A Business Plan of a former student at MBAH created business for Alex Pe and better health care

I used to conduct entrep class for MBAH students.  One such student was Dra. Angelita Tan who founded the Sacred Heart Hospital in Angeles City.

As you can see, the maximum allowed capital for business plan was only P500,000.  For Dra. Tan, she planned to buy a LINAC machine for cancer treatment.  Was it OK to have this BP?   I said it is OK if you show me the color of the money.  Her cap ex estimate was P90 million.  Sure she had the money.

Last year, while teaching Regis class at Clark, I saw her billboard.

The presentation of Alex Pe last night rang a bell;  and after his talk, I asked him whether he supplied such Dr with the LINAC machine;  and sure enough, he said yes.

He said it is pretty much successful averaging 60 patients a day.  ROI for the 96 million machine is 4 to five years.

I said the BP nearly did not make it;  however I suggested that the business concept be CANCER CENTER instead of Linac machine.  And which Dra Tan did.

Congratulations.

I am happy that we do here creates opportunities and jobs, and better health services to people, cancer cure to the people of Angeles and Norther Luzon

The Sentrep Class with Guest entrepreneurs

 x

COO and CHINDI

According to Alex Pe, there are several titles which we know:  COO, CEO (Chief Operating Officer, and Chief Executive Officer)

The main reason why Alex left an employer where he worked as COO for a friend CEO, he found the third chief:    Chief Hindi. (the wife is the CHindi) and objects to what has agreed upon. 

Fortunately for him his wife, who joined him is not CHindi.

Is you wife or your boss CHindi.

Micromarket Analysis of Coffee Shop_Group 3

Please see the link for the group's micromarket analysis, http://www.slideshare.net/hannahabellera/micro-market-analysis-coffee-shop-group-3-14820599

Sorry for the late upload.

Thanks you very much.

From Group 3

S10 ENTREP

Micro market analysis coffee shop group 3 from Hannah Abellera

Superpower Memory by Kathleen Mamaradlo

Superpower Memory by Kathleen Mamaradlo

http://www.slideshare.net/kathleenmamaradlo/superpower-memory-by-kathleen-mamaradlo-14820631

Superpower memory by Kathleen Mamaradlo from kathleenmamaradlo

Effectuation Entrepreneurship

Last night, we had entrepreneur guests:   Ron Dagdag who owns Flowers Symphony and Alex Pe, Managing Director of Singapore based Terramedic.  The enteprise which he founded with his wife, Susan was bought out by their Singapore based company. Alex who used to be Siemens and Kodak veteran, manages the company for the Singaporeans, although he is now a minority.

Both agree:

l.  That they put their companies out of dire need. Ron was illegally dismissed;   so with Alex.

2.  Both assessed:

Their skills and contacts.  Skills and contacts (network - guanxi) are very important for entrepreneurs.  So guys, you never know, your cellphones phone book must be your most important assets/resources for an entrepreneur. 

                                    Ron the brother of Marty who celebrated his birth today

                                Presentation of certificates and token

Special report Social Enterprise in the Philippines

http://www.slideshare.net/anagarciamendoza37/social-enterprise-in-the-philippines-14746992

Ana G. Mendoza

ASIANTECHNOLOGY CORP

Tel no. 927-7063 loc 108

Social enterprise in the philippines from Ana Garcia-Mendoza

Lei Pichay Special Report on Business Model

Business model from lrp315

Special Report by Hanna Abellera - Strategy

Dear Prof. Saguinsin,

The link below is my Special Report on Strategy.

http://www.slideshare.net/hannahabellera/strategyspecial-report 

Thank you.

Hannah Abellera

Strategy_Special Report from Hannah Abellera

Hanna's Report on ID project

Please check the link below for the mock up ID assignment. 

http://www.slideshare.net/hannahabellera/mock-up-id 

Thank you.

