Communications Center for Holy Gardens: July 2017

July 31, 2017

Minimum content of Management Training Program for Ms. Frenzy

To: Ms. Frenzy

Management Trainee

Thru: HR

Minimum Content of Management Training Program

Date: July 31, 2017

You will be trained to be part of management, and eventually be promoted as a supervisor/officer. There will be additional compensation allowance to your basic pay:

Duration: 90 days; may be extended to 180 days if necessary

30 days: HR, Accounting

HR - 1. hiring at the SBU

2. training OJT

3. Performance evaluaiton

4. Benefits administration

5. CCD

6. Communications

7. CMO reports

Accounting:

1. Sales reports

2. Cash advance

3. Funds: replenishment

Interment fund

Petty cash fund

4. Daily abstract:

soft copy, hard copy, deposit slips or

5. Accountable forms:

OR PPA

6. MC on cash operations, purchasing

Sales Admin:

1. PPA submission

2. Master list of plots, customer

3. File sharing

4. Master list of interments

5. Problem solving

6. Customer complaints tickets

30 days: SBU operations:

1. Landscaping

2. Interment

3. Reporting and record keeping

30 days: sales:

1. Recruitment, sales training, meeting

2. Various products selling:

plots, prepaid

3. Mastery of forms

4. Event/promo planning

You may be asked to spend some time at Calamba to assist in hiring, training, and fixing their record keeping, and delivery of services.

As of today, you will be advised to keep track and monitor and assist the operations of your eventual destination: Holy Gardens Calapan

Hr and Ms. Frenzy, please talk to me if you have questions/doubts

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

N.B. The information contained herein are private and confidential in nature. The sender does not assume any damage that may arise from improper use of the email contained. ; especially if the information in this communication falls into the wrong hands causing damage and loss. to the company or any other parties.

For everything there is a reason (a purpose) a function, for being

To: All

Thru: HR

Subject: Finding our purpose in the organization

Objective:

1. To achieve the 5 ps in the organization

1. Professionalism

2. Productivity

3. Process

4. Profit

5. Personal Mastery

2. To attain efficiency and effectiveness in the organization

3. To make everybody an achiever

Reality:

1. We have said that we have responsibility: pananagutan on this earth. This is in compliance with Genesis 1:28, ie that must have dominion over the earth. To take care of creation including our fellow men: we should be answer to their prayers, and we multiply our talents to be a gift, a blessing to others

2. We mentioned the systems principle (from Breakthrough thinking by Hibino) that the components of the system are:

1. Purpose

2. Input

3. Throughput

4. Output

5. Environment

6. Human aid/supervision

7. Catalyst

Ang sales at CMO functioned for the Hataw pa more (because there was catalyst?)

But we have performance evaluation and that means salary increase

3. The purpose here refers to:

1. Our mission in life;

2. Vocation: God puts you on where you are needed

3. Your vocation is what you are doing now.

4. In the achievement of our mission/vocation we need:

1. Spiritu - a sense that God is in us (God created us to His image and likeness, and thus we have at our disposal the power to achieve great things

2. Practice - to do things with courage (we do not hesitate, we do no see problems and restraining forces, rather opportunities to be of service to others and create value)

3. Corde - to do things even when no one is looking. We tend to be paco, or pukpukin, When the cat is away....

5. We gave a joke on battle of the various system of the body: Systemic thinking means that all our body parts are synch; one malfunctioning part stalls the whole system, organism/organization. Nothing is linear. WE are interrelated in a big whole.

6. What do we see:

1. For 3ffb, we lack the output, the necessary things to show that the job is functional:

1. Accounting: FS and sales reports (documented in the right format)

1. Unpaid pending IF, commission

2. Records assistant - master list of customers, inventory, list of interments

3. HR - warm bodies to fill in the vacancy; communication (does everybody understand our communication), performance evalluation

2. SBU:

1. CSS - excellent interments, 0 complaint

2. GT - garden park like appearance (what do we see - tall grasses, dirty park)

3. TS - vehicle not functioning, : stalled vehicles, locks do not function, soiled paint, air con is hot;

THE SYSTEM IS NOT WORKING?!! Why?

