• K-LIFT is the fledgeling (4-year old) material handling subsidiary of the KILTON MOTOR GROUP which mainly distributes the Japan-made DENYO industrial power generators in the Philippines. K-LIFT - aside from being the exclusive distributor of the Mitsubishi forklift trucks in the Philippines - also bought, reconditioned, sold and rented-out used/second-hand lift trucks. K-LIFT competes with over a dozen other companies in the relatively small market (less than 500 brand new forklift units a year, total).
• Although I was in charge of the entire sales and marketing operations of the company, I also did field selling on my own database of customers.

• Doubled sales versus the total previous year in my first year with the company.
• Conducted bi-weekly meetings with the sales force during which each one's sales performance was reviewed versus his target. The agenda included discussion of ongoing promotional programs that the sales force should take advantage of to increase sales and commission income; continuing training in salesmanship, orientation on positive success values and attitudes; review and training on the technical features of our forklift trucks and how to use those features as strong selling points; discussion of competitive activities and our own strategic and tactical initiatives, issues with other departments (e.g., parts and service); etc.
• Clarified each Sales Engineer's database of target and existing customers and set up an Excel-based classification system of companies within that database (e.g., grouping them into pure prospects, presented to, quoted to / for follow-up, sold-to - awaiting delivery, sold-to - turned-over to service group, and lost-sales with reason for loss). This enabled each sales person to plan his fieldwork better in covering the companies in his database. Also started creating an Excel-based program to facilitate and automate the maintenance of that database.
• Rationalized the territorial coverage of the sales force to prevent overlapping.
• Initiated and enforced the submission of a Daily Activity Report (DAR) for the sales force. Developed an Excel-based daily activity reporting system that tracked each sales person's contacts with customers (both face-to-face and by phone, fax, email or SMS) and type of personal sales call - whether follow-up and new account sales. It automatically computed the average daily calls as a quantified measure of sales activity. When correlated with comparative sales performance, this becomes a powerful motivational tool.
• Designed and implemented the use of a material-handling survey form to establish the material handling situation of key customers so we can plan the best approach for for selling our equipment based on their needs: the survey included the size, age, and brand distribution of the prospect's material handling fleet, the annual maintenance cost on that fleet, its technical and repair service, their coverage by a preventive maintenance contract, level of satisfaction with their current equipment and the technical support services of their supplier, the various types of materials they handle in various stages of their physical operations, etc.
• Introduced a performance evaluation system for the sales force which is objective and based on their performance on Key Result Areas that lead to increased sales and profitability.
• Increased the sales force by adding one person in the sales force to make a total of four Sales Engineers, while continuing to study the adequacy of the size of the force while taking into account: the size of the customer database the sales force is supposed to cover, our annual sales and the growing productivity of the current sales force, the time-intensiveness of sales-servicing activities as the salesman's base of sold-customers grows and how much time this leaves for the coverage of new prospects; the impact of telemarketing and direct mail efforts in opening new accounts for the sale force to cover.
• Managed the first-ever participation of the company in a trade exhibition, using it as a vehicle for the official local launch of the new series of forklift trucks (the GRENDIA) released by our Mitsubishi principal. The elements included stand layout, backdrops, brochures, ribbon-cutting, stand manning schedule, two ad placements in a nationally-distributed daily newspaper, the launch program which included the participation of the representative of the Department of Trade and industry, and the reporting of the whole project to our Singapore principal for the approval of their share of the expenses.
• Exploited the fact that the GRENDIA is a Good Design Award winner in Japan (the equivalent of the Oscar for Japan's new products) as a key selling tool for the new series.
• Successfully pushed for the company's first-ever company-wide team-building workshop-conference in conjunction with the presentation of each department SWOt analysis and annual plans. This was held in February 2006.
• Systematized the recording of incoming calls to provide statistics on inquiries for brand new vs. used equipment, outright purchase vs. rental, etc., for use in management planning.
• Improved the company's company profile presentation sheets and powerpoint presentation, improved the design of the company letterhead.
• Developed a geocities-based website for the company, K-LIFT INDUSTRIAL & EQUIPMENT CENTER
• Assisted in the preparation of the company's required Business Plan for 2006 which was subsequently approved by our Singapore principal.
• We are slated to conduct our first-ever direct mail campaign as a lead-generation project. Following the analysis that awareness level for our distributorship as well as the Mitsubishi forklift brand is low, the mailer also introduce our company and the new Mitsubishi GRENDIA line to the presidents and CEO's of manufacturing companies operating in the country's special economic zones.

