Regards,
Jaypee Eugenio
Student, AGSB
Sent from my iPhone5
On Dec 11, 2012, at 11:15 AM, John Paul Eugenio <jpgeugenio@yahoo.com> wrote:
>
>
> Hi Sir,
>
> Below is my factors paper. :)
>
>
> JOHN
> PAUL G. EUGENIO
> S-110056MBA
> STANDARD ENTREPRENEURSHIP
>
>
>
> · Factors that I possess / do not possess
> to be a successful Entrepreneur.
>
> What I have confirmed in my
> Leadership class about my personality is that I am an Achiever which I believe
> is a good trait of an entrepreneur. I am always up for a challenge and is
> willing to do everything to achieve my goals.Being
> an achiever, who is also adaptable and success oriented, I find myself
> sensitive and at some point reserved. Moreover, I further describe myself as
> self-assured.
> I am highly aware of other people
> especially in situations or in groups and especially how my actions and
> attitude affects those people around me and with my cheerful disposition; I
> always want them to be happy. I don't like as much as possible any dull
> moments. I want to find more personal connection with people I am interacting
> with. I want to learn from them as much as I want to share with them my
> knowledge. People around me oftentimes tell me that I am very easy to get along
> with, open minded, and engaging.
> As far as I remember, way back when I was
> a kid, I always wanted to be on top of the class, I wanted to be recognized all
> the time, I wanted to achieve things that not everyone can, I wanted the
> attention of my family specially my parents and I will do everything just to be
> noticed. Other than trying my best to excel in class, I always made it a point
> to join extracurricular activities that will help me stand out from the rest
> and it started my passion in dancing and acting which I believed is another
> link to my being highly creative (a good factor of an entrepreneur as well). I
> even dreamt of joining the cast of "Ang TV" way back in 1990s. However, my
> parents did not allow me to audition which is why I only joined several acting
> workshops to develop my talents which resulted in three major theatre shows in
> school in 1998 which have also given me the best actor award. My being creative
> was not just shown on stage but also in my school projects because I made it a
> point that I will not just submit a simple work of art (if I may say J) but I have to put something different on
> it. Something that will make it look good or even better than most of my
> classmates and something that is distinctly Jaypee. This showed another
> characteristic of me which is image conscious (another good factor of an
> entrepreneur).
> Most of my friends asked me if I have an
> attention deficit hyperactivity disorder (ADHD) because I am so energetic that
> I always tend to be everywhere doing different things in school or even at
> home. Joining the volleyball varsity team and the corps of cadet officers are
> my targets in high school. The image of a varsity player and at the same time a
> cadet officer in CAT fascinates me so much because it will give me the
> opportunity to give back the glory to my alma mater and also to achieve another
> fete for myself (not to mention the power over your subordinates in CAT). This
> also assured me of a position recognizable not just inside our school but also
> outside as we joined several interschool tournaments and CAT competitions.
> Though we were not lucky in sports, our awards in different CAT competitions
> have covered it all. Winning a number of gold and silver medals assured me of
> the Cadet Officer Award in 2002. To cap it all off and modesty aside, I have
> provided them another image of a class valedictorian. The new image of an
> honour student who did not only excel in academics but who also excelled in
> arts, sports, and other extracurricular activities.
> I always wanted to be different and unique
> (good factor of an entrepreneur) in the eyes of other people which show that I am
> self-assured. I don't hesitate in taking the challenge of reinventing myself,
> meeting other people and gaining friends though at times I am reserved because
> I am afraid of rejection. However, being self-aware makes me gain more friends
> because I don't hide my feelings. As I often say, what you see is what you get.
> Having a good image struck me most when I
> was in college. Building my school career as a future JPIA officer taught me a
> lot of things and a lot of image to show for that matter. I have to be a role
> model to my fellow students especially to those in lower years. I have to set a
> good example all the time which means I have to maintain my grades and
> accomplish all the tasks assigned with my position. It's not easy to do especially
> when you're still young but I learned to listen and be guided by my professors
> who have more to share. Luckily, I must say I have made an image that is far
> more than my being an Internal Vice President of JPIA – San Beda 2006, I had
> been their "Kuya". Most of them called me "kuya" instead of Mr. VP, maybe
> because I have shown them that I am approachable and just like them, a student,
> which differs only with the amount of responsibility at hand. Accomplishing all
> these things had given me the recognition as one of the Top Ten Students of San
> Beda College 06', another one for the achiever in me.
> Who I am today at work and in AGSB is the
> accumulation of all my experiences for the past 25 years. I must say I'm an
> achiever, adaptable, success oriented, attractive, charming (I will claim this
> as well), ambitious, energetic, status-conscious and highly driven for
> advancement with a hint of sensitivity, self-awareness, emotionally honest,
> highly creative, moody, and self conscious.