Hannah Abellera 

Mock up id from Hannah Abellera

Micromarket analysis and PDQ= group 1

From: daniel leon berroya <berroyadaniel@gmail.com>
Date: Thu, Sep 27, 2012 at 12:12 AM
Subject: Re: Micromarket analysis and PDQ= group 1

http://www.slideshare.net/nyelly01/resto-mma-v2-14470625

http://www.slideshare.net/nyelly01/pdq-latest

Additional Special Report by Edwin Duenas

From: Edwin Dueñas <edwin_duenas@yahoo.com>
Date: Fri, Oct 5, 2012 at 8:18 P

http://www.slideshare.net/edwinduenas316/franchising-by-edwin-duenas

Franchising by edwin duenas from Edwin Dueñas

PDQ of Group 3 - Dirty Ice Cream

PDQ Report of Group 3 - Dirty Ice Cream

Hi Sir,

Heres the PDQ report from group number 3: Jane Labarrete, Hannah Abellera, Elena Perez and Marta Fretheim

http://www.slideshare.net/martafretheim/pdq-dirty-ice-cream

Pdq dirty ice cream from martafretheim

From Ducttape Marketing - How to sell through story telling

Go Negosyo.

From Ducttape Marketing

This is a story on how to sell using stories.

I am reminded of 4 things:

l.  When I was detailman of leading PHL pharma companies, my senior encouraged me to remember jokes;  he even gave me a joke book to memorize so that the Doctors would remember me, and our company products;

2.  In the Dale Carnegie course, public speaking, the 2 minute speech is nothing more than a story telling event that should be interesting to the listener.  Thinking that your pitch is a story makes the sales pitch colorful and compelling;  and its should be brief.

3.  The business plan is a story;  the elevator speech is a headline story you tell to your investors/vcc.

4.  Fr. Ben, fmr President of Ateneo used to tell that leadership is repeating stories/fables of the society of the exploits and traits valued most by the society.   Therefore, you must learn to make stories around your product and company.

For this link, the author was sold the chair because the maker/artist told him the story about the 360 year old maple tree that was rotting and how it was made into a chair.

Can you think of stories about your company?  About your product?

Do you think the suggestion will work?

Selling through story telling

Proposed ID and Special Report

Dear Prof. Saguinsin,

Attached is our assignment on mock up ID and my special report about the book "Strategy".

Thank you!

From Hannah Abellera

<nothing here>

ID Prototype project by Lei Pichay and Nyel Berroya

Good Day, Sir!

Here is the link for our ID Prototype assignment: http://www.slideshare.net/lrp315/id-sample

Thank you.

Regards,

Nyel Berroya

Lei Pichay

Id sample from lrp315

Group 4 Micromarket Analysis -Pizza

Good Day!

Here is the link for Group 4's MICROMARKET ANALYSIS on PIZZA: http://www.slideshare.net/lrp315/micromarket-analysis-pizza

Thanks.

Regards,

Anne Bartolome

El Kermi Hicham

Ana Mendoza

Jen Orbeta

Lei Pichay

Micromarket analysis pizza from lrp315

Ana Mendoza - Pranav case analysis

 ANALIZA G. MENDOZA

ENTREP PRANAV CASE

1.    Is the problem in the case functional or strategic? Explain?

I think that the case is a marketing problem. There are 4 P's of marketing which are people, place, price and promotion. Given that they have only a few months before their graduation, relocating is a remote option. Aside from it is not permitted in the contracted, the problem of the company is that it is losing money. Relocating would entail more investments because of the construction costs. 

Instead of this, if I were the owner I'd like to concentrate on the following:

People – their present location's market is female dominated. Instead of just concentrating on men, they should try to expand their market by catering the grooming needs of women as well. This way, they can both serve both markets.

Place – they should make sure that their target market easily sees their place or location. A well-lighted place is attractive to customers as lights have a psychological effect in terms of the purchasing behavior of the customer. A good signage is also another factor that can attract customers.

Price – pricing strategy is very important, as price is an important consideration in the customer's purchasing decision. I suggest they do bundling or discounting. Bundling like haircut and shaving combined for a Php 50 price lower that getting the two services separately. They can also give student discounts or coupons for the next visits of customers. This will encourage loyalty from custmers.

Promotion – they should constantly give promos to their customers. People respond to incentives. They should give payday promo, holiday promo or even weekly promos.

