How a smaller organization can be be better and win over an undisciplined organization

PAGSASANAY SA TAGUMPAY


You must instill discipline, obedience in your organization. How do you do this?

Strategy on how to increase sales

BE a BIDDA: "BELIEVE, INSPIRE, DREAM, DO ACHIEVE"


O    :    All CMO Marketing Staff

Subject:   Generic Strategy for Increasing Sales

We discussed today marketing and the problem of low sales in your SBU.  All that we could mention as causes are:

       1.  Hindi po tapos ang development;

       2.  Wala pa pong promos;  naghihintay ang customers/prospects ng promo/ low d/p.

      3.  Kulang kami ng tao;

      4.  Kulang kami ng gamit;  

      and so many other alibis.

We found out, that entrepreneurial marketing in the communications site is not even read by the staff;  in the CSS presentation, most of presentations were copy paste (it is a crime) and we lack the knowledge on strategies on how to increase sales...

From Kenichi Ohmae, mind of the strategies, there is a long list of generic strategies on what you we can do to increase sales.

1.  Starting point:

      Sales

      -Cost

    GP

     1.  Our goal is to increase sales always and reduce cost

     2.  A simple +5% increase in SP, and -5% decrease in cost can result in dramatic increase in profitability.  Thus it pays to be frugal and thrifty.   Also, reduction in cost is a reverse marketing;    You do not need to sell more for the amount you saved.  Customers always want value for their money and thus want discounts and reduced prices.

        Say:                              5% increase in SP, 5% decrease in CGS

        SP    -     100                105

        CGS         80                  75

        GP            20                  30

        GP is up to 30 or 50% with mere +5% and -5% cost.

2.   Increasing sales:

     1.  Increase in selling  prices -   to be pegged to inflation rate.  Customers will understand that the cost of inputs:  labor, gas, utilities go up.

     2.  Increase in the number of units sold:

          1.  Increase in market coverage - selling more in unserved territories or catchment area.   eg putting up more outlets and branches

          2.  Increase in sales force (sellers and channels)

               on line sales

               wholesalers

               resellers

         3.  Increase in the number of product offerings:

              variants  -  sizes, sache

              new products by r & d and innovation

              Innovation new features can add to 2.1

        4.  Additional expenditures for marketing

            ads and promos  (discounts, coupons and POS display)

            commissions

            events

            prizes for sellers

       5.  Market segmentation

            New product for a particular segment

    3.  Increasing value added for the product:

          new uses for the product (based on how the customer use the product) 

          e.g Listerine used to be a product to treat athletes foot of combatants.  After the war, the Listerine people marketed Listerine as mouthwash.   As Betadine,  which was before and antiseptic was remarketed as feminine wash

         adding features for the product:  (as 2 in 1)

             CP with wifi, blue tooth, talk and text and tv

             ref with ice maker

Think of these strategy on how you can apply this to your sbu

Prescribed Process/Procedures for Park Beatufication

Memorandum Circular

2015 -006

Date:   May 10, 2015

Prescribed Process/Procedures for Park Beautification/Maintenance

Objectives:

1.  To help increase sales;  an attractive park attracts buyers, it becomes a sellers market;  the park sells by itself

2.  To align work of GC/GT with a strategy - park beautification

Background:

1. Several visits to North and SL showed many parks to be ugly - tal grasses and patches of crab grasses, makahiya, unattended to by its GT/GC

2.  This office responds quickly to requests for inputs:   lawn mower brush cutter repair

3.  We had a GT meeting in Calamba;  and recently last Thursday with Calamba and Pangasinan

Action:

1.  To discipline current GT GC who do not complain;  blacklist errant contractors

Replace outsource

2. For Chief

    1.  Prepare a monthly program for park beautification indicating:

        1.  Inputs  manpower, salaries, gas, seeds, plants, etc

        2.  work schedule/areas to be covered

        3.  Projects to be implemented for the month

        4.  Inspection, supervision to be carried out

        5.  Catalysts

3.  Submit to 3ffb

4.  Monitor and submit weekly report to 3ffb (this office)

5.  Catalyst:

     1. Prizes for best looking mp

     2.  Pictures to be posted at blog Holy Gardeners

     3.  CCD for erring partes.

FOR STRICT COMPLIANCE

Jorge  

The Holy Gardens Group - "THE MEMORIAL EXPERTS"

