Affordable mobile dialysis service BP by Dr. Edu

One of the #sbusinessplans that I am looking forward to see is that of Dr. Edu Tuazon (the #entrepreneur behind #Ralos #cassava cake) on #mobile and #affordable #dialysis.  I hope his example can inspire change in the #mindset of health and medical practitioners.  Maybe the example of #DrDavidShetty on the $10 dialysis (yes you read it right - roughly PHP500) in #Narayana hospital in India, where billions of people are poor and can hardly afford medical care inspired him to write a bp which is very much a #socialenterprise

Pranav New York Case Analysis by: Rophele Ocampo

Prof Jorge,

Please see my assigment on the Pranav New York case analysis SPADA.

SPADA Case Analysis: Pranav New York

Situation:

Karlo Nisce and Mark Orbos, MBA students at AIM opened a first male spa business (inspired in New York) in the Philippines last quarter of 2004 at Robinsons Galleria as part of their course requirement for graduation.

Problem:

The business incurred immense losses after its 3 months of operations due to the following:

A. Wrong Location

·         The spa's stall is located in the body senses section at the 3^rd floor where mostly females' market concept stores are open and is not an easy access.

·         The body senses section is located at the opposite of the foot traffic.

·         The mall's demographic mix is dominated by the female segment.

B. Poor Quality of Service

·         Employees are all females where needs of men are not properly delivered such as shaving and strength/pressure for massage.  

·         Chairs used are not barber's chairs which the effect is that simultaneous service process is suffered.

·         Spacing of chairs is too narrow and not conducive for working.

·         Air conditioning of the spa is too cold which customers might not like the experience of shivering while having a massage.

C. Poor Marketing

·         Due to net loss, marketing was taken for granted and was removed from their solutions since it they have considered it as an additional expense.

D. Business was not systematically studied

·         The partners rushed in opening the business due to their considerations of rent expense, season's demand, excitement of their venture concept, and requirement for their graduation without carefully studying it.

Alternatives:

A.  Close the Shop

·         Since the business is not profitable and to further not incur additional losses and waste money.

B.  Re-locate

·         Since the location is a mistake, better find another location to which the business is more suitable. Location preferably on the Fort area or Makati CBD area since these area is also a good marketplace. Place should be of easy access preferably not a stall in the mall but in a standalone commercial establishment which is dominated by their primary target market.

C. Re-position

·         Remove the spa services since this is the service that occupies a lot of space and has the lowest revenue and focus on the strength of the business which is their salon services.

D. Improve Quality of Service/Re-branding

·         Undergo employees with an intensive training to produce quality service. With quality service brings word of mouth advertising which is the most powerful promotional marketing.

·         Consider male crew to create additional market and address other needs of the customers which also understands the male segment needs.

·         If to maintain the all female crew strategy, make sure to train and delight the service that the men segment needs.

·         Chairs to be changed to the appropriate barber's chair.

·         Temperature of the spa room should be suitable for massage.

·         Interior of the spa and spacing should be conducive to working and favourable for their primary target market.

E. Re-positioning

·         Changing the concept from an all male spa to a unisex spa to widen the market and generate more income. Revenues over anything else.

F. Marketing

·         Strengthen the Marketing of the business, Pranav has remove its marketing since the business

Decision:

With the alternatives mentioned, alternative B and D will be the most recommended in my opinion. Maintaining the concept of an all male spa is a very appropriate move since this concept creates originality and uniqueness. This is actually one of the strengths of the business but the wrong location and quality of service is the reason why the outcome of revenues is not what is expected.

A good Location is a very important consideration when opening a business because it is where the need and demand is being conceptualized. Improving the quality of service on the other hand also plays an important role in generating customers, maintaining their loyalty and loyal customers to help you market new customers.

Action:

The business is really feasible. As indicated in the study and as mentioned by the professors at AIM, the concept is actually a good business venture.  Applying the recommended alternative decisions with an excellent marketing strategy will help the business eradicate its losses and incur profit; the business will eventually have its place in the market. Marketing has always been an essential tool in having the business become profitable.  As Marketing major, you see to it that in every business you always analyse the SWOT (Strength, Weakness, Opportunities, Threat) of the company, turn the Weakness and Threat to Strength and Opportunities.

Submitted By:

Rophele Louie C. Ocampo

AGSB – Clark Campus

Pranav case analysis by Roman Cruz AGSB Clark Entrep

Good evening Sir!

