Sunday, September 19, 2010

Do You Want to Gain Financial Wealth and Spiritual Abundance at the Same Time?

http://trulyrichclub.com/



My name is Bo Sanchez.

For twenty years, I was a poor missionary.

It helped that I was single then. I had no babies that needed diapers or a wife to romance on dates or a house mortgage to pay. So poor was okay.

I didn’t need money. I was happy preaching, writing, and doing ministry work among the poor. I really thought that to love the poor, I had to become poor.

I also used to think that to be close to God, I had to be poor too. I had this subconscious belief that money was evil.

But over ten years ago, I began to change my beliefs. (Which by the way is where all radical changes start. As the Bible says, “By your faith, it shall be done unto you.”)

Today, I’m a Truly Rich missionary.

I chose to become an entrepreneur. I now run businesses, invest in real estate properties, and invest in stocks and other paper assets. As of this writing, I have 16 income streams flowing to my life.

Yes, I’m still a missionary. I still preach, write, and work among the poor, lifting them out of poverty. And the impact of my ministry has multiplied a hundred times more.

But in case you’re asking, I don’t drive a luxury car or own a mansion. Oh yes, I can now afford to buy them. But as a personal choice, I’ve decided to remain simple in my lifestyle. Why? Not because it’s wrong to own them. I repeat: It’s a personal choice. But I believe that the ultimate purpose of wealth is to love others. And I’ve made a choice to use a lot of my wealth to make this world a better place.

I’m Truly Rich because of two reasons: My passive income is much more than my monthly expenses—and so I’m able to tithe to God and give sacrificially for the ministry and the poor.

And that’s what I want you to experience.

Friend, I want to stop talking about me and start talking about you. I want you to enjoy the same blessing in your life. And the key is to change your beliefs and thinking…

http://trulyrichclub.com/

To Change Your Beliefs & Get Your 7 Free Blessings!

How could something as simple as GodWhispers change your life?

Here’s why: Your beliefs are very powerful.

Your beliefs are so powerful, they determine your whole destiny.

And from my experience, two of the most important beliefs that determine your destiny are beliefs about who you are and who God is.

These two crucial beliefs—(1) who you think you are and (2) who you think God is—will shape your entire future. Trust me, your happiness and success in life depends on these two beliefs!

And that’s where GodWhispers come in. If you read GodWhispers daily, over time, I’m convinced it can change these two crucial beliefs.

How do I know?

Let me tell you my story…
Where My Distorted Beliefs Come From

When I was a child, I was sexually molested.

Though a victim, I blamed myself.

I found myself hating myself. I felt dirty. I felt ugly.

As the years went by, I developed a sexual addiction that messed up my life for many, many years. But worse than that, I developed a shame-based personality.

For years, I would wake up every morning feeling a deep sadness in my heart. At first, I didn’t know why I felt so much despair in me. It was only much later that I discovered what it was: I realized I was ashamed about who I was. I was ashamed that I was alive. I was ashamed that I even existed!

I was desperate for people to like me—so I would bend over backwards to get people to like me. If people didn’t like me, I panicked. I felt I was dying inside.

My sexual addiction was simply a hunger for love. And not being able to get that love, I chose a substitute—which was sexual fantasies and pornography. They were my anaesthesia to deaden the pain inside.

The funny thing was that early on, when I was 12 years old, I came to a personal relationship with God. But somehow, my addictions and my deep-seated shame continued and even worsened. I didn’t know why I wasn’t being healed.

Years later, I realized why: My image of God had to be healed first.

You see, once upon a time, I thought that God was a judgmental God. I thought that when God looked at me, all He saw were my sins and my weaknesses.

I began to heal when I began to change my beliefs about God.

How? I bombarded my mind with the correct image of God. (How I wish I had someone else sending me GodWhispers then!)

I learned that beliefs don’t change overnight. Changing one’s beliefs means creating new neural pathways in our brain.

Let me explain how this works.

http://godwhispersclub.com/index1.php

Tuesday, September 14, 2010

7 Spending Tips From Frugal Billionaires

Carlos Slim Helu (Carlos Slim)
Carlos Slim Helu (Carlos Slim), a telecom tycoon and billionaire with well-known frugal tendencies, has a net worth of $60.6 billion, according to Forbes. Assuming no changes in his net worth, he could spend $1,150 a minute for the next 100 years before he ran out of money. To put this in perspective, he could spend in 13 minutes what a minimum-wage earner brings home after an entire year of the daily grind.
Carlos Slim Helu (Carlos Slim), a telecom tycoon and billionaire with well-known frugal tendencies, has a net worth of $60.6 billion, according to Forbes. Assuming no changes in his net worth, he could spend $1,150 a minute for the next 100 years before he ran out of money. To put this in perspective, he could spend in 13 minutes what a minimum-wage earner brings home after an entire year of the daily grind.


1. Keep Your Home Simple
Bill Gates
Billionaires can afford to live in the most exclusive mansions imaginable -- and many do, including Bill Gates' sprawling 66,000 square foot, $147.5 million dollar mansion in Medina, Wash. -- yet frugal billionaires like Warren Buffett choose to keep it simple. Buffett still lives in the five-bedroom house in Omaha that he purchased in 1957 for $31,500. Likewise, Carlos Slim has lived in the same house for more than 40 years.