Please view the following sites of Holy Gardens group and share

Holy Gardens Memorial Plan (proposed)

Holy Gardens Memorial Packages

Holy Gardens Memorial Plots

Holy Gardens Chapel and Memorial Service

Landscaping ideas

Holy Gardeners

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

Strategy of Gaite Group of Companies

Ms. Marina de la Cruz has told me story of the very agressive and progressive business practices of Gaite group of companies (Head is Tess Gaite)  They own several memorial parks in Mindanao:

1.  Panabo

2.  Digos

3.  Toril

4.  Kidapawan

They are and/or were engaged in subdivision development, memorial parks, funeral homes and financial services to support their memorial

park business.

This could be an alternative (we had done this before) in case we do not acquire the Memorial Plan company:

Strategies

1.  The tie up with their own memorial parks and  other servicing mortuary

2.  The 4 in 1packages (where there are generous discounts offered)

       1.  20% discount for at need prices

      2.  20% senior citizen discount

     3.  interment discount  (say 10%)

     

3.  Lifetime Membership Program (LMP- formerly Primulco - Primordial Multipurpose Coop) that involves payment of:  LMP

of say 

Regular:

Amount of Premium  -      P10,900.00

Membership fee                       200.00

DP                                         1,300.00

Partial service fee                   400.00

Full service fee                     9,600.00

Annual Dues                           700.00

Monthly SF for 24 mos           400.00

Guarantee Mortuary benefit  109,000.00?

I doubt even if the payment is for 20 years:

Total payments:

Service fee      -   10,300.00

Annual dues 

700 x 20               14,000.00

Membership fee       200.00

Total                    24.500.00

Say invested at 5% for 20 years.

FV  =                 2.78 x 24.500 = 68, 256.00!!!!

This is actuarially unsound?!                

Membership             

Other premium rates and GMB:

Regular 2            13,000.00                         130,000

Associate   1        3,500.00                           16,000

Associate 2          4,500.00                             4,900

   

Jorge  S

The Holy Gardens Group - "THE MEMORIAL EXPERTS"

Please reply.    CCD 2.27

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

Slideshare Presentation on 2015 Corporate Planning

BE a BIDDA: "BELIEVE, INSPIRE, DREAM, DO ACHIEVE"



This is what our Managers tackled during the Corporate Planning Session held last December 12 and 13 in Calamba City.

Holy Gardens Annual Conference for Corporate Planning for 2015 from Jorge Saguinsin

Report on trip to Sto Tomas Pampanga and further researches with Mr. Dong Lacquian

This is a report on my fact finding mission and negotiation with Mr. Dong Lacquian whom I met at Teresa about 2 months ago while biking

1.  On business entity of Mr. Dong

He will be using in the meantime, the business name of his pamangkin Abner Lacquian.   However, this office advised him, if ever we will deal long time (and possibly big time) to secure DTI permit for single prop, and open his own bank account.  He was advised to take good care of his health and stop smoking to lengthen his life span

He said he is not just an agent because he represents a number of relatives who are casket and equipment manufacturers (The latest one was Mr. Rodolfo Teodoro who was one of the earliest metal casket maker)

He said, when I told him we will constantly canvass for other suppliers that he will give constantly the best prices and he will guarantee that

CMOs conference on Nov 1 plans and marketing plans

BE a BIDDA: "BELIEVE, INSPIRE, DREAM, DO ACHIEVE"

                   Practice giving the promo items:  golf umbrella and mugs

The Holy Gardens Group CMOs met last October 11 at 3ffb to:

1.  Discuss and understand thoroughly the Nov 1 sales and marketing plan.   The strategy is 5% downpayment.  This was done last year.  The target for this year is 500 plots.  This is our way to make up for our deficiency. Some SBUs manage to just sell 2 to 3 lots per month.