Sending you my case analysis on the PRANAV CASE

ROMS

PRANAV CASE STUDY

by: Roman M. Cruz

SITUATION

Pranav New York was envisioned as the first male spa in the Philippines and the fulfillment of the need of the Filipino market for an integrated grooming and wellness services for men. It is situated at the third level, west wing of Robinsons Galleria. Something that is uniquely different from its direct competitor, Roberto’s barbershop who is located at the ground floor of the mall.

The business was a product of Mark Orbos and Karlo Nisce inspiration of their own experiences as patrons of barber shops, salons and spas, to which they are convinced that there should be one stop shop that will cater all these needs of the male population for grooming and wellness services. In starting the business concept, they had made their homework in conducting different market study to test the potentiality and success rate of their new venture. However, some data gathered were left unstudied and or unfinished, even their professor has noted disparaging comments on  their ventured idea. In effect, after the third month of operation, the business is losing money.

PROBLEMS AND ANALYSIS

Identifying these data that were left unstudied by the two budding entrepreneurs are the following:

1.     Demographics- though their conviction ofestablishing the first all male one stop shop that provides grooming services and wellness to the male populace is good, it has been noted that for theirselected location, the Robinsons Galleria, the foot traffic are skewed towards female segment which comprised about 60% of the mall goers. More so, this was further highlighted when they had found out thru the gender composition andmarket share, there was a dominant incidence of the female market in Robinson’s unisex salon, while only an average of 13.28 % of females was observed at Pranav. This should had been greatly considered during the initial stages of the business concept to which the wrong market reading as created a spiral effect on the output and structure of the business. In essence, there is lack of critical mass ( male segments ) that will be crucial in sustaining the business in which taking into consideration their Mission and Vision which is concentrated as the first all male one stop shop in the Philippines.

2.     Location- the selection of the location of Pranav was a result of eagerness and without proper planning and study. Initially, Robinsons Galleria itself has a great potential in terms of having a big chunk on the catchment rate considering its high foot traffic characteristic. But locating Pranav at the 3^rd level of the west wing of the mall is totally slashing its business potential because from the study itself by the leasing department, most male traffic are coming in from the east wing and on the center floor of the mall. Infact, its main competitor, Roberto’s barbershop is located at the ground level. Male segments will not exert a lot of effort on going in the third level only for Pranav especially if they are with their female partners, wives or girlfriends.

3.     Price sensitivity- basing on the results of their further study, it has been revealed the leaders in the industry are those with a fairly affordable and competitive pricing. On the other hand, those high-end position brands are lagging behind. Pranav pricing is categorized in this set of high-end positioned brand.

4.     Dominance of the female segment and higher spending level- on their study, female spent on the average, 91% more than the males. Thus females were certainly a market that was too profitable to exclude and overlook in the micro market of Robinson’s Galleria. Consequently, these female markets are often seen on unisex salons.

5.     Structure and processes failure- as noted by their professors, there are all female crew that were to attend and appeal to the “macho” psychographic target customer of Pranav. Training was also an issue. Example of which is that the owners had failed to realize that these all female crew were not taught on shaving men. The choice of chairs were confined on immovable black lounge chairs rather than a barber’s chair which limits the potentiality to offer other services to its clients because, customers would always feel uncomfortable on hopping in to different chairs/area while availing of the services. The spaces between chairs are too narrow. The Spa was too cold. Air conditioning units could not be adjusted to a higher temperature. The office space block some of the frontal window which can contribute a negatively in the store visibility.

RECCOMENDATIONS AND ACTION PLANS

After identifying the problems, it has highlighted that the problem of the business was largely concentrated on the failure of proper strategic study before conducting the business.In effect, a weaker top line has been achieved that has causing the bleeding in the bottom line of the business PnL. The thought of being the first in the country in their offerings overshadowed the science of market study and interpretation, which is so much critical in putting up a business. However, in order to solve the problem and trouble shoot Pranav and realign it to make it a profitable business, here are the following recommendations:

1.     Revision of its business objectives and realigning it to accommodate the female market in which it has a promising great potential for sales and market share growth just like of the industryleaders, which are commonly unisex salons.

2.     Rationalize service offerings by removing services that are not contributing much but covers a bigger space in the salon. Instead, focus on its core services that are driving sales and attracting customers.

3.     In relation to the rationalizing of service offerings, realigning of the structure of the salon is needed to accommodate the entry of the new market segment, which are female. This means also leveraging on their strength of having a large floor area that could handlelarge capacity or volume of customers in a given period of time.

4.     Relocate the business into high traffic areas if its possible catering to both male and female market.

Pranav Case by Jopet Pineda AGSB Clark Entrepreneurship

Hi Prof. Jorge,

Below is my Pranav case analysis.

