Caught in between the hamburger war

I like this article from PDI, it tells part of how Jollibee became succesful and the people behind it.

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In the early ’80s, I had the exciting task to lead the fight for Jollibee against McDonald’s in the early stages of fast-food advertising war.
McDonald’s, wearing the halo of success in America and around the world, looked awesome. It established its first store in 1981 in Morayta, followed by the one in Cubao, Greenhills and Makati. Just like Coca-Cola, Hershey’s, John Wayne and Elizabeth Taylor, things American took Manila by storm.
In 1982, we were a small start-up Filipino-owned agency named Basic when Jollibee assigned its advertising functions to us. Bobby Sumulong, Jollibee’s marketing head, didn’t believe in account pitches. He simply looked at our credentials. He knew that our group—myself, the late Tony Mercado, Nonoy Gallardo and Telly Bernardo—did some outstanding works for Tide, Safeguard, Camay for P&G, and of late for Benadryl and Chiclets for Warner Lambert.
Product difference
The moment I started munching on Jollibee and McDonald’s hamburgers in a taste comparison test, I spotted the difference immediately. It was the smell, the appetizing aroma of newly cooked patty. The moment you bit into Jollibee, the nose knew. The aroma of condiments mixed into ground beef hot off the griddle was simply mouth-watering. McDonald’s didn’t have the same taste impact on the native palate. I sensed a cuisine culture clash— Filipino taste versus American taste. I coined two Tagalog words to portray Jollibee’s superior taste: Langhap-sarap, and to pinpoint its American competitor, I added a sub-head: Hindi bland. The advertising was a huge success. Langhap-sarap was on everybody’s mind and on everybody’s mouth.
Tony Tan Caktiong, the young and bullish entrepreneur, instantly grasped the power of advertising to fast track Jollibee’s growth. He threw his early revenues behind big-budget advertising.
Within a year and much to our surprise, Jollibee advertising created a big unmet consumer demand in the provinces. When it expanded in the capital cities of the provinces, long lines of people trooped to Jollibee. Provincial stores were doing P1-million blockbuster sales per week.
To establish ownership of the Filipino family we dimensionalized langhap-sarap in the context of Filipino family values. We conceptualized and produced TV advertising with kurot sa puso slice-of-life commercials laced with authentic endearment relationship between the brand Jollibee and mainstream Filipino families. Jollibee became unstoppable, posting double-digit growth every year. So confident was Jollibee about its future that it implemented a two-to-one preemptive growth strategy versus McDonald’s.
Up for bid
Then, wham! Tragic news was conveyed to us. The newly hired marketing head recruited from a pharmaceutical company decided to put the Jollibee account up for bid. The roof fell on Basic. We were all shell-shocked by the news. I saw this bid as a devaluation of our creativity. Most of all, the bid symbolized the withdrawal of trust in our client-agency relationship.
We moped for days. Finally, my partner, Tony Mercado, and I regained our hubris. We decided not to join the bid. Nanaig sa amin ang malaking tampo. Di bale nang magdildil ng asin, huwag lang tanggalan ng tiwala!
Then, whoa! The next morning after we lost Jollibee, George Yang of McDonald’s was on my phone. He was giving Basic the McDonald’s account on a silver platter. Oh boy! Was I flabbergasted! The quick turnaround of fortune was simply unbelievable. I recovered my bearing. Remembering the rule of thumb in shifting loyalties in the advertising business, I said yes, gladly, to George. But first, out of delicadeza, I must observe a one-year quarantine period to desensitize Basic from our familiarity with Jollibee plans. George understood.
