...Manila businessman, Don Enrique María Barretto de Ycaza y Esteban, applied for a royal grant from Spain to establish a brewery in the Philippines. He was awarded the grant for a period of twenty years. On September 29, 1890 (Michaelmas, or the feast day of Saint Michael the Archangel), La Fábrica de Cerveza de San Miguel was declared open for business. Located at 6 Calzada de Malacañang(later called Calle Avilés), the brewery took its name from its neighbourhood, the arrabal(suburb or district) of San Miguel. The facility had two sections: one devoted to the production of ice with a daily capacity of 5 tonnes, and the other to beer production. The brewery was the first in Southeast Asia using the most modern equipment and facilities of the day. With 70 employees, the plant produced 3,600 hectolitres (about 47,000 cases) of lager beer during the first year and subsequently produced other types of beer, notably Cerveza Negra, Eagle Extra Stout and Doble Bock. Early success led to the expansion of the business and Barretto decided to incorporate his brewery. On 6 June 1893, the company was incorporated and registered with a capital of P180,000. Those forming the corporation were Don Pedro Pablo Róxas y Castro, Don Gonzalo Tuasón y Patiño, Don Vicente D. Fernández y Castro, Don Albino Goyenechea, Benito Legarda y Tuáson, the heirs of Don Mariano Buenaventura y Chuidan and Barretto. Róxas was soon appointed manager, playing a prominent role in the development of the firm. He was the...
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...San Miguel Corporation and A. Soriano Corporation Background of the Study: In the early 1980’s the San Miguel Corporation (SMC) and A. Soriano Corporation (ANSCOR) Group of Companies, under the leadership of Andres Soriano, Jr. addressed a long felt need for and effective formal planning system for the two companies. Summary / Abstract: More than a decade ago, the ANSCOR Group and SMC spent several years developing and strengthening their budgeting system in order to have a better internal focus on where they going over the short-term. Their next evolutionary step was the development and implementation of a long-range planning process. This helped them to better understand the resource requirements and constraint of the future. While these systems definite assisted them in planning for the future, the rapidly changing environment and the increase competition led them to search for still other ways of further improving their management approach. This article will discuss various aspect of the strategic planning approach adopted by the ANSCOR Group and SMC help them cope with the future. First, I shall discuss briefly the basic aspect of the approach which can be described in terms of four important dimensions. One dimension pertains to the determination of the companies’ future direction through hierarchy strategies under this it is composed of three levels namely, corporate level, Business Family level and Business Element level. A second dimension is the delineation...
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...In the early 1980’s the San Miguel Corporation (SMC) and A. Soriano corporation (ANSCOR) group of companies, under the leadership of Andres Soriano, Jr. Addressed a long felt need for an effective formal planning system for the two companies. According to Soriano, the companies had developed their budgeting and long-range planning systems several years earlier but, despite the many advantages these gave them, they still were not satisfied with their ability to respond to the rapid changes in the environment around them. They, therefore, searched for a process that would enable them to upgrade their planning ability. SMC and the ANSCOR group, thus, sought professional advice from a team of experts on strategic planning. The team was headed by Dr. Peter Lorange, then professor at the Wharton school and consultant on strategic planning to the two companies. Soriano expressed this great satisfaction with the approach to strategic planning developed by Dr. Lorange and his team. In November 1982, Dr. Lorange addressed a joint dinner – meeting of SMC and the ANSCOR group and shared his insights on the implementation of strategic planning of the two companies. Following are excerpts from an article prepared by Lorange based on his address during the meeting as well on as the major issues raised during the lively open - forum discussion. TO QUOTE SORIANO: He endeavor has been quite formidable in terms of time and energy invested by our people during the critical first year of implementation...
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...Transcript of SAN MIGUEL case study PROBLEM RECOMMENDATION PLAN OF ACTION and A. Soriano Company BACKGROUND OF THE STUDY In the early 1980s the San Miguel Corporation (SMC) and A. Soriano Corporation (ANSCOR)Group of Companies, under the leadership of Andres Soriano, Jr. addressed a long felt need for an effective formal planning system for the two companies. According to Soriano, the companies had developed their budgeting and long-ranged planning systems several years earlier but, despite the many advantages these gave them they still were not satisfied with their ability to respond to the rapid changes in the environment around them. Therefore, they search for a process that would enable them to upgrade their planning capability. In November 1982, Dr. Lorange addressed a joint dinner-meeting of SMC and ANSCOR Group and shares his insights on the implementation of the strategic planning of the two companies. 1982. The time of Marcos regime. In which the control of the ownership has been turned political. Rapid changes to environment merely occurred. TIME FRAME The two companies experienced difficulty in their implementation phase and three problems occurred: the planning process is much time consuming which involved more work than one might reasonably expect of people; the two companies emphasized in developing the objectives and strategic programs led to past strategies outweighing the new strategies; there were some Business Family and Element Teams...
