Future documentation of new vehicle transaction

Follow up.

This was assigned to Marecho Conde and MM and it is clear there is no turn over on this..

Note on their  201 file.

HR.  FOR COMPLIANCE

JA TA FOR STRICT COMPLIANCE

On Tue, Jan 16, 2018 at 8:38 PM Jorge Saguinsin <holygardens.groupnew@gmail.com> wrote:

TO         :       TA

                     AP

Subject:   Documentation of Vehicle Acquistion,  Present and Past

You are instructed to  immediately document the transaction in the documentation of vehicles:

Show me the draft documents ASAP

Past:     L300   Calamba for CMCS  with a Promissory Note   to ERS

             L300 for Pangasinan CMCS  with a Promissory Note  to ERS

                           backlogs would have to be paid

             The G4 of   Mila Manaig charged vs. ME

Present:    Pangasinan -   PN for NV 350 12 seater   to ERS

                Calamba         PN for NV 350 premium    to  ERS

               Calapan       -   PN for Crosswind  to Calamba

               Malasiqui     -   PN for Crossiwnd   to   Pangasinan

Suggested template:

This agreement entered to by and between 

 ____________________________________________--represented by _______________   (Or ERS) hereinafter known as LENDER

                                        and

 ___________________________________________represented by 

________________________hereinafter known as the BORROWER

Whereas the borrower is desirous of acquiring a vehicle  for its increased efficiency and speed in carrying out its business;

Whereas the Borrower has the manpower, skiils and management ability to operate, maintain and pay for its monthly obligation

Where as the Borrower is very unlikely to have a good credit standing with banks  and car companies the former lacking updated financial statements and reports

Whereas the Lender has the capability to lend at affordable interest rate to get sufficient ROI for its funds, 

Whereas the borrower agrees that the Lender can have more generous terms for the repayment of the loan and more consideration

For and in consideration of the above premises, both parties have covenanted, agreed and affirmed on the following:

1.  The borrower will acquire a vehicle more particularly described as follows:

      Brand

     Model

     Year

     Described

     Quoted Price by Dealer

2. The Lender will pay in cash the car dealer in the net amount of P_______________

3.  The borrower agrees to:

      1 Pay a down payment of  ______________________________

      2.  Pay a monthly of   ______________________________________

          representing     Principal __________________

                                 Interest  __________________

       for three years

        nominal interest of 4.5% per annum straight financing

       religiously and faithfully every _______of the month without need of demand

    3. Pay the comprehensive insurance every anniversary day of _________________

       endorsed to the Lender without need for demand

    4.  Hire  a qualified and competent driver with professional drivers license to drive the 

         said vehicle safely 

    5.  Subject the vehicle to regular and rigid maintenance schedule .  Keep the vehicle in 5 always, looking and smelling clean

    OTHER CONDITIONS

    1.  Proper record keeping of travel, TRT

    2.  Proper filing of OR, CR and insurance

    3. Regular training and refresher course for the driver

   4.  Only authorized driver and travel under TRT

   FOR STRICT COMPLIANCE

             

--

PAGSASANAY SA TAGUMPAY (Training for Success)

SETTING THE STANDARDS IN INTERMENT SERVICE

Innovation creates more wealth and more customers

  Jorge U. Saguinsin

  Be a BIDDA now

  RRURAC   (Read, Reflect, Understand, Realize Act, Check)

   Please visit the following sites:

   

   Free Obituaries for Friends of Holy Gardens

   Free Obits for Holy Gardens Customers

   Archives for Holy Gardens Tributes

   Birthdate and death date anniversaries of dearly departed

   Holy Gardens Rewards

   Patsikot/SUV Promo

Notice:   This email address is a private property of Holy Gardens Group and its contents are private and confidential.    Its contents and attachment  may not be copied nor forwarded to parties other than the ones intended to,  nor can the contents be used other than the original intent  You are advised to delete the message you received if in case it may have been wrongly sent to your good office

--

PAGSASANAY SA TAGUMPAY (Training for Success)

YOU MUST ACKNOWLEDGE RESPOND TO THIS EMAIL...