What was emphasized is communication:  to our staff, to the sales execs, and the public via tarps and social media.

On being efficient: lessons from FI pit stops

Efficiency means:

1.  Doing things fast with quality and accuracy;

2.  Having more output than inputs

The greatest example of efficiency is Formula 1 pit stop which can be accomplished in under 6 seconds (vs 67 seconds 40 years ago)  There are 20 people doing this:  changing tires, refuelling the vehicle, cleaning the air intakes, the visor of the driver,, and polishing the car.   The race can be lost or won by the performance of the pit crew, or the pit stop strategy:  one vs two pit stops.... Having full tank that can slow down the car in  single pit stop;   or less fuel so that the car can run faster in a two pit strategy:

Formula 1 car pit stop

History of pit stops for the last 64 years

What are the lessons from pit stops of formula car racing

Can our office efficiency come close?

My own take on first half (H1) Performance

Did you receive?

Jorge US

Holy Gardens Group

Please visit:   

Holy Gardens Group

Holy Gardens Group FB Fan Page

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

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On Sun, Jul 6, 2014 at 7:14 PM, Holy GardensGroup <holygardens.group@gmail.com> wrote:

Goal:   To achieve sales of P50+ million in sales for H2

Reality:   Sales Performance of30%+

This is worse than 2013 when we achieved 50+.  I would say that was our banner year.  We did 200 plots  in June 2013

What are my and your alibis

We supported the H2 with new products and other financial support. However the following were not forthcoming or non existent:

1.  Lack of staff:

    At Panga, Calapan, Oton and La Union. 3ffb

   The HR and 3ffb tent) were unable to effectiely hire  and fill the vacancies.

   The lack of staff also stems from high turn over at 3ffb;  many were not qualified (not properly oriented) or were fired by the directors for misdemeanor.  The 3ffb lacked the intellectual capital to deal with Q and A and problems.

Those who were left usurped authoriy made decisions that did not have prior approval, and did not process requests from SBU promptly

2.  Improper processing:

Concerned:

1.  Documents;

2.  AP

3.  Commissions and incentives

4.  Contracts

5.  Salary scale.  The 3ffb only implemented the salary scale for her own and not the sbu

3.  Lack of FAR (focus, attention, and reverence)

1.  The SBUs were reporting to other parties and taking orders from other staff officers and not to direct reports.

2.  Intrigues/disinformation and  demotivating statements were spreading around. and this even concerned the integrity of the very senior officers.

3.  Non conformance of to job description.  There were some information that:  1.   one technical staff checks on the whereabouts of an officer on a travel mission 2.  one reports to somebody else the same person that he has left to someone else.

This office wonders what on the earth happened to job description, obedience and performance

3.  Non conformance of the SBU regarding:

1.  Reports  

   1. text reports were not filled up

   2 The CMOs report were not submitted regularly

     On the Kaizen report:  there are 5 to  6 items on kaizen report and should reflect that the pictures taken were kaizen. Improvement. Kaizen means improvement.

   3.  Best pictures while submitted regularly were not exactly the best pictures.  Some are recycled., and some are very few.  Always strive for best pictures and cover all:   office, site, customers, agents, and our staff serving customers.

   4.   FOFF they are not done regularly.  These are opportunities for us to prospect and gain customers and they are lost

   5.  What was  mentioned in the H2 Marketing plan documents were:

       1.  OUr staff and SE failed to capitalize on CAPF and  BVO/Memorial Package despite the 3rd parties saying that these are gold mines for us.

4.  Lack of knowledge

     1.  Non submission of book reports

     2.  Lack of response to Community Blog, and FB Holy Gardeners.

     3.  Journal reportsl

WTDN

1.  One on one with CMOs to be conducted by  JUS MC;  first  -  MM tomorrow July 8, 2014;   next BGG and RCC

2.  JUS and MC will attend sales meeting.

3.  Hire a GM or EVP at the 3ffb, implement new salary scale. hire new staff 

Topics for one on one:

WHERE ARE WE NOW?