True enough, one year after, George was on the phone to give Basic the McDonald’s account. I accepted whole-heartedly, with deep gratitude to my former competitor.
Question of image
McDonald’s advertising issue then was a question of image. It was doing excellent consumer off-take in middle class and business locations, but lacked associative appeal among the masa and provincial people. To illustrate, McDonald’s Bacolod branch was doing good business due to the classy orientation of the big middle-class Bacolod crowd. However, research showed that in Batangas, many of the masa customers did not feel at home in the American milieu of McDonald’s store and the English idioms of the front service crew. While its past advertising got memorable recall it did not establish people affinity with the masa.
To address the issue we decided to use the Sharon Cuneta strategy, to give the brand a masa dimension coupled with a taste reassurance message; Ulitin ang sarap, ang sarap ulitin.
Sharon was strategic. She had millions of masa fans and her separation from Gabby Concepcion was the object of mass sympathy, with the magnitude of a soap opera tear-jerker. The collective emotions and Sharon’s huge masa following would rub off on all McDonald’s stores within the masa market vicinity.
It worked! Associative recall and improved sales figures were attributed to the Sharon strategy.
George recruited me to join their marketing and product development sessions. I also attended the global convention of McDonald’s franchise holders and managers in New Orleans in 1994. McDonald’s global reach and systems -wide expertise in the fast food business were simply awesome.
Unexpected proposition
In 1996, I got a call from Nankee Hiranand, a Jollibee pioneer franchise holder. He invited me to lunch only to tempt me with an unexpected proposition. “Will I be willing to take back Jollibee to Basic, our agency?” Wow!
According to Nankee, many Jollibee franchise owners were “missing a lot” the genre of Filipino value advertising, which had become memorable and relevant to Jollibee’s mass consumer dominance.
I asked Nankee who sent him and he answered, no one. He was on his own. “I’ll think it over,” I told Nankee.
There was only one predominant thought that could sway me to change loyalties: The fact of global alignment of advertising assignment. I was very insecure in handling international brands with Madison Avenue (US) tie-ups. Basic was a local agency. We had been fired by Warner Lambert despite our outstanding work for Chiclets and Benadryl because the US main office decreed that the account must be handled by their global agency, J. Walter Thompson. I was mortally afraid that one day, I’d lose McDonald’s through global alignment. My long-term prospect with Jollibee looked more viable and I was sure Jollibee realized the risk of changing agencies on a whim of a newly hired division head.
With a heavy heart we resigned from McDonald’s to work with Jollibee again. I felt the pangs of “walang utang na loob” when I talked to George Yang. He saved my career when I was down and out. I felt like a heel, a goat, an ingrate. George, the hard-boiled businessman that he was, understood. His last words: Let’s go on with our lives.
Right away, Jollibee gave us a big chunk of its thematic advertising. We also got back the Chowking assignment. Months later, Tony Tan called me to hand over the Greenwich advertising assignment.
Cultural behavior
On hindsight, I realized how cultural our behavior was in handling our emotional and mental crisis when it came to changing business loyalties.
“Malaking tampo” was our main sentiment when we refused to participate in the Jollibee bid.
“Walang utang na loob” was how I felt when I told George Yang of McDonald’s of my decision to return to Jollibee.
But just between me and you, dear readers, to fight for both sides in the hamburger war was a lot of fun.
By:  E-mail hgordonez@gmail.com. http://lifestyle.inquirer.net/51977/caught-in-between-the-hamburger-war