Thanks and regards.

Jopet

PRANAV Case

Situation:

Marc Orbos and Karlo Nisce opened up Pranav New York at Robinsons Galleria in November 2004 . It was a part of their Management Research Report to complete their requirements for their MBA graduation at the Asian Institute of Management. Pranav New York was envisioned to be the first male spa in the Philippines integrating grooming and wellness services for Filipino men. After three months of operations, Pranav New York already incurred losses amounting to P825,568.

Issues:

<![if !supportLists]>1.       <![endif]>Pranav New York was not able to attract its target market due to its inaccessible location. It lacked the much needed high traffic incidence since its location inside Robinson’s Galleria was not accessible unlike the other barber shops who were located at the ground floor of Robinsons Galleria. It was also located at the opposite side of the area where male working professionals are concentrated and the demographic mix at Robinson’s Galleria skewed towards the female segment which comprised 60% of the mall goers.

<![if !supportLists]>2.       <![endif]>Profitable and high value services such as the massage and oil treatments were not maximized which led to a net loss in their first three months of operation.

<![if !supportLists]>3.       <![endif]>Pranav was not able to maximize the floor area and its ability to offer a wider variety of services to customers was limited.

Action Plans:

<![if !supportLists]>1.       <![endif]>Pranav New York should find a new location inside Robinsons Galleria that would be easily accessed by its target market. It should locate where there is high foot traffic like in the ground floor of the mall or near traffic inducers such as popular dining establishments and famous retail stores. In one of the surveys conducted, they found out that the primary reason of customers in selecting barbershop was convenient location. Locating inside the mall is still preferable given the constant foot traffic generated by the mall. If it decides to stay in Robinsons Galleria, it should also tap the female market given the predominance of females in the said mall. It was also found out that females spend more over males on grooming services. To effectively attract the female market, Pranav should adjust their products and marketing efforts to get the attention of the female segment in Robinsons Galleria.

<![if !supportLists]>2.       <![endif]> If Pranav cannot find an accessible location inside Robinsons Galleria, it should consider moving out to another mall or area where there is an abundance of male working professionals who goes to barber shops and salons for their grooming needs after all, Robinsons Galleria’s mall goers skewed towards the female segment.

<![if !supportLists]>3.       <![endif]>Pranav should also maximize its high values services such as the oil treatments and massage by giving staffs additional incentives if they get customers availing on these products. This is to encourage the staff to push these highly profitable services. It can also bundle grooming services with massage and provide discounts to customers who avail of the promo. The staff should encourage every customer to stay longer inside Pranav and patronize other services especially the high value ones.

<![if !supportLists]>4.       <![endif]>Pranav should also maximize its floor space by using barber’s chair to enable its staff to do a wider array of services such as shaving and massage to their customers more efficiently using the barber chair.

Special Report - Entreleadership by Jose Canlas - AGSB Clark Entrep

Sir, here is the link to my Special Report - Entreleadership.  Thanks sir.  - Bong Canlas

http://www.slideshare.net/JoseTiburcioCanlas/special-report-entreleadership?utm_source=ss&utm_medium=upload&utm_campaign=quick-view

Special report entreleadership from Jose Tiburcio Canlas

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Special Report - Failing Forward - by Angelbert M Orseno AGSB Clark Entrep

Hi Prof Jorge,

Please find below the slideshare link of my book report:

http://www.slideshare.net/Gel_Orseno/book-report-failing-forward-am-orseno

Cheers and regards,

Book report failing forward - am orseno from Gel_Orseno

Inspirational Video - by Jose (Bong) Tiburcio S. Canlas AGSB Clark Entrep Class

Sir, here is the link to my inspirational video.  thanks.  bong canlas

http://youtu.be/0P2n8qNQ7lA

Micro Market Analysis by Group 3 AGSB Clark

Good afternoon Sir!

Sending the link of our Micro Market Analysis report for The Coffee Academy and Gustav Coffee

http://www.slideshare.net/roms1017/coffee-academy-vs-gustav-coffee

Coffee Academy vs. GUSTAV Coffee from roms1017

Thank you Sir!

Group 3

Roman Cruz

Angelbert Orseno

Ana Sophia Miranda

Marlon Pizarro

Victoria Court Panelists at Spentrep and Regis AGSB Clark

Rizal, Philippines  | March 31, 2014

                           Carlo and Francis (Pope) lead the Spentrep case analysis at Spentrep

We had Victoria Court Case analysis at AGSB Clark, and tonight at Spentrep in H de la Costa.  I like this case because of the chuckles and laughter hat goes with the case, plus the personal biases/opinion.  They are the stuff that prevent clear and critical thinking.  The situation is deceptive.  And sometimes, you notice that ladies are more knowledgeable than males on the subject matter.