Our people have eyes to see, ears to hear, intellect and ears to understand

WTDN next:

1. We need able leadership that is disciplined and dedicated;

2. Intensify unity and teamwork

3. Purge the system

4. Dagdagan ang passion, positive vibes

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

July 29, 2017

Upping the revenue GP for Malasiqui

. Objectives:

1. To up the selling price of Malasiqui, not very low but competitive

2. To align with Calamba sales average selling price is P50,000

Let us make Malasiqui 35,000 per plot x 13,500 plots = 472,500,000

Pricing plans

Lawn

1. Pre selling

1,000 plots

Cash only

100 x 20,000 2,000,000

100 x 22,000 2,200,000

100 x 25,000 2,500,000

100 x 27,000 2,700,000

100, x 28,500 2,850,000

ST pre selling 12,250,000

500 only

2.. Pre development price

Number MA TLP Total Sales

1,000 500 30,000 30,000,000

1,000 550 33,000 33,000,000

1,000 600 36,000 36,000,000

ST 99,000,000

3. Developed price

1,000 650 39,000 39,000,000

1,000 700/month 42,000 42,00,000

1,000 750 45,000 45,000,000

1,000 800 48,000 48,000,000

1,000 90 54,000 54,000,,000

Total 228,000,000

Total lawns 10,000 plots 327,000,000

Total 10,000 plots 327,000,000

SSN 510 lots

Pre Selling

10 100,000 1,000,000

10 120,0000 1,200,000

10 130,000 1,300,000

Subtotal 3,500,000

Pre Development Price

# MA TLP Total Sales

20 2,300 138,000 2,760,000

20 2,400 140,000 4,800,000

50 2,500 150,000 7,500,000

Developed Price

50 2,750 165,000 8,250,000

100 2,900 174,000 17,400,00

100 3,000 180,000 18,000,000

100 3,200 192,000 19,200,000

40 3,400 204,000 12,600,000

140,510,000

Total SSN 144,010,000

Garden Estate 68 units

Pre development

8 x 400,000 cash only 3,200,000

20 x (8,000 monthly) 480,0000 9,600,000

20 x (9,500 monthly 570,000 10,400,000

20 x (10,000 monthly 60,000,000 12,000,000

23,212,000

Recap:

Number PHP Value

Lawn 10,000 327,000,000

SSN 510 144,010,000

GE 68 23,212,000

Total 494,212,000

x 50% 247,060,000

less dev cost 25,000,000

222,060.000

Com:

SE - 7%

SM 10%

SD 14% based on NLP payable in 12 months

Incentives:

+ 1% incentives to sellers if sales reaches 20 or more /quarter

+ 1.5% to SD if target is reached

2.0 % to SD if performance is over 120%

ORC to CMO if target is reached

Jorge U. Saguinsin
To "be the best, do your best, expect the best" always

Sales Estimate for Holy Gardens Greenhills Bangin Expansion

This is a revision of the sales estimate for Calamba, partially benchmarked too from Malasiqui study. (However Malasiqui estimate seem to be on the low side; However the Malasiqui study is very competitive for the area.

A Objectives:

1. To show the feasibility of Holy Gardens Greenhillls expansion

2. To have something to show GDC, to motivate them

3. To serve as an objective (a lighthouse) for stakeholders to push harder so that the planners will not mess up with our timelines - how much we are losing missing.

4. To sell more than a billion for the bangin and have half billion to share

The sellers are waiting for this and raring to go. Sell.