2.    Are you in favor of splitting the business?

I think that they should still continue their salon and spa service. They have already invested in equipments and furnishings. Give the business a try since I think there is only a marketing problem. If in time it would succeeded with the implementation of the marketing strategies, then that's the time they can reevaluate and decide which is profitable to retain.

---

Ana G. Mendoza

Millisys Distribution Inc.
Tel no. 927-7063 loc 108

PDQ REPORT by group 4: barbecue

Good Day, Sir!

Here is the link for our PDQ report: http://www.slideshare.net/lrp315/pdq-report-group-4

Pdq report Group 5 from lrp315

Thanks.

Regards,

Anne Bartolome

El Kermi Hicham

Ana Mendoza

Jen Orbeta

Lei Pichay

Pranav New York Case Analysis - Nyel Berroya

Nyel Berroya

Pranav New York Case Analysis

Strategic or functional?

The primary problem of the case is strategic. Mark and Karlo missed the appropriate location which should be the east wing and center position of Robinsons Galleria instead of the west wing. Location is the key here since the primary target market of Pranav are the male working professional surrounding the mall. Pranav failed to anticipate the flow of their PTM such as mall habits and behaviour. 3^rd level as a location has a low foot traffic and inconvenient for PTM male professionals and mall goers to go to which is less accessible to potential customers. Male by nature prioritize flexibility and convenience. The salon is doing well as it progress which is contrary to its SPA due to space expense and limited customers. The sales of SPA was declining monthly although it's auxiliary services such as hot oil and nail are progressing but not enough to cover the total customer base. Majority of the salon customers are availing the basic services instead of stylish and trendy look which is a premium grooming services. In the 3 months of operation, less than 15% are loyal customers specifically in haircut services which are dominated by customers concern more of their urban and classy look, aged 20-39. Spa segment was unsuccessful hitting their PTM due to low share of total customer based segment and loyalty is an issue as well. Basically, spa segment is greatly eating up the revenue of the salon due to fixed expenses such as rent and having low sales. Essential equipments are not maximizing instead of being multi-purpose such as chairs and others. Employees are de-motivated especially on the sales aspect such as absence of commission for all goods and services. Up-selling and cross-selling the spa and salon for every customer may significantly increase sales volume. Promotional activities such as loyal cards, discounts, GC's and other groupon sites may actually create awareness and intensify loyalty for existing and potential customers.

Basically, Spa is not sustainable and feasible considering the poor location and low foot traffic of PTM-males. Female market is more dominant especially paying on premium services. Pranav failed to study its competitor which is getting more clients than their usual rather than focusing only of being unique.

Split salon and spa?

Looking at profitability and sales trend of the both segment of Pranav, splitting and retaining the salon is a wise decision especially on the expense aspect. Salon is manageable and may potentially go bigger in a short span of time especially if its relocated at the ground east wing level where it's dominated by their target PTM. Redesigning the concept of the salon as UNISEX may capture female market share from the competition. Or Pranav-salon may stay on their existing PTM but finding a competitive edge over competition by offering certain hair-styles which is trendy so they can be deemed different yet fashionable, fresh and unique in the industry. It may also be a salon offering pampering services as additional feature like a one-stop shop for their PTM. However, the equipments must be changed especially the chairs should be functional yet comfortable. Chairs can be reclined or may turn to SPA bed instantly.  

Closing the PRANAV-SPA may be an better option due lack of sales, high maintenance and poor loyalty and location. However, it can also be remodel and relocated to a high end market such as Makati, the fort or Alabang area. I think having a unisex PTM is a best option offering a new SPA flavour to be distinctive yet attractive. Remodel like having different rooms w/ unique themes, mixing traditional massages or just offering a totally new SPA service which it is the first in the industry. The object is to give an excellent, premium and one-of-a-kind services to its customers which will make a milestone and hopefully be the new trend.

SR: Business Model Innovation by Lloyd Tan

http://www.slideshare.net/lloyd3486/bmi-14535995

Bmi from Lloyd Tan

Analysis of the Pranav Case by Mariko Franca

[Good day Prof Jorge.  I am re-sending my Analysis on the Pranav Case just in case you did not receive last time.  Thank you!]