• Overall in charge of the Philippine operation of the German company Edelstahl Technik-Ulm GmbH.
• Ours is basically a sales and marketing company for German-designed stainless steel drainage products, part of which are sourced from Germany and part fabricated in the Philippines via an exclusive manufacturing agreement with an independent stainless steel fabricator. We provide sanitary drainage solutions primarily to the food processing industry -- from the largest food manufacturers to the fast food chains and gourmet restaurants.
• We are also the exclusive agent for two other German products: Kessel grease separators and EMCO entrance matting systems.
• Our target market includes both the Philippines as well as the entire Southeast Asia.

1. Saved two huge export orders to Thailand (combined value: US$ 93,000.00) from being rejected by customer, in one case by sending and joining a task-force to attend to customer complaints, in the other case by sending and closely supporting a technical support person to assist the customer in the product installation after the customer aborted their own installation plan.
2. Export sales growth. Expecting to more than double export sales this year versus last year following a successful export sales drive involving improved performance of existing export agent (Hongkong) as well improved presence in other key markets (Thailand, Sri Langka, Vietnam).
3. Expense control. Reduced expenses for the second straight year while maintaining a increased level of operations and sales.
4. Cost-sharing. Wrote the documentation to transfer the correction expenses to the fabricator to the extent that the correction was due to fabrication deficiencies.
5. Trade show participation. Successfully handled the company's participation in 7 trade shows (5 local, 2 foreign - Dubai, Bangkok). Lowered participation cost by more than 50% while maintaining a high inquiry rate.
6. Translation of product catalogue. Helped translate the company's new product catalogue from German to English, after seeing that the initial translation was unsatisfactory (awkward and stiff).
7. Secured favorable ruling in legal action. Obtained a favorable ruling from the labor court on a case filed against the company by a former employee. Fired the lawyer handling our case and swithced to a different law firm when I saw that the former was not handling our case properly.
8. Asset recovery. Recovered two cars (combined value, P 500,000) being kept by an absconding salesman with the help of the police.
9. Leadership continuity. Sustained the operation of the company despite being left with only one salesman (after three were fired) when I joined the company).
10. Sales force development. Hired, trained, promoted and fired salesmen as needed in the process of rebuilding the sales force. Eventually arrived at the best academic and professional background for the kind of products the company is selling. Developed an in-house sales training program.
11. Non-competition clause in employment contracts with new salesmen. Wrote, revised and refined the employment contract with new salesmen for a more thorough description of their duties and responsibilities, as well as to prevent them from competing with the company in case they are separated.
12. In-house development of sales presentation and advertising materials. Developed brochures, powerpoint presentations, tarpaulin backdrops for trade show booths instead of paying for costly outside services.
13. Customer relations / complaints management. Got a principal (KESSEL) to replace a defective product that had been delivered to a customer, with the principal covering the entire shipping cost. Also successfully handled a quality complaint from a key customer by proving the authenticity of the materials used, based on actual laboratory tests. The cost of the lab test was borne by the material supplier.
14. Investment in high-tech equipment to improve sales presentations. Invested in multimedia projector and screens as well as in a laptop computer to enhance our sales presentations to big groups.
15. Sales support. Supported the sales group by accompanying them in numerous sales calls and personally conducting sales presentations.
16. Product packaging improvement. Improved the packing of export deliveries by having the products properly crated instead of simply being piled one on top of the other.
17. Office equipment care and maintenance. Cleaned up the networked office PCs of pornographic, music and other personal files, removed viruses, and established a hierarchy such that no programs can be downloaded by lower-level users without the permission of the network administrator.
18. Specified by kitchen designers. Got foreign kitchen designers to specify EDELSTAHL's products for the drainage channels, floor gullies and gratings.
19. New product development. Initiated development of new products to exploit the huge residential segment of the market (versus the commercial segment we have traditionally targetted).
20. Quotation time improvement. Virtually removed agents and customers' complaints on the slowness of responding to request for quotations by maintaining a standard of 24 hours or a maximum of 48 hours if we ourselves are awaiting downstream quotations.