B Reality:

1. The planners are delayed. We have to refer the plan to an architect because of:

1. Having many lots as Body Crypts (not much value added)

2. Putting lots at the area of the Way of the Cross.l

3. The semi circle road eats up wastes lot of spaces that could be as much as 5% (say 5,000 sm

4. The developer has spent nearly P500,000 on the plans (topo, the site grading plan, architectural plan, as buit) And will spend additional P5,000,000 on Jesus Christ 60 footer image, and the way of the cross, (each set costing an average of P300,000 each)

What:

The project involves the development and marketing of the 11 hectares (110,000 sm) of the bangin portion of the Holy Gardens Greenhills. It is at the insistence of the patriarch of GDC Don Emilio Tanedo that we are at this stage. AUG initially refused to go any further because of huge expenses that will be incurred.

The project may result (subject to the revision of plans) sales of over P1,000,000,000; The developer expects a 60% 40% sharing on the net after deducting development costs

C. Computations:

110,000 x .65 = 71,000 sm/2.5 sm per plot 28,600

Average selling price 40,000

Total Sales 1,144, 500,000

NLP 572,000,000

Alternative Gross Sharing 60-40

60% 343,200,000

40% 228,000,000

Net sharing after development cost

572,000,000

less dev cost 70,000,000

502,000,000

55% 276,100,000

45% 225,000,000

Solution:

We can up the sharing by raising our average selling price from 40t to 50%

Thus 28,600,plots x 50T = 1,430,000,000 vs (114,000,000 or increase of 300,000,000

Sales program for Lawns, Niches and GE (divided into pre selling pre development and development states

Most of the sales except the pre selling will be 0 interest, no down payment, outright commission, 60 months to pay across the board.; Directed to PTM; B and C Market of Calamba, Sto Tomas, Cabuyao and may be Sta Rosa

Populations from 2010 census:

Calamba 389,377

Sto Tomas 124,737

Cabuyao 248,436

Sta Rosa 384,670

Total catchment population 1,147,220

Total number of house holds 250,000

Percentage of B C D market (59%) 147,000

Our inventories of 28,000/147,000 = 19% of total demand

D Allocation of plots:

80% of the plots will be lawn or 22,800

10% for niches 715

10% for GE 238

E. Selling price program

LAWN

A. Pre selling:

1,000 plots for cash investment, 2x your money after 5 years. This will be for prime, super prime, premium plots (which we will sell for the customers too)

CASH

Number Price Total Sales

200 P30,000 6,000,000

200 32,000 6,400,000

200 34,000 6,800,000

Total 19,200,000

50% DOWN PAYMENT, 6 MONTHS TO PAY, 0 INTEREST

200 32,000 6,400,000

200 34,000 6,800,000

13,200,000

Total Pre Selling 32,400,000

B. Pre Development Price

Our SBU PC, our lending investor can find this investment attractive getting 20% per annum, 2x your money in 5 years. However, the developer reserves this for development purposes in order that the proejct may be finished only in 5 years

Number MA TSP Total Sales

1,000 600 36,000 36,000,000

1,000 650 39,000 39,000,000

1,000 700 42,000 42,000,000

1,000 750 45,000 45,000,000

1,000 800 48,000 48,000,000

1,000 850 51,000 51,000,000

1,000 900 54,000 54,000,000

8,000 315,000,000

C. Developed Price

3,000 1,000 60,000 180,000,000

3,000 1,100 66,000 198,000,000

2,000 1,200 72,000 144,000,000

2,000 1,300 78,000 156,000,000

2,800 1,400 84,000 235,200,000

12,800 913,200,000

Total Lawn 22,800 1,228,000,000

NICHES

Pre selling

15 150,000 2,250,000

20 155,000 3,100,000

50 160,000 8,000,000

Total 15,600,000

Pre Development

50 2,750 165,000 8,250,000

50 2,800 168,000 8,400,000

50 2,900 174,000 10,440,000

100 3,000 180,000 18,000,000

250 3,200 192,000 48,000,000

500

Developed

130 3,500 210,000 27,300,000

135,990,000

Total Niches 715 151,590,000

GARDEN ESTATE

A. Pre selling

8 450,000 3,600,000

10 460,000 4,600,000

20 480,000 9,600,000

Total 17,800,000

B. Pre development

50 8,500 510,000 25,500,000

25 9,000 540,000 13,000,000

25 10,000 600,000 15,000,000

25 12,000 720,000 18,000,000

C Developed

25 14,000 840,000 21,000,000

50 15,000 900,0000 45,000,000

Total 138,000,000

Total GE 155,800,000

Recap:

No PHP value

Lawn 22,800 1,228,000,000

Niches 715 151,590,000

GE 238 155,800,000

Total 1,535,390,000

x 50% 767,695,000

Less DC 70,000,000

For sharing 700,000,000

Show to JC para igawa ng cash flow

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

July 28, 2017

HOLY GARDENS GREEN HILLS MEMORIAL PARK PNTC BUILDING CONSTRUCTION

July 27, 2017

Business Plan for Malasiqui Memorial Park

Executive Summary

This is a plan to buy, build and sell memorial park in Malasiqui Pangasinan, the 3rd most populous city in Pangasinan. This will also take care of declining business in San Carlos City which has now limited inventory.

The proposed site is at km 190, 4 km from the city proper, and 14 km from San Carlos City along Malasiqui Villasis road. The owner wants P500/sm for 48,100 sm or 22,050,000, 50% down payment, 1 year to pay quarterly

Objectives:

1. To acquire the property

2. To develop property in 2 years time

3. To generate sales of P400,000,000 in 10 years

4. To sell 200,000,000 in 5 years

5. To have only P500/sm as development cost

1. Projected Sales:

48,100 sm x 70% = 33,670/2.5 = 13,648

x 30,000

409,400,000

x 50%

NLP 204,000,000

Less cost of land 22,050,000

Dev Cost 30,000,000

GP 151,950,000

2. Sales and Marketing

1. Customers - the PTM are the residents of Malasiqui who number 130,000 more or less. They are now progressively more affluent due to the TIPLEX and growing economy at Region 1. 130,000/4 = 40,000 households

Class A B and C 30% of 40,000 = 12,000 which nearly matches the inventory

2. Competition

Garden of Shiloh which is located near the public market, the Catholic church and at the back of municipal cemetery (which is full) The news has it that Garden of Shilloh is fully sold

Price List:

1. Lawn

Lawn - single lot includes PC - P39,000

Lawn 2 lots 72,000

Lawn 4 lots 151,000

2. Memorial court 6 lots 261,000

3. Family Estate 16 lots 611,000

Their term is 30% dp, with balance payable in 1 to 5 years

MA for their lowest priced plot is 506.00

They had a promo this July which is less 15% on lot price

3. Company

Our plan/strategy is to sell 0% interest, 0 downpayment, 60 months to pay

1. Product plans:

Ave price % of total

lawn double interment single plot 30,000 70%

SSN 4 plots 150,000 15

GE 12 plots 500,000 15

2. Pricing plans

Lawn

1. Pre selling

1,000 plots

Cash only

100 x 20,000 2,000,000

100 x 22,000 2,200,000

100 x 25,000 2,500,000

100 x 27,000 2,700,000

100, x 28,500 2,850,000

ST pre selling 12,250,000

50% dp, balance in 6 months

100 x 22,000 2,200,000

100 x 24,000 2,400,000

100 x 26,000 2,600,000

100 x 28,000 2,800,000

100 x 29,500 2,950,000

12,950,000 25,200,000

2.. Pre development price

1,000 @500/month x 30,000 30,000,000

1,000 @550/month x 33,000 33,000,000

2,000 @600/month x 36,000 72,000,000 132,000,000

3. Developed price

2,000 @650/month x 39,000 78,000,000

2,000 @ 700/month x 42,000 84,000,000 162,000,000

Total 10,000 plots 319,200,000

SSN 510 lots

Pre dev

120,000 (/60) @2,000 month x 50 - 6,000,000

150,000/60 @2,500 month x 50 - 7,500,000

13,500,000

Dev price

180,000 @3,000 month x 100 - 18,000,000

210,000 @ 3,500 month x 200 - 42,000,000

225,000 @ 3,750, month x 110 - 24,750,000

86, 750,000

405,950,000

Garden Estate 68 units

Pre development

8 x 400,000 cash only 3,200,000

20 x (8,000 monthly) 480,0000 9,600,000

20 x (9,500 monthly 570,000 10,400,000

20 x (10,000 monthly 60,000,000 12,000,000

23,212,000

429,162,000

Com:

SE - 7%

SM 10%

SD 14% based on NLP payable in 12 months

Incentives:

+ 1% incentives to sellers if sales reaches 20 or more /quarter

+ 1.5% to SD if target is reached

2.0 % to SD if performance is over 120%

ORC to CMO if target is reached

1.5% if 100%

2.% if 120

ME:

up to SD - 14%

SE 1%

SD 2%

ORC CMO 2%

Total 19%

Jorge U. Saguinsin
To "be the best, do your best, expect the best" always

July 22, 2017

Holy Gardens Pangasinan Kaizen Report Week 29, July 22, 2017

PAGSASANAY SA TAGUMPAY

1. Pics of office (storage, files)/chapel, cr

Receiving area

Waiting area

Stock room

2. Pics of site (the park) beautification/construction

Body Crypt

Wide Road from GE to SSN

Dig soil beside gutter ready for planting ficus

Newly trimmed ficus beside fence

On going brush cutting of grasses at Lawn 9A

3. Pics of warehouse inside and outside; SHOW INVENTORIES AND LOCKS

Lock

10mm Deformed bar

Cement

4. Pics of inventory of equipment (especially of those non operating) and materials

Expedition

Mercedes Benz

5. Pics of operational equipment

Crosswind

L300

Patrol TFN 573

Landrover

Biometric

Tribike

July 21, 2017

Collecting the Holy Gardens Plot funds, ME, PC, VAT, and entrusting the same at Majorem Lending

TO Accounting:

Sales Admin

Majorem Lending

SUBJECT: IMPLEMENTATION OF THE ROUTINE PROCEDURE OF COLLECTING THE FUNDS CONNECTED WITH PLOT SALES AND ENTRUSTING THE SAME TO MAJOREM LENDING

Date: Joly 21, 2017

We had used the business model of separating our funds entrusting the same at MLII, and using the same as standby source of funds for construction. We also aid and provide CS to our customers. It has been a successful model, and needs to be benchmarked by other MP companies

All the funds that need to be separated: PC, VAT, ME CAPF are removed from the SBU accounts are deposited with MLII

A. Objectives:

1. To separate funds that belong to the SBU and those that are set aside from some other purpose such as PC, ME, VAT and CAPF (lately we added Collection fee)

2. To insulate the said funds from improper use in operations

3. To divvy up funds among depository banks and various investmetns

4. To insulate the funds from court cases and claims. (Our PC were sequestered summarily by Unishire and we had to borrow funds/float a PN to fund that deficiency which is running into millions We do not want a repeat

B. Reality

1. Ever since the MLII lost staff, the funds have been in disarray;

2. There were several new hires but the funds were not fixed

3. There are now new hires but are still unable to collect the funds

The bank balances of SBU are ballooning but the funds do not belong to them. In case of an accident, the unremitted premium to the insurer leave us at great risk. In case of claim, for CAPF, we do not have enough funds to pay the claim

4. As with regards to ME, the ME at Calamba since 2015 has not been properly collected while we continue to pay the commission of agents from our funds. With 2000 accounts and at an average of P50,000 SP per account, that is about 100,000,000 total sales.