COMMUNICATIONS PERFORMANCE IMPACTS  THE PE    (which is basis for promotions)

SETTING THE STANDARDS IN INTERMENT SERVICE

Innovation creates more wealth and more customers

  Jorge U. Saguinsin

  Be a BIDDA now

  RRURAC   (Read, Reflect, Understand, Realize Act, Check)

   YOUR OFFICES ARE OBLIGED ORDERED TO UPDATE  THEIR POSTS AT

    THE FOLLOWING SITES: (they have been placed here for your easy reference)

   

   Free Obituaries for Friends of Holy Gardens

   Free Obits for Holy Gardens Customers

   Archives for Holy Gardens Tributes

   Birthdate and death date anniversaries of dearly departed

   Holy Gardens Rewards

   Patsikot/SUV Promo

Notice:   This email address is a private property of Holy Gardens Group and its contents are private and confidential.    Its contents and attachment  may not be copied nor forwarded to parties other than the ones intended to,  nor can the contents be used other than the original intent  You are advised to delete the message you received if in case it may have been wrongly sent to your good office

Old school strategy is dead; involvement engagement, entrepreneurship, is the new school strategy

This idea is an offshoot of reading Leafrogging the Competition by Oren Harari  Ph.D.  From 1984 to 1996, he was senior consultant of Tom Peters Group (author of books like Passion for Excellence)

1.  Old School Strategy

Old school strategy is dead or obsolete.  And yet they continue to dominate the agenda of board rooms and the curriculum of business schools. In the school where I teach, strama paper is the capstone of the graduate school

Here is what others say on old school strategy: ( page 50 Leapfrogging the Competition)

"All strategy melt in the face of battle"

"No battle plan survives contact with the enemy -  Gen. Colin Powell

"A good deal of corporate planning is like ritual rain dance, it has no effect on the weather that follows, but those who engage in it think it does"   -  Brian Quinn, Darmouth

"Strategic plans are forecasts of past historical trends and rarely anticipate new opportunities " - Arthur Andersen director.

How does this relate to Peter Drucker's teaching that we must focus on results;  and that means focussing on the future;  we rarely see that in strama.   (What must consult seers, or crystal ball experts?}

Thus says Harari, traditional old school strategy planning:

      l.  is harmful

     2.  is static

     3.  rigid

     4. complicated

     5.  uninspiring

     6.  is arrogant.

Thus in GSB, we see a lot of students fail, or get confused with the mechanics of Strama tools:  the grand strategy, IFE, EFE.  The conclusions are usually stale and generic:    market penetration, market development, divestment, concentric diversification, and hardly are students able to come up with new, differentiated, unique plan.  Business plans for entrepreneurship elective are more exciting and  innovative.

2.  Rearview mindset

The strategic planning now practiced is predicated on the assumption that looking at past data will give you insight into the future, like driving a car by looking at the rearview mirror.

What? Predicting in linear fashion the future which could be disruptive.?  Frederick Hayek in the American Economic Review calls this "fatal conceit" of managers.  He is a Nobel Laureate.  He says that the no one can fully know or measure the complex nature of the market"

Corporate intelligence expert Herbert Meyer supports this conclusion saying that your conclusion about the business/environment suddenly lose validity.  The premises/observation on technology, markety, society, geopolitics, etc, may be valid/appropiate today, but tomorrow may be irrelevant because of the rapid change

Strategic planning as understood in the past, is a sacred cow and can be outright dangerous to business health

3  Me too strategies

Predicting the future of the company from a set of same data usually results in "me too" product or strategies.  Fagan from Harvard says that most strategies would have its objective defeating the competition with a unique differentiated product. So with Seth Godin.  Be the purple cow (unique product) or be ignoreable

4.  Mergers and acquisition

     Many big businesses have gone on merger and acquisition spree.  This is true for many banks in Japan and US.  This is to grow the branch network and reach market, achieve economies of scale, based on the assumption of synergy.  But many mergers fail.

    Why are mergers part of many corporate strategies?

    1. Assumption is bigger is better

    2.  Synergy

    3.  Bigger market share, sales, profits.

    4.  Peter Drucker, the management guru says because it easier.  Growing the business organically is harder;  buying an existing business is faster and easier.  Overnight, you have more branches more staff

   5.  Freudian, ego of management -  mine is bigger than yours.

   Why do mergers fail?