• Supervised a sales force of seven Account Executives (AE) operating mainly in the Metropolitan Manila area.
• Met with each AE daily to check the sales calls made the previous day, collections, new printing jobs entered, problems encountered and possible solutions.
• Accomplished monthly reports at the end of each month on the following: individual sales for the month vs target, growth versus same period last year, collection performance, new accounts opened, average calls per day, quotation winning rate, etc.
• Conducted monthly meetings with Sales Force to discuss performance on various key result areas and give recognition to those who have done well, to share both good and bad experiences that everyone can learn a lesson from, etc.
• Prepared proposal letters for new account prospects.
• Saw to it that the AEs have a fully equipped Sales Kit.
• Continuously studied and reviewed the systems and procedures so as to maximize the AEs' time in the field servicing Clients and developing new accounts.
• Assisted in the documentation of the company's quality control system.
• Assisted in the design and installation of a Printing Management Information System.

1. More than tripled total sales over a 6-year period (1997 - 2002), notwithstanding the monetary crisis that rocked the Asian region in 1998 - 1999. As a result of this growth, the management embarked on an expansion program (acquiring a brand new Heidelberg 5-color offset press with coating, an 8-color perfecting Heidelberg press, building a new 4-storey building) that more than doubled the company's production capacity.
2. Helped win new high-potential accounts for the company including Nestle Philippines, Astra Pharmaceuticals, Elan Pharmaceuticals, Janssen Pharmaceutica, Johnson and Johnson, Caltex, Asian Development Bank, and S & R Price Club.
3. In their awarding ceremonies for their best suppliers, Johnson & Johnson gave the top award to our company as the Supplier of the Year for 2001 under the category of promotional and merchandising materials.
4. Established and closely implemented a total-sales-performance monitoring system based on key results areas (KRAs): invoiced sales (actual for the cycle and year-to-date versus target and versus year-ago), collections and receivables, new accounts developed, calls per day by company and by person, number of jobs quoted, quotation winning rate, etc.
5. Developed and applied a comprehensive Training Program for new Account Executives covering the technical aspects of printing, administration and documentation, and salesmanship and sales servicing.

1. Conducted several Career Orientation Presentations (COPs) where individuals in other career paths are exposed to the life insurance career.
2. Developed a dozen brochures presenting life insurance in a different way.

Managed the entire sales operation involving a 70-man sales force operating nationwide, composed of booking salesmen and ex-truck salesmen with their corresponding territory and regional managers.

1. Planned and conducted the company's first-ever sales contest which boosted sales by 25% versus the same period the previous year.
2. Planned and executed a nationwide program of appointing distributors for sales territories for which direct coverage by the company has become uneconomical. Appointed 10 new distributors nationwide.

• Handled the entire 'Basic Book' business unit accounting for P 40 million sales volume. Supervised Home Office and Branch Sales Executives who were responsible for both direct and indirect (i.e., via independent agents and brokers) sales, to ensure that the sales and profit targets are met.
• Prepared the annual P & L budget for the division.
• Prepared the division's annual marketing and sales plan, setting the objectives, identifying the key problems and issues, formulating an aggressive marketing and sales strategy, laying down and executing the required action plan with planned targets dates for the accomplishment of milestone goals.
• Maintained a productive and loyal agency force nationwide.
• Developed, recommended, and executed incentive systems and sales contests to maximize sales force motivation.
• Conducted actual sales calls with big clients and distributors either to close sales or to maintain close relationships and prevent competitive inroads.
• Conducted regular branch visits to thoroughly check branch operations -- their compliance with head office instructions and how their operational efficiency can be improved.
• Monitored branch expenses and maintain their proper ratio to revenues and profits.
• Selected and hired new Branch Executives in case of resignations.
• Monitored competitive activities and products and recommend counter-measures.
• Continuously evaluated our competitive position in the market and make sure we are maximizing our competitive strengths.
• Monitored the market for, and aggressively exploit, new business opportunities.
• Coordinated with the Customer Service, Finance, Claims, and HRD functions as needed.
• Product Champion for new insurance product, Credit Disability.