For a say 60% NLP at that time, 60,000,000,we have paid only 10% or 6,000,000 as com to the agents; we have not collected the other 10% or 6,000,000 quite a huge amount. This post also notices that in the sharing, we have not deducted ME from the sharing

However, GDC is collecting the share of the amount of what was stolen

For two years of sharing, say 2,000,000 a month x 24 = 48,000,0000 that is about 10% (conservative) 4,800,000 of uncollected ME

We have discussed lately that we do not earn much from the plot especially with the huge CGS we shoulder for the entire sale, from our share alone; we earn more from say insurance and other services.

We spend a lot, and earn a little and do not collect nor claim what is due us.This is not the way to run business

WTDN:

1. Hire additional accounting staff for MLII

2. MLII must collect the funds from SBU

1. Send SoA to AP of Holy Gardens

2. AP must make CV

3. TA must make check and remit to MLII; MLII accepts and records

4. MLII must lend and wisely invest as in Hataw plots

1. Sell the plots it own at a profit

2. Buy forfeited plots at cost from HGMP esp those

in arrears)

3. Funds acctg assistant must compute for interest of funds

max rate

3. Somebody from accounting must back track the uncollected ME from HGGMP and send SoA to the JV; the Accounting back tracking must be reliable and we should defend it vs their comptroller

This is a serious matter that needs every ones serious attention and immediate action

For immediate compliance

cc. Board of Directors HGMP, MLII

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

July 20, 2017

Standards for PPA completion/accomplishment

Objectives:

1. To make processing of PPA efficient (ie within 7 days and at shortest possible time;

2. To delight the customer by giving them clean and neat documents. (A PPA is equivalent of an insurance policy: it is a contract by the company and the buyer; it is what he gets when he pays us)

3. To lessen errors in the issuance of CO, and or special transactions

Reality

1. We are finding great challenges in checking and passing off documents to the customers. Some errors:

We are looking at having correct basic data:

Total contract price

Monthly Payments

Term

Lot data: Say Lawn SSN No, Block no, Lot No

Name of customer

Address

It is in block form so that they can be printed well and clearly

Observations:

1. The above are not clearly written;

The blue copy sometimes have unreadable data

The blue copy have various marks coming from other writings above the PPA;

So many erasures: sno pake and writing over previous printing and therefore difficult to read

2. Conflicting data:

1. The TCP and MA do not match as in the case of Pangasinan:

P39,000 TCP and 600 processing fee P39,600 and the MA is 650, not 660

2. The rounding off of say P866.66 to P870.00 ( We have to stick to published price list because this is the reference of the JV partner, the ICR assistant and records assistant

3 Double handling:

Without the portal, the sbu can make this painless for every one:

1. Make a customer list as a transmittal, copied from your list, say based sales report that contains:

1. Date

2. Account Number (the ledger number and customer number) based on

SBU + PPA Number + say year and done sequentiall

SBU

LUMP 10

Panga 20

Calamba 30

Calapan 40

Oton 50

Thus an account with PPA number 000168 at Pangasinan

Shall have an account number of

20 - 000168 -017

Other suggestions?

3. Name: Surname, First Name Middle name

4. Address:

St., Barrio, Town/City Province

5. Plot data:

Lawn

Block Number

Lot Number

6. Total Contract Price

7. MA

8. Number of mos/years to pay

9. Due date

10 Insureable/Non insureable

11. Age

12 Birthdate

13 Contact cp/email

14. Seller

2. Prepare in triplicate when transmitting:(aside from file sharing)

1. I copy for Records records check the PPA vs the transmittal for discrepancy, corrects and sends back erroneous ppa

2. I copy for MLII

3. 1 copy for ICR

3 The offices at the 3ffb files and captures/checks vs soft copy:

1. Data for ledger - for ICR

2. Data for PPA No for treasury

3. Data for insurance PC, VAT for MLII, or TFC

3. To ensure good and clean appearance of PPA:

1. Photo copy or Riso PPA

2. The CSS 2 prepares a dummy PPA using #1

3. Using a typewriter type all the data, and or carefully print/transfer the data onTOthe PPA. Use a carbon paper for the blue copy. Use a ball pen when writing. AND WRITE FIRMLY. Avoid writing above the PPA, or be aware that when you write on the reverse side of the PPA, it will make ugly marks on the back of the PPA