Wednesday, March 6, 2013
Pranav Case Analysis by Dra. Tamayo
Tamayo, Anna Noreen Antoinette P. Tamayo
AGSB MBAH 10b Entrepreneurship
Prof. Jorge Saguinsin
March 4, 2013
Pranav Case Analysis
This is a case of two graduate school students who have chosen to put up a male salon and spa at Robinson's Galleria Mall in Pasig. The idea of putting this up is to fulfill the requirements in one of their subjects in their MBA course. They had made a market study on their idea through a focus group consisting of their classmates, and a general market study of the patrons of the mall, while completing their loan requirements. They opened only after a few months, despite the discouragement of their mentors, and less than ideal market study. After three months, they evaluated the status of their project and learned that they were loosing around 800,000Php. Along side with this, the threat of failing their subject prompted them to make a follow up market study.
From an external point of view, the concept is new but was something that needs a lot of study and strategy, precisely because it is a new and unexplored. Though I understand that they had a deadline, and there was, certain optimism, in their focus group, it didn't excuse their lack of feasibility studies and impulsive decisions to open.
I also think their concept is optimistic with the male vanity trend catching up, but before jumping in, better studies should have been done. First, the feasibility of their location and market, was not well thought.
On their location, though Robinson's itself is a good location for a business, because it is at a cross of main roads and surrounded by business and residential centers, it may not be an ideal location for such an exclusive business concept. Also, even their location in the mall itself is not a very good location. They are located on a place, in the mall, where there is hardly any traffic. It is nice that it belongs to a themed area, and more peaceful, since it is a spa, but it is not going to do anything to make their presence known, but this is what they need, since they are new, their concept is new, and it isn't for everybody. They need to be seen.
On their concept, they had a focus group, which was a mismatch with the market of their location. The focus group, consist of graduate school students. These are young urban professionals, which will definitely match the PTM of their business, hence their optimism, but this is not the PTM of their location.
What is more vital is the market study of the Robinson's Galleria. They already got some information from the mall regarding foot traffic initially, the results of which, were pointing towards a more widespread market, not just a single leveled market, a majority of which, will most probably not be their patrons, because they are female. Also, the demographics of their male market is, also mostly mid to lower end. They are high end, then obviously, the market may not be interested at all in their business.
There are several roads they may take to save their business. They have already made a study on their competitors, so they know what the Robinson's male and female market is looking for. From here, they can decide to either convert it to a unisex salon and spa, or leave it as exclusively male, but find a better location, whether inside the same mall, or in another place, more suitable to their PTM.
Whichever one they opt for, they must work double time to revive the business. They need to MARKET themselves. They need to make their presence known. They need to RELAUNCH themselves and their new business concept and offerings. They must give apt weight to the results of their improved market studies, as it should be apparent in their new business and market strategies. Of course, whichever road they, have chosen, they must make themselves known as such.
After study, re-launch, presence, and branding, they must also launch their new business offerings, packages and promos, according to their chosen market. They could also ride with trends and other current interests and link new products to their current services. Also, their marketing should include every single part of the mall, and its immediate vicinity. Included in the over-all campaign should be, the Internet or world wide web, social networking sites, and deals and steals sites.
Lastly, they should invest on those barber chairs, because IT IS, the most prime equipment needed in a salon to maximize its space and services.
Pranav Case Analysis by Dra Ching
PRANAV NEW YORK
Situational Analysis:
Karlo Nisce and Mark Orbos, first year MBA students at the AIM, year 2003, decided to adopt a business concept on the first male spa in the Philippines for their venture MRR as arequirement for graduation. They agreed together with an affirmation from their professors to set up this spa which was a new idea and with optimism that it was a promising business venture. The spa opened in 2004 at Robinson's Galleria, which was named Pranav New York.
Prior to the opening of Pranav New York, Karlo and Mark made a conceptualization and preparation for almost one year and considered the following:
1.) Validated the viability of their business concept in the local market and conducted a general screeningof the grooming industry in Metro Manila. They found out that salons outnumbered barber shops and more males go to salons for their grooming services.
2.) They conducted an exploratory interview with industry experts to familiarize themselves with current trends in the industry. They found out an increase in number of males who went to salons for hair styling services. Some males were hesitant to to go to salons because it connoted a female-biased motif. Salons started to offer spa services for health and wellness.
3.) They conducted Focused Group Discussion (FGD), a tool to test the acceptability of Pranav as a male spa concept. Spa was regarded as a venue to relax, relieve stress and be pampered.
4,) They conducted general immersion exercise, observing establishments on basis of location convenience and market prominence, customer behaviour and profile.
