The Asian Manager June 1989 by AIM Alumni Publication

A PUBUCATION OF THEALUMNIREIITIONS ANDPI.ACEMENT OFFICES ANDOFTHEFEDERATION OF THEASIANINSTITUTE OFIUT.IAGEMENT ALUMNIASSOCIATIONS

voL.ll No.2 / JUNE1989

TheRole _oLl-Ula11agefs InTheGo-minq PacificEra

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EDITORIAL Fiomilrctublislts

of a SocialJustice-the Challenge Developing Country "...Weshall not cease from this exploration; And the end of all this exploingwill be to anive back at theplace wherewestarted, And lotow it for thefint time..." -7.5.Elliot pursuit of a just and humanesocietyis not Th" I altogetherabstractfor it is madeup of a collection of continuingindividual efforts to achievea set of idealsand beliefs. These efforts are manifest in our daily lives,in the ordinary and the extraordinary.Giving alms to the poor. Following the laws.And specialto the Philippines,a peacefulchangeof government. But inspite of these,it would still appear questionablewhether sufficientefforts to realize a'Just and humanesociety"are beingmade.It doesnot task the mind so much when wealth is abundant.But what happenswhen wealth is scarce? Take land reform, for example.It usedto be that each individualhad an equal placeat the startingline and eachwassupposedto be able to go asfaras hewasableto. Today,we argue,that the starting line was in the first placebent and that some,rather, the great majority of the common folk got left behind. Do we believein an

equalityofopportunityorin an equalityofresult? With the enactmentof a land reform law, we seemto believe,at least for the moment, in an equalityof result. The amusingthing, however,is that if we stand still and listen,we may alsofind that avoice exists within us which softly saysthat betweenthe first conquistadorand the landed of today,the centuries that have passedhave alreadyevenedout the startingline-not just oncebut manytimes.It is the nature of the economicsocietywe have chosento adapt. And what of business,labor and profits? If the intent of our lawsmirrors exactlywhat we believein and are willing to practice,we must "subresolvewithin ourselvesconceptslike sidiarity" and a private enterpriseeconomyon "preferential love" for onehandand a themeof a the poor on the other hand.Are we preparedto provide our workers with a "living wage" or are we satisfiedwhen we argueon the basisof efficiency,of a positiveincrementalcreationof purchasingpower, of keepinginflation below IIVo? Indeed,there is a dangerof a difference betweenthe intent of the law and the practice: The shapea shadowtakesdependson the form of the surfaceit falls on. -G.S.

letters to the Ed'ltor

Moreon Graftand Corruption Shalom! I had the chanceto takehold ofthe Vol. 1 No. 4 December1988issueof THE ASIAN MANAGERwhich belongsto my former boss,an AIM graduate.I found your publication very informative as well as en-

lightening. Your coverstory in that particular issueentitled "understandingand PreventingGraft and Corruption" is indeedvery timely and challenging, for I myselfam a government employeewho detestssuch practices in public service. I learned that THE ASIAN MANAGERis regularlysentto AIM graduates,and I am not an AIM

2 THEASIANMANAGERO JUNE1989

graduate though it is one of my dreamsto be.In spiteof this, Iwould like to requesta free subscription to THEASIAN MANAGER. -Riz FranciscaP. Abeiuela Davao City (Subsciptions are available to nonalumni at no chargeuntil December 31, 1989.-Eds.)

THE YISIBLE HAND AND THE DEVELOPING ECONOMY Essayson Management in SoutheastAsia by Victor S. Limlingan l92pp 1989 Of what relevance,ProfessorVictor Simpao Limlingan asks,are the principles of management,a westem/northem invention, to a developing nation, a generally southem phenomenon? "Why?" asthe Fortunately for Dr. Limlingan the critical questionhe askedwas not "Who?" asthe Asian must. The main culprits, he discovered, Westemermight, but were the Chinese, specifically the OverseasChinese in SoutheastAsian Nations. At about the time Dr. Limlingan was discovering the Chinesethe rest of the world was discovering the Japanese.Here indeed was proof inescapablethat just as the universal laws of physics ceaseto function at the subatomic level the universal principles of management could be violated with impunity outside the westem hemisphere! The questions that Dr. Limlingan asks in this collection of essaystranscendthe practices of the OverseasChinese and belong to his larger joumey: the quest to discover or develop a body of managementthought that applies to the other half of the world, to make visible what has so far been an invisible hand. FOREWORD BY Meliton V. Salazar Professor,Asian Institute of Management Also available: THE OVERSEAS CHINESE IN ASEAN BusinessStrategiesand ManagementPractices by Victor S. Limlingan Exclusively distributed Uy @ National Book Store. ORDERFORM Marketing Department NationalBook Store,Inc. P.O.Box 1934 Manila,Piilippines Pleasesendme: copy/copiesThe Visible HandandtheDevelopingEconomy _ copy/copiesThe OverseasChinesein ASEAN I enclosea bank drafVmoneyorder for the total amountof Name: Address:

Signature:

Date:

Retail Price airmaiffprepaid US$12.00@

12.00@

AIM ALT]MM NEWS The conceptwasthe creation of an Guadaramma, Rico Angtuaco. A Entrepreneurial Bureauwith our class former professor- Prim de Qrrzmxq '74asthe leadproponent."We MBM '74 usually attended,enthusiastically expounding think of rerrnionsasdrinking sessions, on his newbusinessinterest (guns). we chat, and then we go home...wait After a temporary brown-out, the again for the next reunion", said group watcheda JemesBond film in Benny. "Why don't we organizean Manny's laser disk player with giant IT WAS 15 YEARSAGO EntrepreneurialBureau,whereinwe video screenand sensurround. TODAY...OR...THEMYTH can network amongour classmates PeterNg hostedthe March reu'rion OF SISYPHUSTREVISITE,D and schoolnates,exchangeideas,and at the Jade Garden Restaurantin experiencesin different industries." Makati. Among those in attendance ByGaryA.Grq,MBM74 And this got the ball rolling. From werc Carlo Gomezwho was on vacat h a t i n i t i a l m e e t i n ga t t e n d e db y tion from his job in Thailand, Yogi And a merchantsaid: "Speakto us of buyingand selling". RoIond YoungN onoyYulq Chilo CorGonzales,LolongNavana, Tony de pus, BqtYaptinchay, Gary Grq, Boyet Leon, Ermi La Rosa and Dio.ne And he answeredand said: "To you the earthyields her Limory BootsandEmy deVqrq Rene Mohamma.d(and company),provided fruit, and Montemayor, funie Caringal, Nitoy interesting conversationcounteryou shall not want ifyou but blow how Estrellas, Andrew Gaston,Francis points...likehow youngBennylooked, to fill your hands. Suatengco,Rey and CynthiaSalazar, who were the singlesleft in the class, It is in uchangingthegifis of theearth Tony Onpin, Anchit Chua-Chiaco, who were separatednad 5ingleagain, thatyou shallftnd abundanceand be and OogiePena-Dolina,there foletc. satisfied. lowed a seriesof monthly meetingp T.R. Mohan (shon for TiruvalanYetunlesstheuchongebein loveand hoStedby different classmembers.As gadu Ramamurti Mohan; only a kindly justice, it will but lead someto the meetingended it wasdecidedthat former roommate could remember greedand othersto hunger.n we bring Christnas cheers to our what his initials stood for) hostedan lGhlil Gibran,The Prophet,1971,AlfredA classmatein Camp Aguinaldowho is authentic Indian dinner at his lGopf New York. under housearrest,OscarCanlas.So residenceat Bel-Air for the April ThereareplacesI'll remember contributions,monetaryand otherrgtrni61.{aong thosewhocamewere All my life-though some have wise,were collectedand a group paid Dario Pagcaliwagan,Tom Claudio, changed. a visit to Oscar. The people who Eddyx Ballesteros(all the way from Someforevernot for better, visitedhim a6fi6sdfuowsereneand at Cebu) andKim YongChan lung. The Somehavegone- and someremain peaceOscarwasinspite of his sureveningwas punctuatedby more All theseplaceshad their mornents rounditrqs. leminissingand endedwith a consenI{ith lovers and friends, I still can In January1989,the reunion was susto hold more reunions. recall, hosted by RolandYoung at his The classof '74hascertainlycomea Somearedead and someare living residenceon Young St., Corinthian long way. Around 35Voof the classof In my life, I've loved them all. Gardens.This wasa bigger group atL?ngtaduatesare currently undertakLennon-McOartney, In My Ufe tended by the original group plus new ing entrepreneurialventures.The '74 faces-Manny and Mai ssa Bernardobalanceare either in the private sec/\ handful of our classMBM Sibal,Ronnie de Ia Cruz Mon Maytga, facame, summonedby a call last tor, rnilitary,or governmentoccupying Beft Morto, Bobby Teo,Beft Manabat" DecemberL988,from Ms. Emy de top positions.Of the monthlyrerrnions Ricofavier, Danny Campos,TonyAlVeyra(AIM firmni RelationsDirecheld so far 44Voof the classmembers bert, Bobby fayme, Bert Locsin, haveattended.The Entrepreneurial tor and "commander" of our Bureau still needsa lot of fleshingout. classmateRu/o"Boots" de Veyra).The SammyFloro, and Oca Gendrano.lt venue was Ms. OogiePena-Dolina's was unanimouslyapprovedby those Shallthe classof '74riseuptomeet the present that Roland Young b e Chairresidenceat Ayala Alabang and we challengeto arrive at greater heights? manto steerthe reu"ions. were inform ed that B enny L omotan o*For thosewho did not attend "Let's keep the monthlyreunions who hadjust arrived form Hong Kong the 10th anniversaryreunion of informal...atime for us to relax and wascoming.It wassupposedto be a MBM class'74in 1984,the title just talk", Roland said. classreurion with a difference. Myth of Sisyphuswas among M anny andM arissa Bemardo- Sibal BennyLomotan, classpresidentof the main themesof that '74,had beenapproached hostedthe Februaiyreunionat their reunion.Our classwaslikened by the AIM to Sisyphuslolling a stone Alumni Associationto comeout with Q u e z o n C i t y r e s i d e n c e .F o r m e r classmates towardsthe top o115shill, only whomwe had not seenfor .s6e1hingconstructivefor the coming to fall, and then rise again. agespoppedup-Pete Calimlim,Peter AIM Homecomingin May 1,989coNg Nellie Galvez,NonoyAcot, Iohnny sponsoredwith the classesof '79 and Dator, Ed Roxas, Marilyn lulianoLuciano, Tony Venezuela,Caloy