-->

1.  Tell whether the problem is strategic or functional and then explain why.

     The Pranav case is a strategic problem because the main problem of owners Karlo Nisce and Mark Orbos is very low sales.  There were already tell-tale signs of failure based on their observations prior to putting up their store and from their professors which they did not heed.  Two main reasons stated in the case are their target customers and their location.

    First, let us look at their target customers who are men.  Personal care industry experts said that it will take 2-3 or 5 years before the male segment will fully develop.  There were some stores they identified that were "For Men" that already closed down.  The men they saw who went to the salon and spa usually went with females.

      Second is their location.  Their professor already told them that their location in Galleria is bad.  Not only is it not part of the traffic flow, many of their competitors are at the Ground Floor and therefore much more visible than Pranav which is at the 3^rd floor.

2.  Should you separate the business into two – spa and salon?

     Separating the business into two will mean changing the business model of the company.  If I was the owner and I would like to stick to my goal which is to have a one-stop shop for men personal care then I will not divide my business.  Pranav is the first of its kind in the Philippines and is considered a pioneer.  Being a one-stop shop is Pranav's competitive advantage so Nisce and Orbos should find a way to emphasize this to the customers.  If the personal care experts' predictions are true, then Pranav would be at the advantage in 3 to 5 years because they already have the technology, the space, and the system.  In addition, the owners have a deadline to meet if they want to graduate so they just need to come up with strategies that will turn the business around.  As stated in the case, both are "strapped of resources and in deep need of working capital" so they have to make use of what they have and probably try to cut down on some expenses.  This being said, I therefore recommend the following alternatives:

a)  Increase focus on the salon services and decreasing those for spa.  By only cutting down resources for the spa, the owners will still be able to provide spa service to the customers who want to have this experience while increasing the profit they can generate from the salon services.  In time, the demand for spa service might grow and because they already have the system in place it will be easier for them to rehabilitate this portion of their business.

b)  Do better bundling of the salon services with those of spa.  For example, Pranav can offer free classic haircut if a customer will avail of a spa service.  Or they can have a free 15-minute spa experience for first time customers who go in to avail of any of the salon services.  By having an attractive package deal, customers will see more value for their money and will be tempted to try it at least once.  This will attract those who want to also experience spa but does not have enough money for it.  If the customer loves the experience then he will be sure to come back despite the competition at the ground floor.

c)  If they want to stick to an all-male target market then they can offer a seasonal package deal of a "Bring One Pay One" for couples, father-daughter, mother-son, boy-girl friends.  The condition is that if the male customer brings a female with him, they only need to pay for one service, a 50% rate, the equivalent of the service charge of 10%, etc.  They can probably offer their cheapest spa service to the female but if the latter wants to avail of a more expensive service then they will pay more.  This way, they are retaining their "for men" image but using the female sex as the factor to attract the male customers.

SR - Henry Sy by Nyel Berroya

http://www.slideshare.net/nyelly01/henry-sy-final

On Sun, Sep 30, 2012 at 10:38 PM, daniel leon berroya <berroyadaniel@gmail.com> wrote:

submitted by nyel berroya

Group 3 PDQ report on dirty ice cream

Hi Sir,

Heres the PDQ report from group number 3: Jane Labarrete, Hannah Abellera, Elena Perez and Marta Fretheim

http://www.slideshare.net/martafretheim/pdq-dirty-ice-cream

 

Group 3

Pdq dirty ice cream from martafretheim

Some notes on last Oct 1 2012 session

The following are some important notes I made on last session last Monday:

l.  On MVP's withdrawal of support from Ateneo.  There were very few attendees yet at the time this was discussed and Ms. Lei Pichay was grilled on this.  The idea being emphasized was that MVP could not buy principles.  Businessmen and the clergy have their role to perform in the society;  therefore they are poles apart.   Businessmen are driven by expediency and efficiency.  The clergy is driven by what is right, entrepreneurship, what is good for all. The Jesuits, under Fr. Magadia did not say anything new at all.  He was not arguing with MVP.

2.  On SR.  The social entrepreneurship and CSV were particularly interesting special reports.  Elena must have done a great deal of effort and time to understand the CSV.  CSV is capitalism reinvented.