Jollibee 2nd Store in East Coast Opens

Another Jollibee store opens in East Coast now in Jersey City NJ…

While Jollibee in Texas is still in the making, one day, it will not be a dream anymore for Texans to have our own Jollibee store. hahaha plus LOL just wishing someone with entrepreneural mind in Dallas TX will eventually meet the Jollibee Franchise for TX.

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Sweet Spaghetti, And a Bit of Pride

JERSEY CITY, N.J.—A growing Filipino community here has a new community center of a sort—a chain restaurant that offers purple yam tapioca shakes and sports a bee mascot.

Jersey City’s Filipinos turned out in droves on Sunday for the opening of the East Coast’s second Jollibee, a Filipino fast-food restaurant that is revered as the island nation’s McDonald’s.

For the hundreds of Filipinos who flocked there, the debut offered a coveted chance to eat the crispy fried chicken and sweet spaghetti of home. It also stood as a sign of their community’s rising stature in Jersey City, which just swore in its first Filipino councilman last year.

“I’ve been waiting for this for months,” said Rayanne Ella, 32, a Jersey City sales manager who dined with her entire family at the opening. “It’s a point of pride.”

For years, Filipinos from New Jersey’s second-largest city have made pilgrimages to the Jollibee in Woodside, Queens. The lines there, much like at the opening here on Sunday, often stretch out the door and down the block.

“It’s very heartwarming,” said Iyoh Villamayor, a Jollibee vice president, about Sunday’s turnout. Hundreds of people drove to the nondescript strip mall in the city’s Greenville section and walked over from the nearby Our Lady of Mercy Catholic church during the day.

While better known for its Indian community, Jersey City boasts New Jersey’s largest Filipino population, with 16,200 inhabitants, according to the 2010 Census. Bergenfield and Union Township were ranked a distant second and third.

Filipinos began migrating to the waterfront city in the 1960s, settling in the Five Corners neighborhood in Journal Square and in more residential neighborhoods in the southwest section. A vibrant downtown community concentrated around Manila Avenue has dwindled in recent years.

Many of the first-generation immigrants were doctors, engineers and other professionals looking to escape the Marcos regime and fill trade-worker shortages in the U.S., said Rolando Lavarro, the city’s new councilman-at-large, whose parents immigrated to New Jersey in the 1970s.

More recent immigrants have tended to come from lower-skill trades, and the community is a mix of the working and middle class, said Mr. Lavarro, adding that concerns about crime and the draw of the suburbs have led some to leave. Census statistics show that the Filipino population rose only 2.2% between 2000 and 2010, while Indians more than doubled in the city.

Unlike members of the older generation, who looked to assimilate, newer residents are more inclined to teach their children Tagalog and to seek out Filipino pop culture, Mr. Lavarro said. Two local cinemas occasionally show Filipino movies, and Jollibee was filled with youthful dinners speaking the country’s dialect.

Jersey City “is definitely a destination. There are a lot of the trappings of home,” said Mr. Lavarro, a 42-year-old grants manager, who is the first Asian-American to sit on the city’s nine-member council.

Anticipation for the opening of Jersey City’s Jollibee grew for months, stoked by Facebook and word of mouth. The company—which owns restaurant chains worldwide and reported $3.2 billion in earnings last year—is famous for its bee mascot wearing a chef’s hat.

“I have memories of this from when I was a kid,” said Sai Ansano, 32, a creative-arts director who has lived in the city since 1985.

The restaurant’s most popular items are fried chicken, burgers and spaghetti topped with ham and a sweet tomato sauce. More traditional Filipino dishes, such as milkfish and thin noodle pancit, are also served.

The food is an acquired taste.

“My boys were scared at first. I got them to get into it,” said Michael Szymanski, a 54-year-old who works in Jersey City’s school. He was one of the restaurant’s few patrons Sunday who wasn’t Filipino.

Born as an ice-cream parlor in Cubao in 1975, Jollibee is now the largest restaurant group in the Philippines, with 746 branches, according to company statistics. Outposts have also cropped up in Vietnam, Brunei and Qatar, where there are large numbers of Filipino guest workers. Most of the 27 branches in the U.S. are on the West Coast.

The company spent two years planning the Jersey City outpost, spending $1 million to remodel an old gym, Ms. Villamayor said. The chain aims to further expand into the U.S., with a branch in Virginia Beach, Va., set to be the third on the East Coast.

The company’s expansion could bode well if the devoted following in Jersey City is any indication. One man set up a director’s chair outside the restaurant at 5 a.m. to be the first person inside.

Said Ms. Villamayor, “He wanted to make history.”

By HEATHER HADDON http://online.wsj.com/article/SB10001424052702303768104577458880453498646.html?mod=googlenews_wsj

—Sharon Adarlo contributed to this article.

What the Bible Can Teach You About Investing Today

http://finance.yahoo.com/blogs/breakout/bible-teach-investing-today-132404878.html

Ron Blue has an investment philosophy you don’t hear very often these days. Specifically, the Founder and Managing Director of Kingdom Advisors says the old proverbs found in the Bible hold the keys to today’s investment success.