1. Contributed P 7.8 million in underwriting profits in 1992.
2. Discovered, and launched sales operations in, 3 new, huge market niches (rural electric cooperatives, government employees cooperatives, sales forces of direct sales companies such as Avon). Now starting to make huge sales and profit contributions to the company.
3. Developed numerous sales brochures and presentation materials as selling aids.
4. Launched a new insurance product -- Credit Disability -- into the local market, innovatively focusing on the huge and rapidly growing credit - purchase segment of the local car market.

• Helped start the business from scratch.
• In charge of total marketing and sales operations.

1. Completed the feasibility study required by the Board of Investments for export-oriented companies, paving the way for the duty-free importation of sewing machines (making up the heart of the operations), and, therefore, the actual start-up of the business.
2. Developed the company's first set of local corporate clients which provided sales revenues while the company's export market was being pursued.
3. Broadened the company's product range, reinforcing its image of design innovativeness, and helping to further expand its local customer base.

• Joined the company when the sole export customer had just broken all ties and had decided to source from cheaper suppliers in China, South Korea, etc. Thus, my main task initially was to win new export clients.
• Served both as administrative manager as well as salesman in promoting the company's products and services to export customers.
• Promoted the company's products in the export markets by organizing its participation in international trade shows.
• Saw to the efficiency of the administration and documentation side of the export operations.
• Ensured the company's compliance with government regulations as touching the export sector, and, whenever possible, to take advantage of whatever incentives are being extended to export-oriented companies like ours.

• Pushed the company's export sales as follows:

  	1985	1986	1987	1988
  US$ ('000)	392	781	1,190	2,349
  Growth (%)	-	99	52	97
  Export customers (#)	8	13	16	20

  
  
• Successfully organized the company's participation in international trade shows (1986 - PHOTOKINA, Cologne, Germany; 1987 - Paris Foto Fair; 1988 - PHOTOKINA, Cologne, Germany), widening its business contacts in the European export market and further boasting its sales.
• Significantly increased the company's export customer base from zero when I came in, to 8 at the end of my first year, to more than 20 by 1988.
• Developed and successfully market the company's own brand of products -- FOTOPRO.
• Developed new clients in the other product areas (computer bags) which contributed substantially to the company's sales. By 1988, these were accounting for more than 50% of total sales volume.
• Improved the efficiency of the export documentation section, enabling it to document substantially more shipments with less manpower.
• Hired and developed an Assistant Export Manager to help handle the growing load of client-servicing requirements, as the number of export clients grew.

• Conceptualized, developed, and actually executed, controlled, evaluated and reported the results of massive promotional projects -- both regional and nationwide -- in support of the company's marketing and sales objectives.
• Ensured the development, production, and excellent quality of each promotion's advertising and communication support -- i.e., TV and radio advertising, posters, trade leaflets, sales organizers, 'truckbacks' (the billboards fastened on the back of the Pepsi trucks), streamers, under-the-crown printing. Planned and executed promotional roadshows and public raffles.
• Coordinated with the Market Research and Security divisions.
• Ensured that the sales force takes a maximum advantage of each promotion by developing a coordinated sales incentive program and holding promotional-launch sales rallies.
• Liaised with the Bureau of Domestic Trade on the approval of new promotions and their supervision of raffles.
  