With these information gathered, they realized the male market's need for grooming and wellness was not sufficiently addressed by barbershops. And filipino urban males were not ready to patronize female-centric salons and spas. Thus a clear opportunity for Pranav to capitalize on with a vision of, Pranav would be a seamless fusion of the modern amenities, ambience and style of a full service salon and spa, with a masculine atmosphere and experience of a barbershop.
Hurriedly with enthusiasm, Mark and Karlo decided to work out on Pranav for reasons of completion of a requirement in MBA and considered December a perfect month to open the spa.
Robinson's Galleria was thought of to be an ideal location (a thorough location study and customer dynamics was not made). A 153 sqm space, west wing, fronting main walkway of the mall which revealed good foot traffic, demographic mix of generally female segment, with micro-market competitors of several grooming and wellness shops. Frustratingly, two months after Pranav opened, end of January 2005, it incurred losses amounting to Php 825,568.00 Problem Analysis:
The incurred losses did not stop Karlo and Marc to pursue the bussiness. They were determined to analyze and investigate the reasons for the loss and were positive on regaining and reposition- ing Pranav to eventually succeed. It was evident that the losses were due to weak sales. Why?
The reasons: client patronage of spa services declined from November to January; auxillary ser-
vices (nail, hot oil) were increasingly availed by the male; dominant demographic profile were aged 20-29 (47%) were on salon services and 30-39 (35%) more on spa hence ratio of 76:42; dominant was haircut services, styling more favored by 37.1% loyal customers; Regarding profitability assessment: negative profit to cost ratios; negative income/sqm; revenue/sqm and variancee/revenue sqm was significantly lower in spa; not generating enough customer volume.
The decline in spa massage patronage is a big factor since this service carried the larger cost burden. The predominance of females with higher spending level on grooming services in the micromarket of Robinson Galleria is also a big factor. Pranav would certain loose if it is male exclusive. Another contributing factor is loyalty-building initiatives. And to consider too is the location of Pranav in which high traffic incidence is not experienced, not accessible and not a direct catchment area. Pranav did not have essential equipment to achieve revenue maximization.
Decision Analysis:
The first three months of Pranav was on the verge of failure. Mark and Karlo have to act fast, signals urgency! The next steps will be very crucial to save the business and their MBA after a thorough analysis of the problem, they decided:
1.) Study and analyze the operations of Roberto's barber shop, a leading competitor which caters to the male market. The main objective was to identify critical factors for it's success hence establish a benchmark, gain insights on in-mall/stand alone market, operations, manpower/shop size, market behaviour (did interview of clients, employees and observe "walk by the branch). All findings were aligned with the data of Pranav.
2.) Analyze a direct competitor, a unisex spa which specializes in massage and wellness services.
Findings: customers were motivated to go to a shop primarily because of a convenient location which was the main factor which dictated volume and demographic mix; changing foot traffic results to propensity of customers due to convenience; older segment, higher income because of availment of high value services. *more important too, it was not only the share of the male market but the size and viability within the micromarket that woud ensure success. In summary, it was very important to heed the advice of their AIM mentors and carefully, slowly go back to understanding the logic of the business they are engaging in.
Opportunity Analysis:
1.) Good to be in-mall location with high, constant foot traffic, hence higher probability of in-
cidental walk-in customers. Ground floor more ideal for accessibility and catchment area.
2.) Maximize floor area and at the same time more working space, convenient and comfortable
barber's chair. Observe cleanliness and system.
3.) Seriously consider female market (female spent 90% more on grooming services)*targetting the male segment exclusively will be detrimental to the succes*, therefore for both gender.
4.) If Pranav targets female, repositioning must be done with addition of more services.
5.) Cultivate customer loyalty for sustainability and they sure will bring in more customers.
6.) Hire Skilled employees to be continously trained and give incentives for them to be motivated hence their dedication contributes to Pranav's profitability.
7.) Consider volume and value driven services which are main contributors to profitability
not to forget fair prices. ( all services of a salon and spa).
Submitted: Cecilia Ann Barretto Ching, MD FPOGS, MBAH 10B, Entrepreneurship
Submitted to: Professor Jorge Saguinsin Date: March 06, 2013
Situational Analysis:
Karlo Nisce and Mark Orbos, first year MBA students at the AIM, year 2003, decided to adopt a business concept on the first male spa in the Philippines for their venture MRR as arequirement for graduation. They agreed together with an affirmation from their professors to set up this spa which was a new idea and with optimism that it was a promising business venture. The spa opened in 2004 at Robinson's Galleria, which was named Pranav New York.
Prior to the opening of Pranav New York, Karlo and Mark made a conceptualization and preparation for almost one year and considered the following:
1.) Validated the viability of their business concept in the local market and conducted a general screeningof the grooming industry in Metro Manila. They found out that salons outnumbered barber shops and more males go to salons for their grooming services.