Blue began reading and studying the bible only after becoming well-versed in the tenets of financial reporting as a Certified Public Accountant. What surprised him was the degree to which doing either effectively came down to the same basic rules. Blue recently came on Breakout to share some of these proverbs and how their meanings apply to investors of any faith.

1) Establish Written Financial Goals

“The plans of the diligent lead to profit as surely as haste leads to poverty.” -Proverbs 21:5

Write down your end target then determine your steps towards getting there. A little bit at a time, all of the time, is a wiser plan than taken frantic all-or-nothing shots.

2) Save and Invest Before You Spend

“Put your outdoor work in order and get your fields ready; after that, build your house.” -Proverbs 24:27

As Blue puts it, “don’t spend in the short-term because you won’t have it in the long-term.”

3) Keep a Long Term Perspective

“Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it?” -Luke 14:28

In other words, know what you need to set aside to reach your savings goals. Your time frame is going to vary depending what your personal goals. Saving for college may be a 15-year strategy while retirement planning could involve more than 40 years. The runs are different depending on the size of your intended tower.

4) Diversify Your Portfolio

“Divide your portion to seven, or even eight, for you do not know what misfortune may occur on the earth.” -Ecclesiastes 11:2

Even when Ecclesiastes was written 2,500 years ago people needed to have diversification. Blue suggests not just a range of stocks but assets: some venture capital, stocks, bonds and real estate for example, though readers needs may vary. The goal isn’t eliminating failures but anticipating them by having an assortment of investments.

5) Do Not Take on More Risk Than You Can Afford

“I have seen a grievous evil under the sun; wealth hoarded to the harm of its owners.” -Ecclesiastes 5:13

If something sounds too good to be true, it probably is. Nobody knows where the stock market is going to go, says Blue. There is no free lunch. As Blue puts it, “You can’t be guaranteed of returns, and if you’re trying to get that you’re probably taking more risk than you should.”

Do you believe the Bible can help your investing success? Let us know your thoughts on our

Jollibee in Texas

Jollibee has been expanding aggressively in China, Brunie, Middle East, Tainwan, Vietnam, Indonesia, Singapore and in the United States of America. In US most of the Jollibee stores are concentrated in west coast mainly in California, but recently it has begun to open stores in New York, Las Vegas,  Nevada, and Washington State.

In Texas, Filipinos also wish one that one day a Jollibee store will open specifically in Dallas, TX. Just my dreaming…

Recycling Aluminum Cans in Dallas TX; Where to sell them…

Where to sell aluminum cans for recycling and money in Dallas Texas? here are the list of places to sell your aluminum cans in Dallas TX:

Venture Metals
214-565-0438
 
DFW Aluminum Can Bank
Commercial Drop-Off
(214) 421-0247
1901 Preston Road Plano, TX 75093

Gachman Metals & Recycling
http://www.gachman.com/
800-749-0423
2600 Shamrock Avenue
Fort Worth, TX 76101

Atlas Scrap Iron & Metal Co
2209 S Industrial Blvd
Dallas , TX 75207
214-421-0391

Best Scrap Metal
http://www.bestscrapmetalinc.com/
4115 S. Lamar
Dallas, TX
214-428-3700

Action Metals
http://www.action-metals.com/
3514 South Lamar Street
Dallas, TX 75215
214-421-9981

Claxton Recycling Inc.
http://www.claxtonrecycling.com/
2112 South Lamar Street
Dallas, TX 75215
Tel: (214) 421-7762

 

 

 

 

Listed Stocks at Philippine Stock Exchange that can be bought in United States

This is a partial list of Philippine Stocks that can be bought and sold (traded) in the US using US based brokers. Most of these are listed in Pink Sheets. The following are the companies based in the Philippines that are listed in NYSE, Pink Sheets, OTC and such…