   It is like asking two Godzillas to mate and produce a gazelle

   1.  Too big means that there is too much inertia for the large companies to serve customers and defeat the competition;

   2.  Clash of cultures and internal wranglings as to who will head a unit or be downsized.

   3.  The big problems of two big companies are doubled/compounded.

   4.  According to Warren Buffet, he observes that the stock price of the acquiring companies suffer.

     Thus past mergers saw failures, eventual divestment of the acquiring companies.  Bigger is not necessarily better

5. Spread sheet mentality

   CEOs and top guys who have nothing but ROI in their mind eventually lose out.  Those who watch out Wall St. eventually find themselves off the wall but at the gutter.  They neglect markets, products, customers.  The numbers are the results rather than the end of all business activities.

    Drucker correctly notes that the primary purpose is to create customers

    Those who come to the business with just $ dollars in their mind, end up like pirates and robber barons.  Profit maximization is no longer the name of the game,  CSV corporate shared value is the new replacement for obscene capitalism, says the Harvard Guru himself  -  Michael Porter

Alternatives to old school strategic planning

       1.  Creative synthesis, collaboration  and entrepreneurship

McGraw University  Henry Mintzberg espoused that  creative synthesis as the key to business success.  Creative synthesis consist  of:

     1.  information

     2.  resources

     3.  peoples creativity

     4. commitment

Other translation:   collaboration, teamwork, and collective entrepreneurship ensure business success. 

Alternatives to old school strategic planning

     2.  Business Model Improvement by Alex Osterwalder

     Changing the business model (revenue, cost model, primary target market, key resources, activities and partners, customer link and customer bond) enables many companies to meet competition head on change products and processes rapidly.  The BMI enable multinationals wishing to compete in emerging markets adjust.

     3.  Collaboration instead of competition

      Collaboration among suppliers and companies even with competition enable  filling in the demand, the supply chain requirements like the bolt in bolt out Voltes 5 cartoons.  They combine and then uncouple after the supply contract is over.  And thus save on large fixed asset and infrastructure.  The world is flat enablers allow this to happen.

Coopetition is now the name of the game;  price war with the competition, being motivated by number and number 2 paradigm is the thing of the past.  Coopetition, cooperation, collaboration works and is now the name of the game.

     4.  Focusing on opportunities (entrepreneurship)

     Opportunity seeking, screening and seizing are important topics on entrepreneurship elective.  They should be important topic in strategy.  They are:

    External:   products, market, customer, customer satisffaction

    Internal:    business process, materials, manpower, productivity quality service enhancement,

    5.  Strategic conversations

          "Making kuwento" handing down stories are important and powerful tools in communicating values, vision, and mental models.  I have heard this often from TMC CEO Dr. Bengzon, and AdeMU President Fr. Ben

          Harari prescribes constant conversations but more on hard issues by top management with their people;

         These questions can be asked:

         1.  Why are we here?

         2.  What is our purpose,

        3.  Who are our customers and how do we serve them?

        4. What makes our organization unique;  How do we maintain and even improve that uniqueness.

        5.  What makes our product and service unique?  How do we maintain that uniqueness?

        5.  Who are our competitors?  How do we beat them?  How do we utilize them to serve the market better

       6.  What if any prevent us to be successful?

       7.  How do we remove the hindrances?

       8.  What are our definition of success?

       9.  How do we become successful

      10. What is our mission?

      11. What are our beliefs?  (norms and values)

      12. What are our principles?

      Areas to be probed by strategic conversations:

     l.  commitments

     2. new ideas,

     3. critique of decisions

     4.  alternatives,

     5.  sharing learning

     6.  implementation problems

6.  Mental models

       

       According to Peter Senge in his book, Fifth Discipline. the first step towards strategy is changing the mental models.  Without this, you can not force commitment nor action  towards the direction set.

     According to Arie de Geus, former chief planner of Royal Dutch Shell, the purpose of strategy is not to make plans but to change mental models, to provide a template to quickly evaluate opportunities and opportunities and make strategic right choices everyday.  

7.  Role of leadership

     Leadership, according to Harold Geneen, the ertswhile boss at ITT says that leadership contributes to 70% of the bottom line.  Therefore leadership must be enlightened, passionate, and creative.

    Harari prescribes leadership to be: 

    l.  Exciting  (world class)

    2.  Cohesive  (promotes unity)

    3.  Ever evolving (innovating, alive with new ideas)

What do you think of these new ideas? 

Are they disruptive

--

Jorge Saguinsin

"Getting higher and stronger"

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