2.) They conducted an exploratory interview with industry experts to familiarize themselves with current trends in the industry. They found out an increase in number of males who went to salons for hair styling services. Some males were hesitant to to go to salons because it connoted a female-biased motif. Salons started to offer spa services for health and wellness.
3.) They conducted Focused Group Discussion (FGD), a tool to test the acceptability of Pranav as a male spa concept. Spa was regarded as a venue to relax, relieve stress and be pampered.
4,) They conducted general immersion exercise, observing establishments on basis of location convenience and market prominence, customer behaviour and profile.
With these information gathered, they realized the male market's need for grooming and wellness was not sufficiently addressed by barbershops. And filipino urban males were not ready to patronize female-centric salons and spas. Thus a clear opportunity for Pranav to capitalize on with a vision of, Pranav would be a seamless fusion of the modern amenities, ambience and style of a full service salon and spa, with a masculine atmosphere and experience of a barbershop.
Hurriedly with enthusiasm, Mark and Karlo decided to work out on Pranav for reasons of completion of a requirement in MBA and considered December a perfect month to open the spa.
Robinson's Galleria was thought of to be an ideal location (a thorough location study and customer dynamics was not made). A 153 sqm space, west wing, fronting main walkway of the mall which revealed good foot traffic, demographic mix of generally female segment, with micro-market competitors of several grooming and wellness shops. Frustratingly, two months after Pranav opened, end of January 2005, it incurred losses amounting to Php 825,568.00 Problem Analysis:
The incurred losses did not stop Karlo and Marc to pursue the bussiness. They were determined to analyze and investigate the reasons for the loss and were positive on regaining and reposition- ing Pranav to eventually succeed. It was evident that the losses were due to weak sales. Why?
The reasons: client patronage of spa services declined from November to January; auxillary ser-
vices (nail, hot oil) were increasingly availed by the male; dominant demographic profile were aged 20-29 (47%) were on salon services and 30-39 (35%) more on spa hence ratio of 76:42; dominant was haircut services, styling more favored by 37.1% loyal customers; Regarding profitability assessment: negative profit to cost ratios; negative income/sqm; revenue/sqm and variancee/revenue sqm was significantly lower in spa; not generating enough customer volume.
The decline in spa massage patronage is a big factor since this service carried the larger cost burden. The predominance of females with higher spending level on grooming services in the micromarket of Robinson Galleria is also a big factor. Pranav would certain loose if it is male exclusive. Another contributing factor is loyalty-building initiatives. And to consider too is the location of Pranav in which high traffic incidence is not experienced, not accessible and not a direct catchment area. Pranav did not have essential equipment to achieve revenue maximization.
Decision Analysis:
The first three months of Pranav was on the verge of failure. Mark and Karlo have to act fast, signals urgency! The next steps will be very crucial to save the business and their MBA after a thorough analysis of the problem, they decided:
1.) Study and analyze the operations of Roberto's barber shop, a leading competitor which caters to the male market. The main objective was to identify critical factors for it's success hence establish a benchmark, gain insights on in-mall/stand alone market, operations, manpower/shop size, market behaviour (did interview of clients, employees and observe "walk by the branch). All findings were aligned with the data of Pranav.
2.) Analyze a direct competitor, a unisex spa which specializes in massage and wellness services.
Findings: customers were motivated to go to a shop primarily because of a convenient location which was the main factor which dictated volume and demographic mix; changing foot traffic results to propensity of customers due to convenience; older segment, higher income because of availment of high value services. *more important too, it was not only the share of the male market but the size and viability within the micromarket that woud ensure success. In summary, it was very important to heed the advice of their AIM mentors and carefully, slowly go back to understanding the logic of the business they are engaging in.
Opportunity Analysis:
1.) Good to be in-mall location with high, constant foot traffic, hence higher probability of in-
cidental walk-in customers. Ground floor more ideal for accessibility and catchment area.
2.) Maximize floor area and at the same time more working space, convenient and comfortable
barber's chair. Observe cleanliness and system.
3.) Seriously consider female market (female spent 90% more on grooming services)*targetting the male segment exclusively will be detrimental to the succes*, therefore for both gender.
4.) If Pranav targets female, repositioning must be done with addition of more services.
5.) Cultivate customer loyalty for sustainability and they sure will bring in more customers.
6.) Hire Skilled employees to be continously trained and give incentives for them to be motivated hence their dedication contributes to Pranav's profitability.
7.) Consider volume and value driven services which are main contributors to profitability
not to forget fair prices. ( all services of a salon and spa).
Submitted: Cecilia Ann Barretto Ching, MD FPOGS, MBAH 10B, Entrepreneurship
Submitted to: Professor Jorge Saguinsin Date: March 06, 2013
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