2. Use Self-Powered or Public Transportation
John Caudwell,
David Cheriton
Thrifty billionaires including John Caudwell, David Cheriton and Chuck Feeney prefer to walk, bike or use public transportation when getting around town. Certainly these wealthy individuals could afford to take a helicopter to their lunch meetings, or ride in chauffeur-driven Bentleys, but they choose to get a little exercise and take advantage of public transportation instead. Good for the bank account and great for the environment.

3. Buy Your Clothes off the Rack
While some people, regardless of their net value, place a huge emphasis on wearing designer clothes and shoes, some frugal billionaires decide it's simply not worth the effort, or expense. You can find David Cheriton, the Stanford professor who matched Google founders  

Sergey Brin and Larry Page to the venture capitalists at Kleiner, Perkins, Caufield & Byers (resulting
Sergey Brin and Larry Page
in a large reward of Google stock), wearing jeans and a t-shirt.

Ingvar Kamprad
Ingvar Kamprad, the founder of the furniture company Ikea, avoids wearing suits, and John Caudwell, mobile phone mogul, buys his clothes off the rack instead of spending his wealth on designer clothes.

4. Keep your Scissors Sharp
The average haircut costs about $45, but people can and do spend up to $800 per cut and style. Multiply that by 8.6 (to account for a cut every six weeks) and it adds up to $7,200 per year, not including tips. These billionaires can certainly afford the most stylish haircuts, buy many cannot be bothered by the time it takes or the high price tag for the posh salons. Billionaires like John Caudwell and David Cheriton opt for cutting their own hair at home.

[Stock Picks From the World's Greatest Investors]

5. Drive a Regular Car
Larry Ellison (co-founder and CEO of Oracle
While billionaires like Larry Ellison (c o-founder and CEO of Oracle Corporation) enjoy spending millions on cars, boats and planes, others remain low key with their vehicles of choice. Jim Walton (of the Wal-Mart clan) drives a 15-year-old pickup truck. Azim Premji, an Indian business tycoon, reportedly drives a Toyota Corolla. And Ingvar Kamprad of Ikea drives a 10-year-old Volvo. The idea is to buy a dependable car, and drive it into the ground. No need for a different car each day of the week for these frugal billionaires.

6. Skip Luxury Items
It may surprise some of us, but the world's wealthiest person, Carlos Slim (the one who could spend more than a thousand dollars a minute and not run out of money for one hundred years) does not own a yacht or a plane. (Reducing the amount you spend is the easiest way to make your money grow.)

Many other billionaires have chosen to skip these luxury items.  

Warren Buffett also avoids these lavish material items, stating, "Most toys are just a pain in the neck."
Warren Buffett

What We Can Learn
Some of the world's billionaires have frugal tendencies. Perhaps this thrifty nature even helped them make some of their money. Regardless, they have chosen to avoid some unnecessary spending (at least on their scale) and the 6,864,605,142 non-billionaires out there can follow suit, eliminating excessive, keep-up-with-the-Jones style spending. No matter what a person's income bracket is, most can usually find a way to cut back on frivolous spending, just like a few frugal billionaires.

http://finance.yahoo.com/banking-budgeting/article/110550/tips-from-frugal-billionaires?mod=bb-budgeting

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Monday, August 2, 2010

Lucio Tan

Lucio Tan, probably the most controversial of all the Filipino Tycoons, is the featured success story today. He was once the longest running richest man in the Philippines not until last year when his great rival retail tycoon Henry Sy overtook him in the throne.

Although some of us knew Lucio Tan got involved in various controversies as in the case of tax evasion, having a lot of children in different wives, and having close friends in politics like former Philippine Presidents Marcos and Estrada, he is still another epitome of success.

Let’s look another rags to riches entrepreneur story as we witness the success story of Dr. Lucio Tan.



Lucio Tan was born on July 17, 1934 in China’s Fujian province. His family moved to Philippines, in Naga, where he was a child. He worked his way through college studying Chemistry in Far Eastern University but quit before graduating, set up a business that deals with scrap in the late 1950s and and later on found a job in a tobacco factory where he was tasked to buy leaf tobacco in the Ilocos provinces.

Because of this experience, Lucio Tan started his own cigarette company named Fortune Tobacco in 1966. It was also during this time when his close friend Ferdinand Marcos was newly elected as President. The tobacco business was a success and it expanded introducing a budget brand ‘Hope’ in 1975. By year 1980, Fortune Tobacco was the Philippines’ largest cigarette manufacturer.

In 1977, Lucio Tan acquired from the Philippine Government the then bankrupt bank General Bank and Trust Co. (Genbank) for only P500,000 which was described by many as a sweetheart deal. It was later renamed to Allied Bank.

In 1982, Lucio Tan established and put up Asia Brewery where he used to his benefit, the Marcos ruling that lifted the ban on the establishment of new beer companies. Back then, it was the only brewery allowed to compete with the market leader San Miguel Corp.

In 1993, Lucio Tan secured control of the country’s airline carrier Philippine Air Lines (PAL).

While a lot of articles say that Lucio Tan benefited a lot from tax concessions and privileges that the Marcos Regime gave to him in exchange for a rumored 60% on all his shareholdings, on December 7, 2007, the Philippine Supreme Court affirmed the decision dismissing the state’s sequestration of Lucio Tan’s companies. The court’s decision says that “there can be no question that indeed, petitioner’s orders of sequestration are void and have no legal effect.”