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I / \

MM'78 ByTonyAragon,MM'78

the WesleyanUniversity (Philippines) in Cabanatuan,NuevaEcija. Edgailo F. GarciarsaConsultantof the Community Craft of the Philip pines,Inc., an exporter of Philippine handicrafts.Ed providesadvisoryservicesin the areasof financial management,markefing etc. Po'ad Matar is the Managing Partner of the Singapore office of Deloitte Haskins and Sells,the auditing nanagementservicesand tax consultng firm. He hasbeen featured in the SingaporeStraits Times as a "bumiputra" (native) professional who roseto the top of the management levelsin Singapore.He's a seriousjog ger. Claudio Iseppi is the Managing Partner of GianmarcoTrading Servicesin Singapore.His firm is involved in the exporVimport businessinvolving glass*,are,heavyequipment,baggages,and almost all other items. Gaty Clutt is the Managing Direc.i tor of Gental Edar Sdn. Berhad n Kuala Lumpur, Malaysia.His company is engagedin, amongother businesses,financingof motor vehiclepurchases. AI arniyartoI smardiyois theHead of Corporate Planning of the State Electricity Enterpriseof Indonesia. The firn is responsible for the generation,transmissionand distribution of electric power throughoutthe whole country. Rodolfu Balmateris in chargeof the financial consultancyservicesin the Audit Divisionof Drs. Utomo andCo. in Indonesia. The fum is part of the SGV Group. Rudy is providing consulting adviceand inplementation assistanceto various clients in the private sector in Indonesia.He is now assignedat the main office in Jakarta. He was formerly in charge of the managementservicespractice in Surabaya. Antonio T.Aragon is a Partner of the ManagementServicesof SGV & Co. He is with the Urban Develop ment and Electric PowerDivision. He is involvedin developmentprojects frmded nainly by international financial institutions. He carries out con-

