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

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.

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

 GE                 

                                                                         

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

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.

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

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.

HOLY GARDENS GREEN HILLS MEMORIAL PARK PNTC BUILDING CONSTRUCTION

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

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.

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

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

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

TO                         Accounting:

                                   AP

                                   TA

                            Sales Admin

                            Majorem Lending

                                  AA

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

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.

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

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.

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

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.

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

    4.  Compute for say 4% income on TFC balances

4.  Hire another AA for funds

    WTDN

    1.  MLII staffers must have FAR and be relevant to the opportunities and our vision;

    2.  Move fast;

    3.  Practice FAR;

    4.  Work harder

--

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.