Today, Lucio Tan is still one of the richest person in the Philippines ranking him as second to Henry Sy last year 2008 with a total asset of %1.5 Billion. His Lucio Tan Group of Companies now owns several industries that includes liquor (Tanduay Holdings, Inc. and Asia Brewery), tobacco (Fortune Tobacco), aviation (Philippine Airlines), banking (Allied Bank and Philippine National Bank), real estate (Eton Properties Philippines), and education (Univerity of the East).

Source: huayinet.org
http://www.millionaireacts.com/919/lucio-tan-success-story.html

Henry Sy Success Story

Today, I’m now going to feature the life story of the richest man in the Philippines. He is no other than Henry Sy, the retail magnate who owns all established 33 SM Malls and also a banking magnate who owns Banco De Oro-EPCI Bank and majority share in China Bank.

This is another inspiring story as we witness his rags to riches story on how he built all SM Malls and became one of the biggest bankers enabling him to become the richest man in our country surpassing both Lucio Tan and the Ayalas.

Let’s learn and be inspired from another successful entrepreneur story as his daughter Teresita Sy-Coson narrates the story of his father’s success:
Our company, SM, as many of you may already know, came from the hard work of my dad, Henry Sy, Sr. It is a rags to riches story that even myself did not realize until I went to trace his roots in China.

His journey from the thatched hut I saw there to the shopping centers he has today is something that amazes even myself.

His determination, his discipline and his thriftiness have produced an astute and street smart businessman who has influenced a lot of people. Including us, his children.

My father’s perseverance during the different crises our country has gone through has made our active business pursuits possible for a half century. True, he was disappointed with the economy many times, but he never saw the reason to quit and instead pursued his goals relentlessly.

He had many obstacles – both external and internal – in his business, and there were times he could not understand why things had to be so complicated for him to pursue his business objectives.

It has been written – and I can attest that it is true – that Henry Sy started from the bottom.

He came to the Philippines at the young age of 12, and worked in his father’s small sari-sari store more than 12 hours everyday to help him. It was located on Echague St., which is now Carlos Palanca Sr. St. in Quiapo, Manila. There, he devised ways to increase his income by developing small portions of products – much like the sachets we see today in the supermarkets.

He was able to make multiple sales in order to make extra income, spending so much time in the store that he had no time to go out and play with friends in the neighborhood. It did not take a long time for him to realize, however, that he can only do so much in a sari-sari store environment.

WWII came and the sari-sari store was looted and burned. He did a lot of buying and selling of odd things during the war to enable the family to survive.

This must have provided him the hands-on training for his stamina in business. At one time, he was hit by shrapnel while selling, and quite fortunately was brought to the hospital by his good friend in a kariton.

Without that friend, he could have bled to death. He treasured that friendship and later expressed his gratitude after the war by making that friend his partner in a shoe store. The partnership lasted for more than 40 years until the shoe store had to give away to the building renovations of the lessor.

After the war ended in 1945, he ventured into selling American shoes imported by enterprising Gis.

He later saw the opportunities of opening a shoe store, and not long after he was managing three shoe store in partnership with friends.

With the pleasure of a growing family while at the same time pursuing studies at FEU in the early 50s, he sought more ways to augment his income.

He studied the market and decided to be different. While other young men went to the US to pursue a higher education, he went on a long business trip to the East Coast, and came home with a lot of merchandising ideas.

For a time, he was selling a lot of shoes, accessories, and leather goods, hoping to change the way shoe manufacturers look at the industry.

Sensing a lot of opportunities, he decided to open SHOE MART – “SM” – the first air-conditioned shoe store that merchandised shoes in a very inviting and classy format. With the success of that store, he went on to open more shoe stores, but he could not get enough suppliers.

Many shoe manufacturers at that time could not understand why they had to listen to this shoe retailer who had very definite ideas on what he wanted to sell. They did not cooperate by providing him with the volume he needed, and because of that limitation, he gradually shifted to apparel – and thereafter other merchandise – with the help of my mother.

He was continuously learning from his customers, suppliers, and employees. This on-the-job research gave him enough confidence to expand to a department store chain. Many things in life grow out of needs, and to meet the needs, you become determined. With determination you will take extra challenges and do things differently – which will most likely bring success.

We opened our first department store in 1972, two months after Martial Law was declared. The business had a slow start, but progressed steadily. During the Martial Law years, he continued to open more department stores, reaching a point wherein he could not get space he needed in the existing shopping centers during that time. He then decided think long term, and invest in properties for malls, which were patterned after suburban shopping centers, which he had been studying for some time.

When we started the construction of our first mall in 1983, the Philippines was in the midst of a debt moratorium and experienced hyper inflation. The economy decline was further aggravated by the assassination of Ninoy Aquino. Many bankers predicted our demise because my dad came from nowhere – he may had a few department stores and shoe stores at that time, but he was not one of the financial heavy-weights at that time.

Unaffected by criticism, and armed with sheer determination and optimism, he persisted and opened in 1985 with our department store and supermarket and a few tenants. Many potential lessees were saying no to lease offers.