  
• Skills developed:
  • Promotional objectives and strategy formulation and execution
  • Promotions budgeting
  • Promotions prize structuring (considering both consumer and trade interest)
  • Security systems and procedure development
  • Advertising and media support coordination
  • Roadshow planning and implementation (promotions merchandising)
  • Purchasing and delivery coordination
  • Sales force coordination
  • Research planning and coordination
  • Comparative promotional productivity analysis
  • Coordination with legal department / Ministry of Trade

1. Conceptualized and executed -- in a period of less than one year -- eight (8) massive promotional concepts in fifteen (15) separate promotional campaigns both regional and nationwide -- in support of the company's marketing programs. Some key results:
   
   

   Promotion	Promo/Period	Area(s)	Objectives	Results
   Cash Craze	March 4 - May10 '84	Metro Manila Central Luzon Part of Southern Tagalog	To defend Pepsi's franchise and take advantage of peak consumption season.	5-months declining market share trend reversed with 5-point rebound.
   Money Savers	Feb 19 - May 19 '84	Bacolod plant region	To defend Pepsi's market share vs Coke's test-launch of the 6.5 oz size.	Arrested declining market share
   Tasty Treats	Mar 14 - May 12 '84	Naga plant region	Test all-free goods concept in an economically depressed region.	Sales grew 10% vs year-ago and vs Plan. Market share climbed 7 pts.

   
   
2. Improved the efficiency of the entire promotions management system -- from promo concept to project proposal and plan preparation, to coordination with the advertising agency on the development of the promo materials, securing Department of Trade approval, the production of promo crowns, the launch of the promo with the sales force, the planning and execution of the promo road show with the accompanying PR publicity, monitoring the progress of the promotion, the conduct of the raffles, up to the evaluation and reporting of the promo results. This explains why so much was executed in so short a time.

• Brand marketing strategy formulation and marketing planning / execution
• Market segmentation analysis and exploitation
• Competitive brand positioning
• Distribution strategy
• Product improvement programming
• Competitive pricing strategy
• Margin improvement programming
• Advertising, creative, and media strategy
• Line extension strategy
• Packaging / sizing strategy
• Promotion strategy
• Sales forecasting
• New product planning
• Brand revitalization

1. Turned around the company's deodorant business which accounted for 57% of the division's sales, from P 8.9 million (22% market share) to P 14.8 million (50% market share) in 1982. Enabled the company to capture the unquestioned leadership in the deodorant market.
2. 'Infused new life' into a dying brand, SHAPE UP. Pushed up sales starting 1981 from P 890,000 in 1980 to P 1,243,000 in 1982.
3. Streamlined the market positioning of assigned brands (MUM, BAN, and TRIG deodorants / anti-perspirants) to eliminate positional clashing. Developed new effective commercials (TV, radio, and print) based on the new positionings, resulting in higher awareness levels versus competition (Colgate-Palmolive's VETO and PRC's REXONA) despite much lower advertising budget.
4. Initiated margin improvement measures to boost the profitability of assigned brands.
5. Saved for the company tens of thousands of pesos by conducting in-house marketing research surveys, using my previous experience as a marketing research man (Project Analyst) at Colgate-Palmolive.

• To set up company's 'PNRI project', a nationwide panel of retail stores which will form the basis for a new distribution-research product the company was preparing to market -- the Philippine National Retail Index.
• To hire, train, and supervise field supervisors and researchers who would recruit randomly selected stores -- representing different store classifications -- which are to belong to the PNRI, and to initiate the actual retail audits, based on a selection of product lines.

1. Successfully recruited stores of various classifications in key cities of the country to become members of the company's national panel of retail stores for the PNRI (Philippine National Retail Index).
2. Developed the company's first Operations Manual which helped standardize, systematize, and improve the efficiency of the field research operations.

• To design, recommend and execute quantitative and market research projects, as requested by the marketing / brands department.
• To analyze and report project results, highlighting implications for marketing, advertising, promotions, and/or sales strategy.

1. Successfully designed, conducted, tabulated, analyzed, and reported (both verbally and in writing) numerous market research studies in support of the company's marketing effort.
   Types of studies conducted include:
   • Consumer Usage and Attitude Surveys, both for current brands and brands on test market
   • Blind and Identified Product Tests, both paired- and multiple-comparison
   • Taste tests
   • Package preference tests
   • Name tests
   • Advertising recall studies
   • Distribution studies
2. Successfully supervised the entire market research department during the time when the Market Research Manager went on an extended leave.