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...trading and manufacturing corn starch in 1955 and has soon expanded into supplying groceries and animal foodstuffs in bulk. Later, he ventured also in textiles, banking and real estate, hotels and shopping complex developments. The abrupt expansion of the enterprises of the two business tycoons marked the start of a period of transition for the business empire built over the past three decades by these two businessmen. Since then, Henry Sy has always been proud that his SM outlets had been gradually upgraded into larger commercial complexes without drawing on bank credits. John Gokongwei also managed to put up projects without having major borrowings. He had only relied to the big sums of cash Universal Robina Corporation and Commonwealth Foods Corporation were generating and from the...
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...I. BACKGROUND OF THE CASE In the early 1980’s, the San Miguel Corporation (SMC) and A. Soriano Corporation (ANSCOR) Group of Companies, under the leadership of Andres Soriano Jr. addressed a long felt need for an effective formal planning system for the two companies. According to Soriano, the companies had developed their budgeting and long-ranged planning systems several years earlier but, despite the many advantages these gave them, they still were not satisfied with their ability to respond to the rapid changes in the environment around them. They, therefore, searched for a process that would enable them to upgrade their planning capability. SMC and the ANSCOR Group, thus, sought professional advice from a team of experts on strategic planning. The team was headed by Dr. Peter Lorange, then professor at the Wharton School and consultant on strategic planning to the two companies. Soriano expressed his great satisfaction with the approach to strategic planning developed by Dr. Peter Lorange and his team. In November 1982, Dr.Lorange addressed a joint dinner-meeting of SMC and the ANSCOR Group and shared his insights on the implementation of strategic planning of the two companies. Following are excerpts from an article prepared by Lorange based on his address during the meeting as well on as the major issues raised during the lively open-forum discussion. II. MAIN PROBLEM Problems: a. The planning process may have been time consuming and involved more work...
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...Communications Plan Traditionally, beer is known as a critical part of Germany’s culture and directly translates to their industry practices and market behavior. According to Carroll, Preisendoefer, Swaminathan, and Wiedenmayer (1993), Germany is most notable for the highly fragmented structure of its industry, which contains many more breweries than the larger American industry. However, product concentration has not risen as expected for the market in Germany, which can be attributed to many factors including strong consumer preferences, high transportation costs, and governmental prohibitions specifically define acceptable ingredients used in German beer (Adams, 2006). Germany can increase its market share on a national level by careful and strategic expansion into other beer markets that currently have high demand for beer and less production barriers that counteract cost advantages of large-scale brewing. The most common type of product packaging used in Germany is bottling, which accounts for 60% of beer containment. Of the remaining 40% cans and kegs each makes up 20%. Canning has accelerated production capacity. Canning lines can fill 2,000 containers per minutes versus bottle lines that fill 1,100 containers per minute (Adams, 2006). The bottles used by German brewers are reusable, which adds to the high-cost of production. Expanding into new markets that support an efficient packaging mix, such as the use of canning lines will motivate German brewers to build larger...
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...1. Name of the Company: SMC and A.Soriano Corporation 2. Timeframe: 1980’s 3. Point of View: Mr. Andres Soriano Jr., CEO 4. Summary * The two Companies, SMC and ANSCOR Group of Companies addressed a long felt need for an effective formal planning system. * The companies had developed their budgeting and long-range planning system. * They were not satisfied with their ability to respond to the rapid changes in the environment despite the advantages they gain from their budgeting and long-range planning system. * They sought the professional advice from a team of experts on strategic planning headed by Dr. Peter Lorange. 5. Statement of the Problem: What will be the best strategy that SMC and ANSCOR Group of Companies will take for them to be able to adapt to the rapid change in the environment? 6. TOWS Analysis THREATS | OPPORTUNITIES | WEAKNESSES | STRENGTHS | Rapid change in consumers preference | With the help of R&D, the company can improve their products | Poor strategic planning | Established its name in the industry | Highly competitive market | Exploring new markets for them to be the first in that market | Decentralization of the organization | They have hired qualified and experienced people | 7. ACA (Alternative Course of Action) a. The company need to give more attention in R&D for product improvement b. Centralization of organization for proper management c. Using machines instead...