At about the same time, given the social unrest of the times, our own Shoemart Makati was faced with ugly strikes. He almost gave up, but through the encouragement of his employees and customers, he continued. At that time, he decided emotionally draining disturbances should not overpower him or detract him from his goals. Since that time, he has not faltered in his confidence, and became even more determined to continue the business. He also convinced everyone of us in the organization to follow his optimism.

Later, we expanded, slowly building malls at that time to get our formula right. The expansion was not without difficulties. When constructing Sta. Mesa and Megamall, we were faced with delays in construction due to cement shortages and the 1989 coups.

When the 1997 Asian crisis came, we were planning our mall expansion, including the Mall of Asia, which was then envisioned to be the biggest mall in the region.

Because my dad felt the tsunami-like effects of the region wide crisis, which was unlike any other he had experienced, we had to change plans. We deferred opening the Mall of Asia, and went on with the opening of other malls.

We grew in numbers instead of size, serving different smaller markets. We have also expanded our retail business beyond department stores to include supermarkets, hardware stores, appliance superstores, and other retail formats.

At about the same time, we looked into the banking business – both at our bank and at the industry. At the time, our main bank, Banco de Oro was a medium sized bank. Because we were quite conservative in lending, the deluge of bad loans that characterized the times did not affect us. Given that, we thought it was an opportune time to grow amidst some instabilities. We reorganized and strengthened our organizations for about three years and developed growth strategies that started in the year 2000.

Encouraged by the consolidation program of Central Bank of the Philippines (BSP) in making Philippine banks more competitive relative to the region, Banco De Oro made few acquisitions because of the moratorium on banking. It acquired the Dao Heng Philippines branch, the First eBank, the Banco Santander Philippines branch, the United Overseas Bank branches, and most recently – Equitable PCI Bank.

Opportunity is where you find it, not where it finds you. Crisis and weakness indicate one can look for opportunities. Transforming problems into opportunities can bring good returns. Prosperity and growth come only to a business that systematically exploits its potentials and systematically optimizes its performances.

Our business – especially that of shopping centers is a long term business. It takes at least eight years to pay back. We feel that the country will always be around, and with Filipinos’ love for shopping, there will always be customers we can sell to.

We also have to continuously innovate. Our other retail formats like supermarkets, hardware stores, appliance stores, home stores, toy superstores, baby stores, and Watsons are continuously evolving with the shopping habits of our customers. Because they frequently visit the store, we make sure we have new products all the time so that their shopping experience will not be boring.

Our group’s policy is to look for opportunities at all times, and to be ready to act when it comes. While crises may have brought opportunities, we continue our plans in good or bad times with some changes to suit our demands of the time.

May Henry Sy’s success rubs off to us as well. As a final note, I would like to leave this quote from Henry Sy: ““There is no such thing as overnight success or easy money. If you fail, do not be discouraged; try again. When you do well, do not change your ways. Success is not just good luck: it is a combination of hard work, good credit standing, opportunity, readiness and timing. Success will not last if you do not take care of it.”

http://www.millionaireacts.com/676/henry-sy-success-story.html

Sunday, August 1, 2010

Fictional character biography


(Samuel Sterns) is a fictional character that appears in comic books published by Marvel Comics. The character first appeared in Tales to Astonish #62,[1] and was created by Stan Lee and Steve Ditko. In 2009, The Leader was ranked as IGN's 63rd Greatest Comic Book Villain of All Time.[2]

Actor Tim Blake Nelson portrays Dr. Samuel Sterns in the 2008 superhero film.

Born Samuel Sterns in Boise, Idaho, he worked for a chemical plant there in a menial capacity. While moving radioactive materials into an underground storage area, some of the radioactive materials exploded, bombarding Sterns with gamma radiation. He recovered, and found that the radiation had changed him from an ordinary human into a green-skinned, super-intelligent entity with an oversized brain housed in a towering cranium. As was the case with most individuals mutated by Gamma radiation early-on, the particular set of characteristics Sterns acquired by exposure to it were said to result from a subconscious desire; in his case, the desire to be as smart as his brother Philip, who was a physicist in the employ of the same facility. Calling himself the Leader, Sterns embarked on various ambitious criminal schemes, with the Hulk as his primary nemesis, consistently backed by a self-constructed army of super-strong, virtually invulnerable plastic Humanoids. These included an attempt to rewrite the Earth's history by infecting the primordial ooze with gamma radiation in order to recreate society in his image, with himself as its ruler.[volume & issue needed]


http://upload.wikimedia.org/wikipedia/en/2/29/Leaderhulk.PNG

Wednesday, July 28, 2010

Manny Pacquiao

Si Emmanuel "Manny" Dapidran Pacquiao, (ipinanganak ng Disyembre 17, 1978), ay isang Filipino na boksingero at pulitiko. Siya ay kilala sa palayaw na "Pacman". Siya ang kauna-unahang boksingero sa kasaysayan ng boksing na naging kampiyon sa pitong pangunahing titulo sa pitong iba't-ibang klase ng timbang — Flyweight, Super Bantamweight, Featherweight, Super Featherweight, Lightweight, Light Welterweight and Welterweight.[2] Siya din ang kauna-unahang boksingero na linyal na kampiyon sa apat na iba't-ibang klase ng timbang — Linyal na Kampiyon sa Flyweight, Linyal na Kampiyon sa Featherweight, Linyal na Kampiyon sa Super Featherweight at Linyal na Kampiyon sa Light Welterweight.[3] Mayroong siyang nakakasirang kaliwang buntal na may kakayahang matapos ang isang laban sa isang iglap.