1.  H1 Performance:

    Of the entire group;  of your sbu

    Sales collection

   What did you do well;  

   What did you did not do well?

2.  What are the H1 Targets

   For the group

   For the sbu

3.  What are the 2014 strategies

WHERE ARE WE GOING?  

H2 TARGETS:   Sales and collection

FOR THE SBU

FOR THE ENTIRE GROUP

2.  How do we get there?

1.  Products:

    1.  Ordinary unbundled

         Benefits

         What are unique

         MVP  (Main Value Proposition)

    2.  Bundled:

         options:   CUO,  FSO,  ISO

        At Need;   Pre Need

    3.   SIP  (We are not offering this again)

    (4.  Lawn double interment for lease:    P15t plus P15 interment. for 5 years.  renewable.

    5.  Bone crypts to serve  Catholic and Municipal deceased  whose term have expired.  Single purchase in perpetuity. subject   for approval)

    6.  Ash Crypts.

2.  Sales Agencies

    1.  ISE  (Independent Sales Agencies)

        1.  Positions and rates

         2.  Accreditation

             Issuance of ID. Letter of Authority, and calling  cardcs.

        3.  Conduct of sales meeting.  Agenda in sales meeting

        4.  Rewards and recognition

            1.  Sales awards

            2.  Allowances:

                 1.  TEnting

                 2.  Sales meeting attendance

                 3.  Recruitment

     2.  Office Sales Executives

          1.  Qualifications

          2.  Training

          3.  Job Description 

               Divisionalization (as ash crypts only, corporate, bundles)

         4.  Allowances  (attendance and processes to be observed)

     3.  Calendar of Events for H2.

     4.  Requested budget and expected returns

          WHAT TO DO TO PRODUCE PROMISED RESULTS?

         1. Promo Items

         2.  Budget for events and sales meeting

Cynthia must have consolidated summary of  3 and 4

For compliance

   

     

Jorge US

Holy Gardens Group

Please visit:   

Holy Gardens Group

Holy Gardens Group FB Fan Page

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

Goal Setting and Strategizing

BE a BIDDA: "BELIEVE, INSPIRE, DREAM, DO ACHIEVE"

From Study Mode

To:    CMOs and other chiefs, officers

How to manage performance.

It boils down to several things:

1.  Knowing where you are going.  Know you objectives (VMOKRAPI)  Know what you want  (DWIFM.)  Know your rewards.

And writing this down.  Know your goal and write them down. That is the first step towards success. Writing this down is a sign of commitment and clarity of thinking.

KISFREK says:" SET CLEAR GOALS AND PRIORITIES"

APPS:   Having an admin plan.

2,  How do you get there:

   1,  Wrting down your STRATEGIES

   2.  Writing you SPATRES

   3,  Being SMART

   4. Writing/clarifying your processes.

From Slideshare - Strategic Execution

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Explanation - re Park Beautification

Memorandum:

TO       :    Holy Gardens Oton Memorial Park

TO       :     GT

Subject:   Beautification of the Memorial Park

One of our strategies is park beautification.   We discussed this last week.  However, they had trouble writing this down, and even yesterday, February 9, 2014

And when I visited the site, there was not much improvement;  much worse they had tall grasses.  I approve at once the PO requests for gasoline for brush cutting.

Look at these pictures?

The brown patch has tall grasses in excess of 3 cm

Tall grasses, patches of weeds, still unremoved

Rough soil, not flat, planting of grass not complete;  the order to have this as "saleable area was 3 years old"

Barren and ugly;  how can we sell more?  Do you point to HAMP as the culprit?

This side looks better, could be benchmarked

This manhole covered with plywood could lose the cover and could be dangerous. Finish the final manhole

Aside from asking detailed tasks and project, what must you do to fulfill this strategy of park beautification.

