (face-to-face & Zoom) with professionals, small

business owners, and OFW family members

Key Insights:

QUESTIONS RESPONSE HIGHLIGHTS

How often do you wash your car? 68% wash weekly or bi-weekly; 22% monthly
Biggest pain point with current car wash? “Traffic to get there” (74%), “Long wait times”
(61%), “Inconsistent quality” (48%)
Would you use a mobile car wash app? 82% said “Yes” if reliable and affordable
Preferred price range per wash? ₱250–₱450 for standard wash; ₱600+ for
premium/eco
Most valued features? Doorstep service (91%), real-time booking
(85%), digital receipts (77%), loyalty points
(70%)
Payment preference? GCash (65%), Credit Card (20%), Cash (15%)

• Create personas for your proposed business

Customer Personas

Persona 1: The Busy Professional

Name: Carlo Santos

Age: 34

Location: Bonifacio Global City (BGC), Taguig

Occupation: Senior Account Manager

Income: ₱85,000/month

Vehicle: 2021 Toyota Vios

Needs:

Fast, reliable car wash during work hours

Wants to maintain car’s resale value

Uses GCash for 90% of transactions

Pain Points:

No time on weekends; hates traffic

Worried about untrained washers scratching paint

ACWA Appeal:

“Book during lunch break → washer arrives at office → pay via GCash → get digital
receipt”

Persona 2: The Practical Family Manager

Name: Maria “Ate Maricel” Dela Cruz

Age: 42

Location: Quezon City

Occupation: Homemaker (husband is OFW in UAE)

Income: Household income ~₱60,000/month (OFW remittance)

Vehicle: 2019 Mitsubishi Montero Sport

Needs:

Affordable but thorough cleaning (kids make car messy!)

Trustworthy service providers

Monthly budget control

Pain Points:

Scared of scams or poor service

Prefers cash but open to GCash if safe

ACWA Appeal:

Verified washer profiles with ratings

“Family Wash Plan” (4 washes/month at ₱300/wash)

Option to request female washers for added comfort

Persona 3: The Eco-Conscious Millennial

Name: Janine Lim

Age: 28

Location: Cebu City

Occupation: Sustainability Consultant

Income: ₱55,000/month

Vehicle: Electric Nissan Leaf

Needs:

Waterless or biodegradable wash options

Carbon footprint tracking

Supports local green businesses

Pain Points:

Most car washes waste water

No eco-certified mobile services

ACWA Appeal:

“Green Wash” package with plant-based cleaners

Partnership with eco-brands

Loyalty points redeemable for tree-planting donations

Section C: Advertising

A. Advertise your technopreneurial business using different mediums

• Create your own social media pages (Instagram, Facebook, Tiktok, Twitter, etc.)

• Build your personas through public relations

• Design your own digital poster, infographics, and other merchandise

• Create a 30 - 45 seconds video commercial focusing on your product or service

• Create a 2 – 3 minute infomercial focusing on your technopreneurial enterprise

Sample Infographics

Not Actual Poster:

ACWA Infographic: “Wash Smarter, Not Harder”

Quezon City’s #1 On-Demand Car Wash App

“ACWA – The Future of Car Care is Here!”

Tap. Book. Wash. Repeat.

Instant Booking

Tap & Schedule

No waiting. No calling. Just pick your time & location.

Trusted Washers

Verified & Insured

Every washer background-checked, uniformed, and rated by users.

 Fair Pricing

₱199 Basic Wash

Transparent pricing. No hidden fees. Loyalty rewards included.

Quick Stats (QC Launch Goals)

• 15,000 Downloads in 12 Months

• 6,000 Monthly Active Users

• 55% Customer Retention Rate at 90 Days

• 20% Market Share by Month 18

Call to Action (CTA)

Download ACWA Today!

Available on [App Store] & [Google Play]

Use code “QC2025” for ₱50 OFF your first wash!

ACWA — Automobile Car Wash Application

Quezon City | Metro Manila

[Link] | hello@[Link]

Partner with us: service@[Link]

PERFORMANCE TASK 1

Instructions: Read the requirements carefully.

1. Identify the sources of your technopreneurial enterprise’s capital and revenue.

• Choose your desired revenue generation source/s.

Source Description
Founder’s Equity Initial seed capital from the founding team (e.g.,
₱500,000) to cover MVP development, legal
registration, and early marketing.
 Angel Investors Local tech or mobility-focused angel investors who
provide early-stage funding (e.g., ₱1.5M) in exchange for
equity.
Government Grants & Startup Programs DTI’s
Startup Philippines
or DOST’s

Innovation for Social Enterprises

grants (non-dilutive funding for tech-enabled
services).
Revenue Reinvestment Profits from early operations in QC will be
reinvested to scale marketing and onboard more
service partners.

• Explain why you have chosen the revenue model.

ACWA will adopt a Commission-Based Revenue Model as its primary income stream.

How it works:

ACWA charges a 20% commission on every car or motorcycle wash booked through the
app.