The panelists for Spentrep were Francis Butiong and Carlo Senica

When you mention that is about positioning (laughter)

It is what you do inside not outside  (laughter)

Penetrating the market. (more laughter)

When you search Google, the name of the Professor is often associated with Victoria Court (as if I am the expert of founder)

 Kristhel, a brand manager of a premium rhum had the class experience their product. It 40 proof wine

For Clark AGSB, the panelists were Michael Tan and Marlon Pizarro.

                                    Carlo with Apple and Premium Rhum

                              Kristhel was all smiles and gave cogent comments on positioning

             Time for rhum tasting;  it is a premium rhum, costs $36.00 and Kristhel is the brand manager

                               It is cheaper to stay in hotel and more family oriented

                                The panelists are calling the class and asking them to recite

                                    The Victoria Court website

Our Class in AGSB Clark last March 21, 2014

Rizal  Philippines

                                       Angel presenting his IV on Failing Forward

We had the following last Friday:   IV, SR and Financial Spreadsheet c/o Bong Canlas last week.  He was in his teaching element and he explained the FS spreadsheet very well

For SR we had:

1. The Way of the Shepherd by Roman Cruz

2  Boy Tuason by Verman

3.  Failing Forward by Angel Orsenio

4.  Gung Ho by Liza Timbol

5.  Entrep Leadership by Bong Canlas

6.  WIGs by Jopet Pineda

Factors Paper by Roman Cruz - AGSB Clark Entrep

Good  afternoon Sir!

Sending po again my refurbished factor paper.

Thank you po!

Roms

FACTOR PAPER:

What factors I do/ don't possess that make /do not make me a Business Entrepreneur?

By: Roman M. Cruz 

After our debate on the subject, “Are entrepreneurs born? Made? “Swerti” (lucky )”,  I just had a reflection into myself if for this three subject matter, where do I perfectly fit in? What do traits do I possess in order to check myself if I am suitable to be the next big thing in entrepreneurship?

In order to give myself a better view on this reflection there are two things that I did to see “within” me if I am capable of being an entrepreneur. First is I went back and reflect if there are instances in mylife where at least for once experience to involve myself in entrepreneurial activity either big or small. Secondly, in order to support my experientialreflection, I actually took a free online entrepreneur test that measures personality traits regarding on entrepreneurialism.

Factor Paper by Rophele Ocampo AGSB Clark

Hi Prof Jorge,

Resending my Factor Paper assignment.

Thank you!

Regards,

Rophele Louie C. Ocampo

AGSB Clark

 

I grew up believing that I will be a businessman and have a successful business someday. This has been an ambitious answer whenever I am being asked on what I wanted to become. This has not changed because up to this day I still hold on to that belief and dream. This drive started when I am in my elementary days, around 4th grade or age 10, I sell "sipa" to my classmates and other students in the school and earn extra money. I even go to the market downtown all by myself after class (without my parents' knowledge) just to buy stocks and sell them the next school day. During summer break, I make ice candies and sell them at our neighbourhood. I grew up in a middle class family; my parents are employees and not entrepreneurs. My Father was into the banking industry and my Mother was into the export garments. Most of my Father's siblings are teachers while my mother's side are into business of food and clothing.

AGSB Clark Off Campus Activities last March 14, 2014

Angono, Rizal Philippines   | March 16, 2014

 The class at Wall Green Restaurant of Dr. Edu in Concepcion Tarlac;  l to r, Sophia, Rophele, Farah, Verman, Michael, Marlon, Liza, Roman, Dr Edu and Prof Jorge

Today marks the 493th anniversary of Ferdinand Magellan' s discovery of the Philippines

Last Friday, March 14, 2014 we had off campus activities for entrep class at AGSB clark.  Our schedule which was posted at Prof Jorge at Ateneo blog covered visits to the business of Liza, Michael Tan and Doctor Edu Tuazon. Then afterwards, we were supposed to have Finance Spread sheet discussion by Bong Canlas, the PDQ analysis.

However, since everybody enjoyed the place of Dr. Edu,  I decided not to break the fun and double time instead on the next meeting.