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...HOTEL PRACTICUM ON SHAKEY’S G/F Ever Gotesco Commonwealth, Commonwealth Ave Commonwealth, Quezon City (02) 777-77 Department of Hotel and Restaurant Management and Tourism Access Computer and Technical Colleges Zabarte Branch 3/F C.I Plaza Quirino Highway Corner Zabarte Road Novaliches Quezon City Submitted to: Mr. Omar Palao Submitted by: Sharmaine B. Nunez Rina Verazon Lyn Ramirez Regine Dioquino Bryan Nieves Dexter Santolaja Gilbeys Linang John Victor Jimenez Algyne Nikko Alquero Date Submitted: October 25, 2012 Table of Content I. Acknowledgement II. Introduction a. Company’s Profile b. Company’s Mission c. Company’s Vission d. Organizational Chart III. Student Journal IV. Documented Photo in Action Reference V. Reference HISTORY OF SHAKEY’S In 1954, Sherwood “Shakey” Johnson pooled his funds with those of college friend, Ed Plummer, to open the first Shakey’t outlet. The building was a remodeled grocery store located at the 57th and “J” Streets in Sacramento, California. The parlor opened on Friday evening, April 30 with in the till and the two owners and their friends to serve. As the ovens were not complete, only beer was sold the first weekend. Johnson played the piano, entertained, and Plummer served the beer. With the money from the beer sales, the partners bought pizza products and began selling pizzas on Monday. Ten days later, they had fourteen employees and...
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...Current Management Situation (A Profile of Philippine Management) Management activities as planning, organizing and decision-making are cocoons until the leadership triggers the power of motivation in people and guides them towards goals. The primary public service that any business can render is its own economic success, its ability to harness science and technology to the production of better goods and services that increase employment and raise our standard of living. The job of professional management is to conduct the affairs of the enterprise in such a way as to maintain an equitable and workable balance among the claims of the various directly interested groups-stockholders, employees, customers, and the public at large. The origins of Filipino managers Filipino managers are predominantly of indigenous Philippine racial stock although a significant number are of foreign origin, primarily Chinese, Spanish, and American. Filipino managers have come mostly from the higher socio-economic strata of Philippine society. They are composed largely of individuals from outside the metropolitan area, belonging to families with above-average landholdings. Invariably, their career paths were paved by family ties or consanguinity. Thus, Filipino managers are strongly oriented to their families of origin. The breadwinner in their family (usually the father) has an occupation that is either of the independent, upper white-collar or professional categories and whose position...
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...partnership" which are chargeable against the conjugal partnership? Is a surety agreement or an accommodation contract entered into by the husband in favor of his employer within the contemplation of the said provision? These are the issues which we will resolve in this petition for review. The petitioner assails the decision dated April 14, 1994 of the respondent Court of Appeals in "Spouses Alfredo and Encarnacion Ching vs. Ayala Investment and Development Corporation, et. al.," docketed as CA-G.R. CV No. 29632, 1 upholding the decision of the Regional Trial Court of Pasig, Branch 168, which ruled that the conjugal partnership of gains of respondents-spouses Alfredo and Encarnacion Ching is not liable for the payment of the debts secured by respondent-husband Alfredo Ching. A chronology of the essential antecedent facts is necessary for a clear understanding of the case at bar. Philippine Blooming Mills (hereinafter referred to as PBM) obtained a P50,300,000.00 loan from petitioner Ayala Investment and Development Corporation (hereinafter referred to as AIDC). As added security for the credit line extended to PBM, respondent Alfredo Ching, Executive Vice President of PBM, executed security agreements on December 10, 1980 and on March 20, 1981 making himself jointly and severally answerable with PBM's indebtedness to AIDC. PBM failed to pay the loan. Thus, on July 30, 1981, AIDC filed a case for sum of money against PBM and respondent-husband Alfredo Ching with the then Court...
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...1. EXECUTIVE SUMMARY Public Securities Corporation (PSC), a wholly-owned stock brokerage firm of the AFP Retirement and Separation Benefits System (AFP RSBS) envisions itself to be one of the top stock brokerage firms in the Philippines. The company was acquired by the AFP RSBS from a group of private individuals in 1994 with the main objective of taking advantage of the favorable prospects in the stock market and at the same time, to generate income for the mother company. Value turnover at the Philippine Stock Exchange slowed by 30% and lost P383 billion from P1.2 trillion in 1997 to P817 billion in 1998 due to the Asian Financial crisis. The decline in value turnover resulted to less commission income generated from broking services that caused both local and foreign brokers to leave the Philippine equities market and applied for temporary suspension, while others opted to cease operations totally. Political instability also discouraged investors in Philippine equities during the Estrada Administration. Illegal trading activities, such as frontrunning, insider trading and “kiting” resulted to the loss of investors’ confidence towards the regulatory bodies, the Securities and Exchange Commission and the Philippine Stock Exchange. This paper presents three frameworks to analyze the effectiveness of the company’s current strategy. Among the frameworks employed was PEST Analysis or Political, Economic, Social and Technological Analysis which was used to...