Si Pacquiao ang kasalukuyang Kampiyon ng WBO World Welterweight (Super Champion) at Kampiyon ng The Ring Junior Welterweight. Siya din ay naitala sa listahan ng The Ring,[4] ESPN,[5] Sports Illustrated,[6] NBC Sports,[7] at About.com[8] bilang pinakamahusay at pinakamagaling na boksingero sa buong mundo.

Si Pacquiao ang dating Kampiyon ng IBO World Junior Welterweight, Kampiyon ng WBC World Lightweight, Kampiyon ng The Ring World Junior Lightweight, Kampiyon ng WBC World Super Featherweight, Kampiyon ng The Ring World Featherweight, Kampiyon ng IBF World Junior Featherweight at Kampiyon ng WBC World Flyweight. Siya din ay isang WBC Emeritus Champion, WBC Diamond Champion at WBO Super Champion.

Tinalo at pinatumba na ni Pacquiao ang mga boksingero na sina Chatchai Sasakul, Lehlohonolo Ledwaba, Marco Antonio Barrera, Juan Manuel Márquez, Érik Morales, Óscar Larios, Jorge Solís, David Díaz, Oscar De La Hoya, Ricky Hatton, Miguel Cotto at Joshua Clottey.

Si Pacquiao ang kinakatakutan ni Floyd Mayweather Jr. na makalaban sa ring. Si Mayweather ay isang duwag at baklang boksingero na laging gumagamit ng istilo na pandaraya sa tuwing ito ay lalaban sa ring. Laging binabanggit ni Mayweather ang pangalan ni Pacquiao sa tuwing pinapanayam ito ng mga reporter. Ngunit kapag hinamon ni Pacquiao ng laban sa ring, agad nakakapag-isip si Mayweather ng mga dahilan at plano upang maiwasan kalabanin si Pacquiao   http://tl.wikipedia.org/wiki/Manny_Pacquiao

Sir Tony

Tony Tan Caktiong’s
Jollibee has been one of the most admired, most copied, most innovative and most professionally-run company here in the Philippines. It has been the number one fastfood chain overtaking giants such as Mc Donalds and Kentucky Fried Chicken or KFC.

How did a local jolly red bee knocked down a multinational red-haired clown named Ronald? Let’s see another inspiring story of the founder of one of my ideal businesses. With its success, a Jollibee franchise has now a tag price of P25+ Million (US$ 500,000+). Wow!



Tony Tan Caktiong’s Life and his Jollibee company is another rags to riches story of an entrepreneur that truly inspires everyone. Tony was the third of seven siblings born to poor parents who migrated from the Fujian province in China to look for a better life here in the Philippines. His father began as a chef in a Chinese Temple. Not later on his father was invited to open a restaurant business in Davao so the whole family moved south. All together, they helped one another in managing the restaurant business which in turn became profitable. This allowed young Tony to return back to Manila and pursue his course Chemical Engineering at the University of Santo Tomas (UST).

In 1975, Tony and his colleagues went on a visit to a Magnolia Ice Cream plant located in Quezon City and learned that it was offering franchise when he saw a poster for it. By the month of May, with his family savings, he took P350,000 to grab the franchise opportunity and opened two Magnolia ice cream parlors named Cubao Ice Cream House located near the Coronet Theater, and Quiapo Ice Cream House located beside the bridge – the one going to ilalim – near a Mercury Drug outlet. They all worked hands-on but as the business propels, they noticed they could not do it all so they started to set up an organization hired store managers, and trained people.

Tony started with just two ice cream. Then after two years, he offered chicken and hamburger sandwiches, because customers were telling them they didn’t want to be eating ice cream all the time. They prepared the food in the back kitchen, and soon noticed that people were lining up more for hamburgers than for ice cream. Then in 1978, when they already had six ice cream parlors, they asked themselves: “Why don’t we change into a hamburger house?”

That was also the time they decided to incorporate and realized thet they needed a brand name. They were looking for a symbol that would represent the group, and because Tony was very impressed with Disneyland characters, they decided on a bee. The bee is a busy creature that produces honey – one of life’s sweetest things. They thought it would be a very good symbol to represent everybody. They decided they would all be very busy and happy at the same time, because if they were busy but not happy, it wouldn’t be worth it. That’s why they put the word jolly and just changed the “y” into “i” to form a brand name - JOLLIBEE.

“It wasn’t long before we heard that the multinationals were coming in – including McDonald’s. Friends started asking us if we were going to get a McDonald’s franchise but I remember saying, if you franchise, you can’t grow outside the Philippines”, says Tony.

McDonald’s came in 1982, but they didn’t feel threatened because they were a little naïve and Jollibee was doing very well. They found McDonald’s to be very good at everything, but it didn’t know the local culture. They knew the Filipino’s taste buds and what he liked in food, so they offered him flavorful and good-tasting products. He likes pasta, so they started offering spaghetti. He likes chicken, so they came up with good fried chicken by mixing different flavors. They also knew something important all along: Filipino taste is sweet. This is very Filipino – very Asian. He said: “If we eat anything sweet; we don’t really think it’s sweet; but try giving it to a foreigner and they’d be surprised.”

