Decoding The 5 Growth Strategies of Henry Sy  by Josiah Go

Decoding The 5 Growth Strategies of Henry Sy by Josiah Go

Articles
Henry Sy, SM and the Philippines:  I wrote about SM and Henry Sy in my books (Principles and Practices in Marketing in the Philippine Setting, and Entrepreneurship: Starting an Enterprise, Having an Innovation Mindset) because discussion of marketing and entrepreneurship in the Philippines setting without SM and Henry Sy would not be complete. The legendary king of retail, king of banking, king of stock market valuation (His SM Investment and SM Prime are both over a trillion pesos in the stock exchange of the Philippines), Henry Sy, who passed away last January 19, 2019, was a strategist worth emulating.  The Circumstances of the Strategist: We all know that Henry Sy opened SM North Edsa in 1985, after the Edsa Revolution, when interest rates were as high as 45% per annum. This was…
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Q&A with Pryce Gases Chairman Salvador Escaño on Turnaround Strategy

Q&A with Pryce Gases Chairman Salvador Escaño on Turnaround Strategy

interviews, Q&A
Salvador Escaño is Chairman and CEO of Pryce Gases Inc., the leading LPG supplier in Visayas and Mindanao. Pryce Gases, owned by Pryce Corporation, a publicly-listed company, attained P9.2 billion in sales from 210,000 metric tons and P1.25 billion in net profit in 2017, up 11% and 29% respectively. For 2018, it is projecting to do P12 billion revenues and P1.5 billion net profit. ‘Joyjoy’ as he is fondly called, shares about his adaptability and grit during challenging times and how he kept winning despite his company’s corporate rehabilitation in 2004-2015 . Q1. You were a very small player in LPG but now has nearly 30% of the VISMIN market. What strategy worked for you as a latecomer/challenger? A1: First, we made sure that we had the proper infrastructure and…
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Q&A with Fly Ace President Lucio Cochanco, Jr. on Growth Strategy

Q&A with Fly Ace President Lucio Cochanco, Jr. on Growth Strategy

interviews, Q&A
Lucio Cochanco, Jr. is the President of Fly Ace Corporation, marketer of Jolly canned vegetables, canned fruits, Doña Elena Mediterranean products (olive oil, olives & capers, pasta & pesto sauces, canned tomatoes, anchovy, bottles sardines & canned tuna) , Good Life oriental products (sotanghon, egg noodle, bihon, bread crumbs, sesame oil, oyster sauce) and other food products, many of which are leaders in their respective categories. He shares his insights on how they transitioned from a humble trading company in Divisoria to a major player in the canned vegetable and cooking oil industry. Q1: You were a PX trading company in Divisoria. What made you shift to launch your own brands in 1997? A1: Our parents Lucio S. Cochanco Sr and Ederlina Cochanco started our business The Jolly General Merchandise…
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Lessons from Injap Sia, the Master Strategist

Lessons from Injap Sia, the Master Strategist

interviews, Q&A
The first time I met Edgar Sia II, better known as Injap, was in 2009 when his entry to the Mansmith Young Market Masters Awards (YMMA) won and made him part of the batch. He was just 32 years old then. I learned that during that time he was preparing Mang Inasal for its initial public offering (IPO) in the stock market, so it was understandable that he wanted Mang Inasal to be more high profile as he also won an Agora Award with his Mansmith YMMA, getting repeated validation and admiration from third parties about his unique concept of recombining classic elements like BBQ chicken and fast food into what has become a new fast food category. Previous BBQ chicken concepts were all based on a traditional casual dining…
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Q&A with Joy-Nostalg Group CEO Jack Ng, Jr. on Marketing Execution

Q&A with Joy-Nostalg Group CEO Jack Ng, Jr. on Marketing Execution

interviews, Q&A
Extraordinary Enclaves, a member of Joy-Nostalg Group, is developing a 30-Hectare Socialized Housing project in Naic, Cavite. Such a large undertaking requires meticulous planning to ensure a successful implementation. Joy-Nostalg Group CEO Jack Ng, Jr. shares how important execution is after formulating strategies. Q1: The government requires 20% of property developers’ sales to come from socialized housing. Your Extraordinary Enclaves is doing 50%, with the other half going mostly to your mid-range brand Elanvital Enclaves. Why the greater focus on socialized housing? A: I have taken interest in Architecture and Development when I was about 13 years old, being inspired by and experiencing my father's low-cost housing development then in Novaliches. With age and deeper insights of the housing industry and it's 5M backlog, my interest for Social Housing matured,…
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Q&A with Kantar’s Nicco de Jesus on Online Brand Strategy