On Social entrepreneurship  -  the profit motive is used to sustain the social enterprise.  There is less of cash burn.

3.  Case analysis.  This is on Mico, which is about input-throughput- output.   This is an elaboration of  the PDQ group creative activity.  However, the driving force that dictates the ITO stream is the primary target market.  Different folks (PTM) different strokes (ITO).  The fun part of the case analysis is the drawing of the profile of the PTM:   how does she look like, is she old or young?  Is she fat or thin?  Marty and Lloyd did the honors of drawing the PTM.

Marty said that what he drew are the mother and daughter from school going to MICO shop.

It is emphasized that the long form of the enterprise delivery system as well as the dashboard should be incorporated in the business plan.

4.  Business plan -  The professor again drew on the board the parts of the business plan and emphasized the deficiency of the past classes on business plan parts.  He reminded the students to regularly submit parts of the business plan and/or submit a group business plan on the PDQ they worked on.

5.  Other requirements -The rest of the class who have not submitted their NU 12, inspirational video, factors paper, pictures for their class cards, learning agreement to do so at the earliest possible time.  Cramming at the last hour usually results in the students not being able to submit anything at all.

Revisiting the syllabus is advised.

Group 5 - PDQ Jollijeep

Group 5 PDQ analysis presentation


EMBED:

Jollijeep from Abi Lacuesta

PRANAV Reflection Paper

http://www.slideshare.net/lloyd3486/pranav-case-analysis

Pranav case analysis from Lloyd Tan


A simple blogpost would do.  JUS 

Pranav Case Analysis by Marty Dagdag

Pranav Paris Case Analysis.

By: Martino Rafael Dagdag

Entrep S10

Analysis

While the mission of Pranav Paris which was to opened salon and spa services to the male market is a good idea, the partners, Mark and Karlo failed to conduct a thorough market study on the perception of the target market for instance, as mentioned by the pair's professor the Pranav used salon chairs instead of barber chairs and employed female hair stylists. Being a part of the target market I can relate to the situation their customers perceive their salon.

While moving location is an ideal option, Having the salon on the third wing together with the other grooming and wellness establishments can have its advantages, they can use it by stretching their differentiation among other grooming alternatives in the same floor: to emphasize the masculinity of the place.  Thus the 3^rd floor is now known for grooming and wellness establishments and men who know about Pranav will personally go to the place to experience specialty masculine grooming.

It is not clearly stated in the case what the aesthetics of the store looked liked and for me, It is an important factor for customers retention and decision making process to go in and avail of services right at the given moment. I visualize their salon as the standard salon for men and women. Only that they put up a sign that says "for men" only. As a strategy, Pranav can improve their brand image, by  changing the set up of their establishment.

Chair Design

Having a barber chair instead of a salon chair would be more masculine in nature, men generally don't want to be associated with feminine designs such as salons, at times it maybe embarrassing for men that others know that he get his hair cut from the salon. If they cannot afford a barbers chair a boxed type of salon chair could be an alternative to come in between the two designs

 for a guy like me, I do feel that I get a more professional haircut seated in a barber's chair however if I have to go to a salon , a high back  chair will still make me more comfortable than a low back salon char that is commonly found in women's salons.

Hair Stylist's Gender

On female hairstylist: For men, it is more comfortable to have their hair cut by straight men because there is that confidence that barbers know how to cut men's hair properly and that they understand how it feels to be seated under the pair of scissors.

Other Aesthetics

The aroma of Pranav should not smell like hair chemicals because that would bring recall to a ladies salon. The smell of the place should be masked by masculine scents such as wood or leather.

The colors used also play an important role, I think for a masculine clientele, Pranav can play on Corporate colors of blue, black and gray for a cool vibe or go for blacks and wooden colors for a warm feeling.

A logo speaks not only of the brand but the image your clients can relate to. so Pranav must have a logo that is serious to attract the businessman aged market.

Conclusion:

This is a problem I see with many small Philippine businesses, entrepreneurs are happy with creating the idea and operation that they miss out on the brand image they are presenting in exchange of cost savings. What needs to be instilled in the minds of entrepreneurs is that: brand image is a strategic investment to present your company to your target market.