Tony narrates: “Filipinos also like to smell their food before they eat it. They want to be sure it smells delicious before they take a bite. Sometimes they would open a kettle and say, what’s this? It smells good! This was proved by the Langhap-Sarap advertising campaign by Basic [Footcone and Belding]. They did it for us initially for the hamburger, and when it became successful, we started using it as a campaign slogan for the other products.”

It didn’t take them long to introduce new products when they were starting out. The family members would discuss what new products customers would like, and without much marketing they’d bring something out – like spaghetti. Tony’s sister is also a good cook, so she would come up with a new recipe, they would comment on it, and then she’d fix the recipe before they started offering it. “Before, it was simple. Now, there’s a formal structure. There’s a big Research and Development (R&D) department and a marketing department. The marketing department gets inputs from customers and the products they like, and then communicate that to R&D. R&D then develops it. We have an internal taste panel that taste the food and comment on it, and when a formulation is needed they do it. The next step is a consumer panel test. We have the product taste-tested by consumers, and if it’s okay, we test the product in a few stores. Before it was easy, but now it takes three to six months to roll out a new product. Another time-consuming process is training our people on how to prepare and serve the new product.” says Tony.

Jollibee group has also become bigger. Now they have Chowking, Greenwich, Delifrance, and the recently acquired Red Ribbon. Greenwich pizza started as an over-the-counter pizza store at the Greenhills Shopping Center in San Juan, Metro Manila, in 1971. One time, the founder approached Tony to ask if they were interested – at that time she has 50 kiosks and having difficulty managing the business – when she asked them if they were interested, Tony said, “why not? Let’s form a joint venture.” They took over the management in 1994, but they retained the taste of her products because it suits the local market. On the other hand, they took over Chowking in 2000 because Chinese food is also very popular among Filipinos, but there was no good company serving the market. So they took over and worked on it.

“Delifrance is doing so-so. And the reason is because we’re still not used to eating bread as a meal – therefore, the market is limited to the AB classes. It can’t grow into a mass-market type. Our latest acquisition was Red Ribbon Bakeshop last 2005 to include cakes, rolls, breads and pastries in their line of products. For us to sustain a good growth rate on a long-term basis, we have to continue acquiring businesses”, Tony relates.

They had to let go of Binggo. They found that the convenience store was in a totally different industry. At one time, they had around 20 stores, but they found it hard supplying them because the volume they were buying for them was just too small to attract good suppliers. They had to let it go.

They’re also bullish on China because they’ve acquired Yonghe King and its 91 stores. “It’s making money. So there’s no pressure to turn it around; the challenge is how to expand the brand. China is huge; it’s like having several countries in one country. If we do well, we can have several thousand stores there. If Jollibee has more than 500 stores for 80 million Filipinos, how many stores can you put up for 1.3 Billion Chinese? Kentucky Fried Chicken alone is opening 200 stores a year in China. It’s doing very well”, says Tony.

“Many countries share our taste in food, and the opportunity is in going to China, India and Indonesia- countries with large populations. We usually do a very broad 10-year horizon but it’s not detailed. We have a five-year plan, a three-year plan, and a one-year plan. We have plans for China and India, but if we want to go to India, we’ll need a long-term plan. We might have to start putting Indian people into the organization and it would probably take at least three years before we sent them back. In China, we had an opportunity to break into the market with Yonghe, but because our people didn’t speak the language, we had to hire translators to help us out. We still send our people there, but they have to work with translators. We also need good people here. We’re lucky to be the leader, but it’s still a competitive market. You can’t afford mistakes because customers will leave if they’re not happy with you. The food business is still very basic. It’s still about taste. It’s still about How did you serve me? Is your place nice? Am I treated well? Do I get value? If you think about it, if we’re going out to eat, these are the basic things we look out for, but the execution is the difficult part. It’s not like other businesses where it’s the concept or the knowledge that’s difficult. Here, there’s no secret; it’s very easy, but it’s the execution that’s hard. If you ask a lot of restaurant, they know all these things. Executing day by day is what’s hard.”, Tony continues.

When asked what’s the secret of Jollibee’s success, Tony says: “If you have to ask, the secret of Jollibee’s success is sharing. We share our success with people; we give good compensation; we share any honor that comes our way. Actually, this idea of sharing didn’t come from me. It came from a friend. He said: You know why you’re successful? You know how to share. A lot of people do not share, but in Jollibee you share a lot with your people.”

Truly, Tony Tan Caktiong is another exemplar example of an inspiring entrepreneur. He had all the achievements from Management Man of the Year in 2002 to an Agora Award for Outstanding Marketing Achievement, from a Triple A Alumni Award from the Asian Institute of Management to a Ten Outstanding Young Men Award for Entrepreneurship. And to cap it all, he also won the World Entrepreneur of The Year 2004 by Ernst & Young besting other 31 world entrepreneur competitors.

On July 25, 2007, Jollibee Group launched Tio Pepe’s Karinderia in EDSA Central in Mandaluyong, it’s pilot restaurant to professionalize Filipino’s “Carinderia” Industry.