This is not for me.  This for you to:

1.  To sell and generate cash flow to

2.  To pay your wages

3.  To sell more under BVO and earn points to win apps and money for you

4.  To enhance your relationship with the customers and the public.

ANSWER THIS MEMO AND INFORM ME REGULARLY OF THE PROGRESS

Jorge US

Holy Gardens Group

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  retransmittal , reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

What do you understand by: enhanced customer experience and park beatufication?

Memorandum:

TO     :   All GT/ts

             All CSS

THRU :   CMOs

SUBJECT:   SHARED UNDERSTANDING AND LEARNING

You are to discuss and have the  GTs TS and your CSS:

1.   Write down and explain briefly the 8 strategies for 2014

2.  For GT write at least 5 action programs on park beautification with detailed activities for each one.

3.  For CSS:

    1.  How do you enhance customer service experience?

    2.  How do you improve this?  What are the improvements made?

Copy this.

Comply today

Jorge US

Holy Gardens Group

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  retransmittal , reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

Shared Vision and Learning, Shared Strategy

Memorandum:

Date:  February 3, 2014

TO          :  All

THRU      :   Cynthia

                   Fermin

SUBJECT:   SHARED LEARNING AND STRATEGY

Peter Senge was right in his book, Fifth Discipline, that the correct strategy, that must be first worked on is Shared Learning and Vision. For us to move together as a team, as one giant with unstoppable force, we have to think as one.

1.  We need a common understanding on Vision, Mission, Beliefs and Principle.  Do we have a common understanding?

How do we work on this?  What must be done now?

For instance we have park beautification as a strategy and I asked them (Oton GT) to list down 5 things.  They struggled and even then, the 5 items listed lacked details, and therefore a sure sign that they do:  1.  understand 2 are likely to implement.

What can be done further?

I understand, some SBU have their own uniform.  I wonder if this was approved, or whether the SBU understands the ABCD doctrine, or the 3fold duties of an employee

2.  How about our strategy?

1.  Why was CAF a debacle/failure.  A monumental loss?  How come MLII officer and staff, and SBU balked on this?

2.  How about BVO?

1.  It is taking a while to finish and submit everything as per schedule. It is February and we do not have complete tools/resources.

2.  I tried to do role playing for instance with Jenelle P of Oton, and we struggled. 

We must be starting having prospects and selling.

Did we read the point system?  Are we motivated by the point system?

Did we learn this?

Copy this.

Reply please.

Jorge US

Holy Gardens Group

CONFIDENTIALITY NOTICE/disclaimer:   The information contained herein is strictly confidential in nature and is the property of Holy Gardens Group and intended only for the intended recipient and its  retransmittal , reuse,reprinting or taking action other than the intended party is strictly prohibited. Holy Gardens assume no responsibility liability arising from such unauthorized use.

RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

Google.com+/HolyGardensGroup

MVP concept, objectives, business model, basic formula for bundling B V O (Bereavement Value Options)

Memorandum:

Draft of Product and service brief on bundling, Value Packages, bundling

We discussed the following yesterday that need more details and clarification:

Title:   Product and Service Bundling

Background:

We sold 44 million worth of lots in 2013.  By employing CRM (more share of the wallet, Long Term Value of Customers (ltv) tactics, bundling, we can sell more at the minimum 30% over last year.  We can inlcude the bundled services as sales performance that are incentiveable as ORC, but not commissionable.

1.  Concept:   Product/Service Bundling Concept

(What is unique, enchanting, mesmerizing, seductive about this concept;  make it so, MC, CSS

Tag:    Value for Money in Bundles

           Bundle of Value in Packages

           More Value in Packages

MVP:    Saving bundle of money for memorial products and services in packages

PTM:

          1.Pre need  Investors  for resale, for income when trading;  peace of mind. convenience. -

          2.  Actual need:  (actually users for interment)

             BC  users  -   garden lots, niches + services

            CDE users -   cremation, body crypts, + services that are affordable.

2.  BUSINESS MODEL CANVASS

FRONT END

Links   :    ads, agents, internet marketing, tarps

Bond:     CRM program, internet marketing, superior customer service

Revenue?