Q&A with Kantar’s Nicco de Jesus on Online Brand Strategy

interviews, Q&A
Nicco de Jesus is currently the Media, Analytics and Digital (MAD) Business Director of Kantar Philippines, part of advertising giant WPP. He has over 20 years of experience in doing research and management science. Nicco headed the Marketing and Opinion Research Society (MORES) of the Philippines for two terms. He is very active in the Digital Measurement Board, the data science task force and helped with public health research. Q1: Unlike in the Philippines and Vietnam, consumers in developed markets like Singapore, Australia, and New Zealand have low trust in brands online. Why is this so? A: Consumers in more developed markets likely trust brands online less than consumers do in less developed markets because the relative risk of bots-gone-wild is higher and the relative ease of life brought about…
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Q&A with Solar Philippines Founder Lean Leviste on Business Model

Q&A with Solar Philippines Founder Lean Leviste on Business Model

interviews, Q&A
Leandro Leviste is the President and CEO of Solar Philippines, a company he founded in 2013 and is today’s largest solar company in Southeast Asia’s. He shares the business model and strategy of Solar Philippines Q1: On Target Market - What made you choose the commercial / industrial segment over the residential segment first? A: Commercial projects have economies of scale, which help lower costs for residential projects. Installing solar on mall rooftops also raises consumer awareness, and as there are only a few large rooftops, there's more urgency to move early into commercial. That said, we believe in the importance of participating in diverse market segments, because residential will surpass commercial in scale in the coming years, and meanwhile, operations in each segment help scale and complement each other.…
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How Supermarkets Can Survive the Online Future by Josiah Go

How Supermarkets Can Survive the Online Future by Josiah Go

Articles
Red ocean Many brick-and-mortar supermarkets are in the red ocean — a market space where stores are constantly fighting against each other to win existing customers. As they aspire to be the preferred store, they usually resort to launching price and promo deals in predictable intervals. Unfortunately, the transactional norm of offering lower prices will not be sustainable, unless they get bigger margins and manufacturer’s support funds similar to volume discounts of the larger supermarket chains. Store options are available for consumers: budget-conscious ones are smart enough to stick with two to three stores where they can get the best deal, and digital native millennials are looking for more than what traditional shops can offer. Online Options The entry of more and more online stores and delivery services, brought about…
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Q&A with Globe Telecom President Ernest Cu on Strategy

Q&A with Globe Telecom President Ernest Cu on Strategy

interviews, Q&A
Globe market shares in mobile revenue have steadily climbed up from about 30% in 2008 to over 52% as of first half 2017. Globe Telecom President Ernest Cu, who joined Globe in 2008, shares the transformation of Globe. Q1: When you took over as president of Globe, the mobile market shares of Globe was at 30%. Then in 2011, your competitor Smart merged with Sun. Instead of being negatively affected, you eventually became no. 1 in mobile. What were the key turning points that made Globe the leader in mobile? A1: It was a series of transformational events with the customer in mind. It started in 2010, when we determined that the next wave would be the smartphone and data. We transformed our network to a data network, changing out…
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Never Provoke a Rival by Josiah Go

Never Provoke a Rival by Josiah Go

Articles
Blockbuster vs Netflix: Blockbuster, then dominant market leader in video rental service in the United States once valued at US$8.4 billion when it was acquired by Viacom in 1994, declared bankruptcy in September 23, 2010. In 2001, its 3-year old rival, Netflix, was offered to Blockbuster for only US$50 million. When the offer was ignored, Netflix decided to raise funds via initial public offering in May 2002. Its share prices dropped from US$18.19 in July 4, 2002 to US$9.89 in Aug. 2, 2002 when Blockbuster announced it would add video mail delivery and subscription pricing like Netflix's business model. Fortunately, Netflix was granted patent right in June 2003 on the technology of its queuing and recommendation system. Netflix CEO Reed Hashting was quoted in 2004 saying that "In the last…
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