As of 2007, Jollibee had under its wing 1,385 stores in the country: Jollibee (583); Chowking (367); Greenwich (237); Red Ribbon (163); and Delifrance (35)

Overseas, Jollibee Group has 174 stores: Yonghe King in China (102); Jollibee in US (12); Red Ribbon in US (19); Chowking in US (12); Chowking in Dubai (7); Chowking in Indonesia (5); Jollibee in Other Countries (16) and one Chun Shui Tang, a teahouse in Taiwan.

Source: Excerpts from Go Negosyo and Entrepreneur Magazine. http://www.millionaireacts.com

Senate President JUAN PONCE ENRILE

Senator Juan Ponce Enrile
Senate Office:
Rm. 606 6th Flr., GSIS Bldg., Financial Center, Roxas Blvd., Pasay City
Trunk Lines: (632) 552-6601 to 70 loc. 5553 / 5587 / 6538
Direct Lines: (632) 552-6690 / (632) 552-6691
Email: senator_enrile@senate.gov.ph
Website: www.jpenrile.com



Biography | Resume | Agenda

Senate President JUAN PONCE ENRILE began his career in public service in 1966 when he joined the Executive Branch of government as Undersecretary of the Department of Finance. Shortly thereafter, he was made Chairman of the Board of Directors of the Philippine National Bank. Then he was designated as a concurrent Acting Head of the Insurance Commission. He also served as Acting Commissioner of Customs until December 1968. While he was in the Finance Department, he was appointed Acting Secretary of Finance and concurrent Chairman of the Monetary Board of the Central Bank of the Philippines.

In December 1968, in recognition of his integrity and reputation held before the Philippine Bar, Juan Ponce Enrile was appointed Secretary of Justice where he served until February 9, 1970. The next day, he was appointed Secretary of National Defense until August 1971 when he resigned to run for the Philippine Senate. He was re-appointed Secretary of Defense in January 1972.

In 1986, he led the historic EDSA People Power Revolution that served as inspiration for subsequent bloodless revolutions all over the world. Together with idealistic members of the military and with the support of the Catholic church, people flocked to EDSA in solidarity to the man and his vision of restoring democracy to the nation.

He has since devoted almost two decades to public service in the Philippine Legislature, both in his capacity as Senator for three terms and as Congressional Representative for one term. His first term in the Senate was from 1987 to 1992, during which he served as the lone Minority in the Senate. He opted to serve in the Lower House from 1992 to 1995 as the Representative of the 1st District of Cagayan. His second term as Senator was from 1995 to 2001, during which he was designated as Chairman of the Committees on Ways and Means, and Government Corporations and Public Enterprises. During his incumbency, he gave priority to measures reviewing the performance of the power sector to promote consumer welfare; promoting competition among the industries; and the protection of the public from threats and acts of terrorism. His anti-terrorism bill was eventually enacted as the Human Security Act of 2007.

In 2004, inspired by the people's confidence in him, he sought to run for senator once again and, with an overwhelming vote, he was elected to the 13th Congress for another term. He immediately resumed pursuing his major advocacies. He actively participated in plenary debates and was constantly vigilant over vital pieces of legislation taken up on the Floor, such as the Sin Taxes (RA 9334), Expanded Value Added Tax or EVAT (RA 9337), Biofuels Act (RA 9367), Amendments to the Automated Elections System (RA 9369), and the General Appropriations Act, among others. Rarely was a bill passed into law without being scrutinized and examined by Senator Enrile.

Faithful to his vow to expose and oppose any program or measure that he believes to be inimical to national interest, he delivered speeches inquiring into the status of the tax credit scam, on the anomalous banking transactions of the Standard Chartered Bank, and on the present state of the insurance industry, which became the bases for investigations conducted by the appropriate Senate committees. Furthermore, as a member of the Committee on Government Corporations and Public Enterprises, he participated in the inquiry, in aid of legislation, on the anomalies that have been taking place in Philcomsat and Philcomsat Holdings Corporation.

Senator Enrile assumed the chairmanship of the Committee on Justice and Human Rights following the re-organization of the Senate when the Third Regular Session began. Also in the Thirteenth Congress, Senator Enrile was designated as Vice Chairman of the Committees on National Defense and Security, and Banks, Currencies and Financial Institutions and a member of 15 other standing committees including Foreign Relations, Blue Ribbon, Constitutional Amendments, Revision of Codes and Laws, Public Order and Illegal Drugs, among others. He was also the Chairman of the Committee on Finance of the Commission on Appointments.

Backed by the support, trust and confidence of his peers in the chamber, Senator Enrile was elected to the third highest post in the land as the Senate President on November 17, 2008. In all humility, he accepted the responsibility entrusted to him, saying that “To lead the Senate with its great minds, strong advocacies, varying and independent political beliefs and leanings, is not an easy task. But it is precisely this variance in points of view and the battle of great ideas that provide the dynamism we need to craft legislation that takes into account and balances the competing interests involved – with the end in view of serving the greater good of the people to whom we owe our mandate.”

With those words, and surely by his example, Senate President Juan Ponce Enrile rekindled the unwavering faith and hope of the people in the country’s legislature. http://www.senate.gov.ph/senators/sen_bio/enrile_bio.asp

No. 1 Fast Food Chain in the Philippines

The Jollibee Phenomenon

Jollibee is a phenomenal success story: what began as a two-branch ice cream parlor in 1975 offering hot meals and sandwiches became incorporated in 1978 with seven outlets to explore the possibilities of a hamburger concept. Thus was born the company that revolutionized fast food in the Philippines.