This means PPA to be carefully done at the office

4. The SBU must post in their respective offices:

1. Sales report

2. Abstract

3. Master list of customer

4. Update their lot inventory master list

Later on we can use the portal

We update the portal too that as we make entries into the portal we can ask this to print a hard copy PPA, print, RGP, JV report, and CRB. Nevertheless, we prepare a dummy sheet (draft/scratch) to have quality looking PPA

FOR YOUR GUIDANCE

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

July 19, 2017

Copying this office with sales report and abstract

What: Furnishing this office with copies of abstract and sales report from Hataw 2015 up to the current transactions

Objectives:

1. To have updated and complete customer list to be mined for repeat sales (70% of most sales are repeat sales)

2. To back up our abstract and sales report

3. To motivate sbus to update their records: customer list, abstract, sales report

Back ground reality

1. When we have the plans for rewards and we wanted to have a customer list there was none; the sbus and the records assistant. While we have emphasized that the more more important thing about fishing is the lake (vs the fishing rod, the bait and the fish processing) we our staff, failed much on this list

1. Walang hard copy

2. Walang soft copy

2. We paid for a portal, which was not used, for many alibis, like walang access, PW and many more, corrupted files

3. We could have been more efficient, no repetitous posting if we simply had file sharing of sale report, customers data base and abstract (basis for JV, sharing an even RGP, : and CRB

WTDN:

1. Please send all abstracts and daily sales report, back tracking from today, back to Hataw 20f15. to holygardensportal@gmail.com

For compliance

Jorge U. Saguinsin

To "be the best, do your best, expect the best" always

Revenue Generation for Majorem Lending

Objectives:

1. To motivate Majorem Lending staff to work harder and level up understanding of business;

2. To focus on tasks that create wealth, and generate revenue;

3. To train harder and add staff to maximize revenue generation

Background /reality

We have determined that plots especially those under Hataw, zero interest and special prices, are no longer generating the much needed GP, although they can generate steady monthly cash flow from huge number of customers, paying buyers

However we have businesses that generate more gp than plots

1. Loans (no cgs, only cost of money, and the margins can be 2x the cost of money

2. Insurance up to 42.5% as commission

Say premium for GYRT ..30 /1000 x 30 x 12 = 108.00

PAI 1/1,000 x 30 30 30.00

Total 138.00

x 5 690.00

Insurance premium charged 4% x 30,000 1,200.00

Our com/margin 510.00

3. Portion of GAI (5% of 12% ) as Net Income of Majorem Lending

For the Kita sa Tag ulan,, if the SAA achieves her sales target, say 2,000 accounts x 25,000 = 50,000, 000 x 5% 2,500,,000/5 years = 500,000 yearly

What must the MLII do:

1. Loan revenue:

1. Collect the current and in arrears retail and corporate account; Send the SoA and make sure they reach the BPI AP, CV CK made and paid to Majorem. White the fund balances balloon at the SBU and give them a false sense of liquidity, penalties pile up. Loans must be paid. Otherwise, MLII can be charged with fostering DOSRI accounts, ie, its affiliates do no pay.

2. Generate more loan revenues:

' 1. By soliciting accounts from the provinces SBU

2. Speeding up the processing of CAC (Credit Access Card)

2. Insurance:

1. Send SOA to SBU to collect the CAPF or Insurance accounts from Hataw pa more, or even 2015 Hataw

2. Collect the insurance premium

3. Pay the premium; book the difference as NI

4.. Find out the fully paid accounts of Hataw 2015; book the unclaimed premiums as NI

3. As custodian of PIS, PMS IMP accounts:

1. Trace them and account for them;

2. Collect the TFC, GAI

3. Book the 5% as net income