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...EXCHANGE COMMISSION SEC FORM 17 - A ANNUAL REPORT PURSUANT TO SECTION 17 OF THE SECURITIES REGULATION CODE AND SECTION 141 OF THE CORPORATION CODE 1. 2. 3. 4. 5. For the fiscal year ended SEC Identification Number BIR Tax Identification No. Exact name of registrant as specified in its charter PHILIPPINES Province, Country or other jurisdiction of incorporation or organization ____________ / / (SEC use only) /____________/ Industry Classification Code: Nicanor Reyes Street, Sampaloc, Manila Address of principal office (632) 735-56-21 Issuer's telephone number including area code March 31, 2010 538 000-225-442 Far Eastern University, Inc. 6. 7. 1008 Postal Code 8. 9. NOT APPLICABLE Former name, former address, and former fiscal year, if changed since last report. Securities registered pursuant to Sections 8 and 12 of the SRC, or Sec. 4 and 8 of the RSA Number of Shares of Common Stock Outstanding and Amount of Debt Outstanding 9,808,448 Not Applicable 10. Title of Each Class Common Stock, P100.00 par value Bond with Non-Detachable Warrant, P1.00 per unit / -2- 11. All securities (common shares) are listed with the Philippine Stock Exchange, Inc. 12. Check whether the registrant: (a) has filed reports required to be filed by Section I7 of the SRC and SRC Rule 17 thereunder and Sections 26 and 141 of the Corporation Code of the Philippines during the preceding 12 months (or for such shorter period that the registrant was required to file...
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...INSTITUTE OF SCIENCE AND TECHNOLOGY (EARIST) SY: 2014-2015 A Thesis presented to: Prof. Cinderella U. Reginio Eulogio ‘’Amang’’ Rodriguez Institute of Science and Technology EARIST Manila Campus Nagtahan, Sampaloc Manila In Partial Fulfillment of the requirements for Technical Writing Presented By: Group 2 Students of Bachelor of Science in Public Administration II-3 1. Aplacador, Rose Jane E. 2. Bayanay, Madel G. 3. Buce, Sheena M. 4. Cuenta, Robby Mae L. 5. Dizon, Gelly S. 6. Lachica, Donnalyn B. 7. Manalo, Jollibe C. 8. Ola, Reynier O. 9. Paguinto, Katherine T. 10. Patal, Einiel L. 11. Patlonag, Marryrose R. 12. Perante, John Rey Danniel N. 13. Prado, Daisy N. 14. Soriano, Aldrin S. 15. Trongco, Florante C. September 2015 Eulogio “Amang” Rodriguez Institute of Science and Technology EARIST Manila Campus Nagtahan, Sampaloc Manila College of Public Administration and Criminology APPROVAL SHEET In partial fulfillment of the requirements for the Technical Writing, this thesis entitled The Academic Performance of Working Students in Eulogio “Amang” Rodriguez Institute of Science And Technology (EARIST) SY: 2014-2015, has been prepared and submitted by PA II-3 Group 2, which is hereby recommended for the First Semester Final Examination. PROF. CINDERELLA U. REGINIO ENGLISH PROFESSOR September 3, 2015 Date Approved in partial fulfillment of the requirements...
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...ATENEO de Manila LAW SCHOOL LAW ON SALES OUTLINE [1] Dean Cesar L. Villanueva First Semester, SY 2011-2012 Atty. Alexander C. Dy Atty. Ray Paolo J. Santiago I. The Nature of Sale A. Definition (Art. 1458) Sale is a contract whereby one of the contracting parties [the seller] obligates himself to transfer the ownership[2] and to deliver the possession, of a determinate thing, and the other party [the buyer] to pay therefor a price certain in money or its equivalent. xCruz v. Fernando, 477 SCRA 173 (2005).[3] 1. Elements of Sale Elements of sale: (a) consent or meeting of the minds; (b) determinate subject matter; and (c) price certain in money or its equivalent. xNavarra v. Planters Dev. Bank, 527 SCRA 562 (2007).[4] Sale being a consensual contract, its essential elements must be proven. xVillanueva v. CA, 267 SCRA 89 (1997). Absence of any essential elements negates a sale xDizon v. CA, 302 SCRA 288 (1999),[5] even when earnest money has been paid. xManila Metal Container Corp. v. PNB, 511 SCRA 444 (2006). But once all elements are proven, a sale’s validity is not affected by a previously executed fictitious deed of sale. xPeñalosa v. Santos, 363 SCRA 545 (2001); and the burden is on the other party to prove otherwise. xHeirs of Ernesto Biona v. CA, 362 SCRA 29 (2001). ...
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