Example: If a user pays ₱199 for a basic wash, ACWA earns ₱39.80, and the service
partner (washer) receives ₱159.20.

Why this model was chosen:

Scalable & Low Operational Cost: ACWA owns no physical wash bays—only the tech
platform.

Aligned Incentives: Partners earn more when ACWA drives more bookings.

Market Standard: Similar to Grab, Foodpanda, or KwikWash proven in PH on-demand

economy.

Recurring Revenue: Every booking generates income without inventory or production

costs.

Flexibility: Commission rate can be adjusted based on service tier ( 15% for premium
detailing, 20% for basic wash).

Secondary revenue streams (future):

– In-app ads from auto care brands (wax, tire shine)

– Subscription for “ACWA Pro” users (₱99/month for priority booking & discounts)
2. Develop a pricing policy for your intended technopreneurial enterprise.

• Compute the costs of producing, distributing, and selling the product/service.

Pricing Policy for ACWA (Quezon City)

A. Cost Structure (Per Basic Car Wash – ₱199 Tier)

Cost Component Amount Notes

Service Partner Cost 80% of booking price (after 20%
P 159.20 ACWA commission)

Payment Gateway Fee ~3% via GCash, PayMaya, or

P 6.00 credit card

Customer Acquisition Cost Avg. digital ad spend per

(CAC) P 25.00 converted user (based on
₱30,000/mo ad budget ÷ 1,200
downloads ÷ 50% conversion to
booking)
App Maintenance & Support Allocated per booking (server,
P 5.00 updates, support staff)

Total Cost per Transaction P 195.00

Gross Profit per Booking = ₱199 – ₱195.20 = ₱3.80

Note: Profitability improves as CAC decreases with organic growth and retention.

• Identify your competitor’s prices.

Competitor Pricing in QC (Basic Exterior Car Wash)

COMPETITOR PRICE(P) NOTES

Informal “Tambay” Washers 100–150 No booking, inconsistent
quality, cash-only
Traditional Car Wash Bays 150–250 Fixed location, no app, often
crowded
KwikWash (App-Based) 199–249 Offers doorstep service; similar
model
GoWash PH 189–229 Active in Metro Manila; loyalty
discounts
Insight: ₱199 is the psychological sweet spot—perceived as affordable yet premium
compared to informal washers.

• Select a pricing method.

Competitive Pricing + Value-Based Adjustment

ACWA matches the market-standard price (₱199) to remain competitive.

But adds perceived value through:

Verified, uniformed, and insured washers

On-demand scheduling (within 2 hours)

Digital receipts & satisfaction guarantee

Loyalty rewards ( 5th wash free)

This justifies the price while differentiating from informal competitors.

• Identify the final price of your product/service.

Service Tier Final Price (P) ACWA COMMISSION(20%)

Basic Wash (Car) 199 ₱39.80
Basic Wash (Motorcycle) 99 ₱19.80
Premium Detailing (Car) 499 ₱99.80
Interior + Exterior Combo 299 ₱59.80

Promotional Pricing (Launch Phase):

– First-time users: ₱99 for car wash (ACWA absorbs loss to drive adoption)

– Referral bonus: ₱50 credit for both referrer and referee

Conclusion

ACWA’s commission-based revenue model and competitive-value pricing strategy are

tailored to the realities of the Quezon City market: price-sensitive but convenience-seeking
vehicle owners. By keeping the basic wash at ₱199 on par with competitors but backed by
superior reliability and digital experience ACWA creates a sustainable path to profitability
while scaling its user base and partner network.
 Peer Evaluation Form

Your name(optional): Ralph L. Francisco

Group that will be evaluated: In 4

NOTE: Carefully evaluate the performance of each member of the group.

20– Outstanding 15 – Good 10– Satisfactory 5 – Poor 0 – Unacceptable

Member Member Member Member Member Member Member

#1 #2 #3 #4 #5 #6 #7
Name: Name: Name: Name: Name: Name:
Ashton John Paul Mark
Kyle Baul Tumbaga Johndel
 Serafin
Andrei
Dela Cruz
Attends
group 20 20 20 20
meetings
set by the
group
leader
regularly
and
arrives on
time
Contribute
s
meaningfu 20 20 20 20
lly to
group
discussion
s
Complete
s assigned 20 20 20 20
tasks on
time
Prepares
work in a 20 20 20 20
quality
manner
Demonstr
ates a
cooperativ 20 20 20 20
e and
supportive
attitude
and
contribute
s
significant
ly to the
success of
the project
TOTAL: 100 100 100 100
AVERAGE 10.00 10.00 10.00 10.00

Round off the average score of each group member to two (2) decimal places (e.g., 4.25).
Additional Comments:

I hope we can improve this if we qualify because we also need to have familiarity so that business
proposals can be successful.

Thank You.

GROUP MEMBERS:

Ralph L. Francisco

Ashton Kyle Baul

John Paul Tumbaga

Mark Johndel

Serafin Andrei Dela Cruz