Back end:

Key Activities:

     1.  Sales activities

     2.  Internet marketing

     3. Agents recruitment

     4.  Processing of documents/account

     5.  Processing of claims/servicing

     6.  Delivery of interment services/ :  supervision outsourcing

     7.  Accreditation at SSS; processing of SSS Claims

     8.  End to end services:   bone transfer, bone cremation

     9.  Enhancement of products and services delivery (innovation)

Key Resources;

    1.  Interment equipment

    2.  Crematoriium/partnership with crematorium

    3.  Body crypts

    3.  Funeral service/partnership with crematorium

    4.  Ash crypts

    5.  Service vehicles

    6.  Current interment equipment

    5.  Blogs, websites, autoresponders platform

    6.  Existing interment equipment

    7.  Vacant spaces at Memorial park:

        1.  Cliffs at HGGMP,  irregular lots at Pangasinan

   Costs:

  Compare costs and revenue;  know the GP

  <Please format into business model>

3.  OBJECTIVES:

     1.  To add at least P20 million in additional sales

     2.  To supplant 0 promo in 2014

     3.  To give tools/ammunition for agents to sell more;

    4.  To motivate SBU chiefs and marketing staff

4.  Summary of offer for the value packages:

    Cheaper in bundles.

   1.  Pre need

       Lots are 5% cheaper based on NLP for two items in bundles.

       Lots are 10% cheaper based on NLP for 3 or more bundles.

           Services are generally cheaper by 10 to 25%

           Interment:

           1.  DLX  -  Unbundled price  -   P22t

                           Bundled price      -  P18,995

                           Savings     -   P2,995

                           %              -   14%

          2.  Luxury 

                        Unbundled price -  P25t

                        Bundled price -  P21, 495

                        Savings -  P3,500

                        14%

2.  At need

     PTM  - B and C

    1.  Regular lawn lots plus services

     For bundles of 2  -  Less l5% on actual need price

    Services:

    1.  Interment:

         DLX    -  18, 995

        Luxury  - 21, 495

   2.  Chapel use:

        Non aircon:    P2,500 per night unbundled

        Bundled:    P2,000  (less 25%)

        Aircon  :     3,500 per night unbundled

        Bundled:     P2,799

5.  Funeral Service

     1. Crowd drawer;  basic   for CD

         P10t same price for bundled and unbundled

         No margin

     2. Midmarket  pleaser

        "Rosal"

        Unbundled  -   P20,000.

        Bundled  - P16,999.

        Cost to us P15,000.00

        Margin

    3.  Upper middle pleaser

         Cateleya

        Unbundled  -  P49,999

        Bundled  -        44,999

        Cost to us -      P40,000

        Our Margin

4.  Chapel Use:

      Non aircon:    P2,500 per night unbundled

        Bundled:    P2,000  (less 25%)

        Aircon  :     3,500 per night unbundled

        Bundled:     P2,799

B.   Front office activities

     1.   Internet marketing

     2.  Answering :

        1.  sms

         2.  fb, twitter

         3.  emails

         4.  cellphones

         5.   land line.  

3.  Entertaining walk ins

4.  Product and package presentation:

    1.   Verbally

     2.   Video

     3.  Powerpoint

5.  Tripping

6.   Closing

7.   Acceptance of payment

8.   Documentation

     1.   AR  and OR

     2.  Signing of documents

     3.  T and  C;  PPA for lots only;   TC for issuance upon full payment

9.   Delivery of documents:

      1.  On time

      2.  Complete

C.  Back office

     1.  Processing of payment;  account distribution at CRB

      2.  Sales report

      3.  Making ledgers

           1.  Single  or multiple ledgers

      4.  Posting of payments

       5.  Accounting for JV

       6.  Accounting for BIR

D.  Partners

     1.   Crematorium  -   agreements and negotiation for price and payments

     2.  Funeral parlor/homes

     3. Additional ISG teams  for ISG

     4.  SSS accreditation

     5.  MHO, Local civi registrar

     6.  Hospital staff:   sg morgue staff, ICU nurse or even hospitl owner admin

 

     

Jorge US

Holy Gardens Group

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