Factor Paper by Jopet Pineda

Ateneo De Manila University

Graduate School of Business

Entrepreneurship

Factor Paper

Submitted to:

Prof. Jorge Saguinsin

Submitted by:

Ner Joseph C. Pineda

My eighteen years in GlaxoSmithKline Philippines as a field sales manager has contributed a lot as to who I am presently as an entrepreneur. GlaxoSmithKline has eight leadership essentials to guide and mold its employees to ensure that every employee lives GSK’s mission of enabling people to do more, feel better and live longer. GSK’s leadership essentials are as follows: performances with integrity, people with passion, develop self and others, innovation and entrepreneurship, alignment with GSK interest, accountability for achievement, sense of urgency and everyone committed, everyone contributing. As a field sales manager, I gave much emphasis and worked on accountability for achievement, performance with integrity and people with passion while also giving importance to the other leadership essentials.

Being accountable for my team’s achievement was taking full responsibility for the successes and shortcomings of my team. I made sure that my team is equipped team with the necessary skills, knowledge and passion to be successful. I was very determined to help my team exceed our corporate and individual goals so they can continue to grow in the company and to grow as persons. We were also accountable to our own performances and achievements that we constantly tried to identify and seize opportunities to grow our business and how can improve our ways of working. Currently, I am making my people in our cafeteria accountable to their respective roles. I want them to realize that they have a responsibility to do their work properly and contribute to our goals of maximizing sales and minimizing costs.

Performance with integrity was also very important for me and my team in GSK. We believe that our performance should be a product of our hard work, commitment and passion. I also inculcated in my team the importance of sanctifying our jobs and roles in the organization. This will ensure that we are guided by a common divine and supreme Authority. Recently, I fired one of my staff in the cafeteria after I learned that he manipulated the inventory reports for his personal gain. I explained to my staff that integrity and trustworthiness is very important to have a productive and harmonious relationship. I also reiterated that they can approach me in cases they need help or assistance especially in their finances.

Being passionate in what we do contributed a lot in our success. Though our jobs in GSK continued to be challenging every year, we inspired each other in our team with our energies and spirits to lighten our load. We tried to be passionate in everything we do to deliver the best possible customer service to our stakeholders and to find opportunities to grow our business. In my current cafeteria business, I am trying my best to continue this passion by continuously thinking of ways to grow our business and how to improve our ways of working. The things I mentioned above are some of the important things that I am very grateful of with GSK and these things will surely help me become a better entrepreneur. The other leadership essentials are equally important and helpful to me during my stint with GSK.

When I availed of GSK’s early retirement program, my immediate goal was to increase the sales of our cafeteria business to compensate for my income in GSK. It was not easy since there were many challenges that I faced but I managed to increase the average daily sales by at least 30%. I thought of ways to attract more students to patronize our cafeterias by coming up with more variety in our snacks and lunch menu. We included healthy dishes like vegetables and fishes in our daily menus. We offered snacks usually food in food courts to attract the students like pan cakes, french fries, siopao, hotdog, fish balls and “quek-quek”, shakes and other Filipino delicacies and snacks. I also offered new items like ice cream, more fruit and sports drinks, imported candies and chocolates. I also talked to my staff and taught to be more customer centric and oriented. Also, I was able to put up a control system which enabled every employee to be accountable in their respective roles and to ensure that our operational expenses stay at a minimum.

On the other hand, in line with our desire to expand our current business and to explore other opportunities, I feel the need to be more courageous in terms of taking risk and engaging in new business ventures that I am not necessarily very familiar with. Since being an entrepreneur usually entails using hard earn capital, I am being held back a bit and wants to be sure that our hard earned savings would not go down the drain. I think I need to overcome my being a “sigurista” and take calculated risks to grow our business and to continue exploring for opportunities like what I did in GSK. I should also look for other opportunities outside my current endeavours. I believe that there many opportunities to seize and I just need to learn and master these new business opportunities. I think that I need to be more creative and innovative to be able to differentiate our business from competition and to provide high value services and products to our customers.  I know that I can contribute more in our society by creating more job opportunities and by exceeding the expectations of our customers.  3

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Prof Jorge Saguinsin

BIDDA:   BELIEVE, INSPIRE, DREAM, DO, ACHIEVE

+639228730181

To view assignments, please click:

www.profjorgeentrep-ateneo.blogspot.com

www.profjorgeentrep-jorge.blogspot.com

www.profjorgeentrepdev.blogspot.com  - for inspirational videos

www.entrepnew.blogspot.com -  for NU 12 submission

Prof Jorge lectures at:     Slideshare

Blogsend emails (for submission of assignments)

profjorge.entrep.nu12@blogger.com  for new 12 submission

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profjorge.entrep.ateneo@blogger.com  for all other assignments