In 1984, Jollibee hit the P500 million sales mark, landing in the Top 500 Philippine Corporations. In 1987, barely 10 years in the business, Jollibee landed into the country’s Top 100 Corporations. It became the first Philippine fast food chain to break the P1 billion sales mark in 1989. In 1993, Jollibee became the first food service company to be listed in the Philippine Stock Exchange; thus broadening its capitalization and laying the groundwork fo r sustained expansion locally and beyond the Philippines.


Undisputed leadership
As the country's leading fast food chain, Jollibee has grown exponentially on all aspects on operation. From a handful of stores 32 years ago, Jollibee now boasts of more than 600 stores and over 50 international stores.

Expanding market coverage
To achieve its long-term goal to be the country’s food service leader, Jollibee acquired Greenwich Pizza in 1994. A year later, the company obtained the franchise of Delifrance, an international food company. These moves expanded Jollibee’s penetration in the pizza-pasta and French caf�-bakery segments. In 2000, the strategic acquisition of Chowking solidified the company’s position as the dominant leader. The move gave it leadership in the Oriental quick-service restaurant segment.

Recipe for success
Jollibee’s rapid growth is due to its superior menu line-up, creative marketing programs, and efficient manufacturing and logistics facilities. It is made possible by well-trained teams that work in a culture of integrity and humility, fun and family-like.

As a corporate citizen, Jollibee is also committed to give back to its host communities through meaningful and lasting socio-civic projects.

A triumph for and of the Filipino
Jollibee dedicated its continuous success to the Filipinos who have been there from the very start.

Jollibee is so well-loved everytime a new store opens, especially overseas, Filipinos always form long lines to the store. It is more than home for them. It is a stronghold of heritage and monument of Filipino victory.

http://www.jollibee.com.ph

Friday, July 23, 2010

President Cory

Pilipinas Kong Hirang

Pilipinas Kong Hirang K' 2007 Ed. Banlaygas,et Al

Mahal natin ang pangulo ng Pilipinas. 2. lsang pinuno sa paaralan ang Barangay Chairman. 3. Tinutulungan tayo ng ating pangulo

http://www.google.com.ph/search?tbs=bks%3A1&tbo=1&q=Mga+Pangulo+ng+Pilipinas&btnG=Maghanap+ng+mga+Libro

Mga Pangulo ng Pilipinas

Mga Pangulo ng Pilipinas
20 Ago 2004 ni tl
Mga Presidente ng PilipinasAng Pilipinas ay nagkaroon na ng labing-apat na pangulo. Ang kasalukuyang Presidente ng Pilipinas ay si Gloria Macapagal-Arroyo. Si Pangulong Aroyo ang panglabing-apat na Presidente.
http://pinoyunited.com/home/

U.S President

George Walker Bush ( /ˈdʒɔrdʒ ˈwɔːkər ˈbʊʃ/ (help·info); born July 6, 1946) was the 43rd President of the United States, serving from 2001 to 2009, and the 46th Governor of Texas, serving from 1995 to 2000.

Bush is the eldest son of President George H. W. Bush, who served as the 41st President, and Barbara Bush, making him one of only two American presidents to be the son of a preceding president.[4] After graduating from Yale University in 1968 and Harvard Business School in 1975, Bush worked in oil businesses. He married Laura Welch in 1977 and unsuccessfully ran for the House of Representatives shortly thereafter. He later co-owned the Texas Rangers baseball team before defeating Ann Richards in the 1994 Texas gubernatorial election. In a close and controversial election, Bush was elected President in 2000 as the Republican candidate, defeating then-Vice President Al Gore in the Electoral College.[5]

Source:
http://en.wikipedia.org/wiki/George_W._Bush

President Gloria Macapagal Arroyo

PGMA back from Shanghai World Expo
Thursday, 10 June 2010

President Gloria Macapagal Arroyo arrived early today (Thursday, June 10) from a successful trip to Shanghai, China where she attended ceremonies marking 35 years of Philippine-Chinese diplomatic relations and the commemoration of Philippine National Day.

Full Story at gov.ph

http://www.macapagal.com/gma/

Office of the President

http://www.op.gov.ph/

Aquino says SONA will 'shock' Filipinos

Aquino says SONA will 'shock' Filipinos - Nation - GMANews.TV - Official Website of GMA News and Public Affairs

I believe Pnoy wanted to point out irresponsible if not evil the past administration had done to the budget and country. That's why he wanted to emphasize how shocking the discoveries are. I'm sure he is ready to address and act on these problems that would positively have an impact in the lives of poor Filipinos as well those businessmen who wanted to help the country progress.
Its not easy but he needs to be working hard. He needs to create an atmosphere of bayanihan among the rich and the poor as partners. He needs a anti graft and corruption monitoring agency that will penetrate all departments and all govt institution to a have zero record of graft and corruption atleast now and months to come(not years). Trabaho at abilidad ngayon ay mga sangkat sa paglaban.
Article:
http://www.gmanews.tv/story/196822/aquino-says-sona-will-shock-filipinos#comment-63962422