  • JBFCF.PK – Jollibee Foods Corporation
  • SMGBY.PK – San Miguel Corporation
  • PHI (NYSE)- Philippine Long Distance Co
  • SPHXF – SM Prime Holdings
  • SVTMY – SM Investments
  • JGSHF.PK – JG Summit Holdings Inc
  • AYAAF.PK – Ayala Land
  • AYYLF.PK – Ayala Corp
  • BPHLY.PK – Bank of PHilippine Islands
  • FPHHF.PK – First Philippine Holdings Corp
  • EGDCY.PK – Energy Development Corporation
  • GTMEF.PK – Globe Telecom
  • MTPOY.PK – metropolitan Bank and Trust Company
  • PXMFF.PK – Philex Mining Corporation
  • UVRBF.PK – Universal Robina Corp

 

The Teacup

From Francis Kongs’ blog post: june2012

There was a couple who used to go to England to shop in the beautiful stores. They both liked antiques and pottery and specially teacups. This was their twenty-fifth wedding anniversary. One day in this beautiful shop they saw a beautiful teacup. They said, “May we see that? We’ve never seen one quite so beautiful.” As the lady handed it to them, suddenly the teacup spoke. “You don’t understand,” it said. “I haven’t always been a teacup.

There was a time when I was red and I was clay. My master took me and rolled me and patted me over and over and I yelled out, ‘let me alone’, but he only smiled, ‘Not yet’.

Then I was placed on a spinning wheel,” the teacup said, “and suddenly I was spun around and around and around. “Stop it! I’m getting dizzy!” I screamed. But the master only nodded and said, ‘Not yet’.

Then he put me in the oven. I never felt such heat. I wondered why He wanted to burn me, and I yelled and knocked at the door. I could See him through the opening and I could read his lips as he shook his head ‘Not yet’.

Finally the door opened, he put me on the shelf, and I began to cool. ‘There, that’s better,’ I said. And he brushed and painted me all over. The fumes were horrible. I thought I would gag. ‘Stop it, stop it!’ I cried.

He only nodded, ‘Not yet’.

Then suddenly he put me back into the oven, not like the first one. This was twice as hot and I knew I would suffocate. I begged. I pleaded. I screamed. I cried. All the time I could see him through the opening nodding his head saying, ‘Not yet’.

Then I knew there wasn’t any hope. I would never make it. I was ready to give up. But the door opened and he took me out and placed me on the shelf. One hour later he handed me a mirror and said, ‘Look at yourself’. And I did. I said, ‘That’s not me; that couldn’t be me.

It’s beautiful. I’m beautiful.’ ‘I want you to remember, then,’ he said, ‘I know it hurts to be rolled and patted, but if I had left you alone, you’d have dried up. I know it made you dizzy to spin around on the wheel, but if I had stopped, you would have crumbled. I knew it hurt and was hot and disagreeable in the oven, but if I hadn’t put you there, you would have cracked. I know the fumes were bad when I brushed and painted you all over, but if I had done that, you never would have hardened; you would not have had any color in your life. And if I hadn’t put you back in that second oven, you wouldn’t survive for very long because the hardness would not have held. Now you are a finished product. You are what I had in mind when first began with you.’ “

I guess by now you already know what the story is all about.

Pains, trials, difficulties in life. A non-stop, continuos action-packed adventure. That’s what life is and the blows, well, they keep coming. Guess what’s happening? The Master is putting us – His clay into the oven in order to break us, mold us and form us into His image.

God knows what He’s doing (for all of us). He is the Potter, and we are His clay.

He will mold us and make us, so that we may be made into a flawless piece of work to fulfill His good, pleasing, and perfect will.

Think about it. Our every area of strength comes from our past “oven-experience.” This is why we’re strong today and that strength, is used to help others and bring glory to His name.

Helen Keller says “I thank God for my handicaps, for through them, I have found myself, my work and my God.” Warren Wiersbe noted that when God permits his children to go through the furnace, he keeps his eye on the clock and his hand on the thermostat. As for me the best thing to do is to remember that I am but clay. But what a privilege it is to have Christ as my Master. So let the molding continue until the day He completes the work He has begun in me.