sulting servicesin the areasof institutional development, manpower development, training, financial managementand general manage. ment. AuroraA. Benico ownsthe Galleria Aurora on PonceStreet,Sanllrenzo Village. Shecommissionspaintingsby famous Filipino painters like Joya, Ang Kio Kuh de la Ros4 Mahilrrm,de Asis, Doctor and others,and sells them. Thesepaintings are availableto art connoisseurs. Kath leen Velayo-Yulo is currently the Managing Director of Centrex Corporation, an internationalerhibition contractor and memberof Octanorm ServicePartner International, a worldwide associationof orhibition construction specialistsusing the Octanorm exhibition s'rstem.The company also makesmodular showcases and office partitions and furniturg. Kathy is also involved in convention and exhibition organizingasthe President and Vice Presidentrespectinely of AccessInternational Organizers (AIO) and Philippine E:rhibition and ServicesOrganization (PESO). The latter was the organizer of the lst -Aviation and Airport Support Show held in Manila in February1989. .PacitoI. Madnno made a success out of his entrepreneurialventurein gamesmanufacturing. He is the proprietor and generalmanagerof lli PM Enterprises.His firm is engaged .in manufacturingand marketing of toys and novelty items. Someof its products are educationaltop like the Brain Ttvister, tle Word Factory and the Kinder Kit. The Kinder Kit includes a seriesof threc bookletsthat serveas guidesfor parents, complemented by question sheetsand selfcorrecting answerkits. The novelty products include cups,buttons,banners and trinkets which canbe usedas promotional gircaways of somecompanies. Chito is the President of the Rotary Club of QuezonCity. Heis active in its local civic projects like helping the poor, and he frequently represents thecountry in RotarY conv€ntions abroad.

eoffrq L. Uynatiao, a Partner in the Audit Division of SGV & Co. providesaudit servicesto all tlpes of clients from various industries. He got married last December 1987to Jane Tenefrancia, a 1983 MBA graduatefrom the Wharton School of Finance of the University of Pennsylvania.They are blessedwith a lovely daughter,Christa,now sixmonthsold. Victor Theis a Treasury Officer in the Treasury/InvestmentDivision of the Asian DevelopmentBank. He is thefirst AIM graduatetoioin thebank inJune 1980.Victor is in chargeof settlementsfor the investmentsof unused fundsof the Bank in the form of bonds, certificatesof deposit and treasury notesof Governmentsall over the world. He is an avid golfer with membershipswith the ADB Golf Club, Villamor Golf Club andValley Golf Club. LeonardoP. Lopezis a Full Colonel inthePhilippine AirForce. He is currently taking his Mastersdegreein National SecurityAdministration at the National Defense College of the Philippines.He expectsto graduatein July 1989. Basilio R. Tagoriois Senior Assistant Vice President of the LPG Division of the Manila Gas Corporation. He is in charge of the LPG marketing, operationsand tanker goup. OscarG,Iosef is the President of the Private Educational Retirement Annuity Association.The Association providesretirement plans for private school teachersand employeesof private educationalinstitutions. It is expanding its membership which is presentlyatL,450schoolsand 45,000 schoolteachers.He is also a preacher of Chrht's words in severalChristian churchesand youngpeople'sgtoups. He is likewise a trustee of private schoolslike the Northern Christian Collegein Laoag FEBIAS Collegeof the Bible in Valenzuela,Gregorio Araneta U T hesesu--aries were prepared for inclusion in the souvenirprogram of the 20th GeneralAlumni Homecomingwl I took place May 12,198-9. The Alumni RelationsOf6ce solicited contributionshopingto comeout with g rgguJq Alu ,Iewletterto accompanythe quarterly maganne,THEASIANMAN,AGER on a regular basis.It is felt that with the hclp of mni who are willing tb put in sometime to write about their classmatesthis irewsletterwill really takg-off.So-'hqw Pleasesendyour classcallto: TheExecutiveDirector,Alumni RelationsandCareerManagementOffice,Asianlnr Management,MCC P.O. Box898,Makati"Metro Manila, Philippi

;

MBM'79.A A Carousel of Characters Bylito Scruta MBM'79 ach had a claim to fame, a pet aamg or a statcmentto make. It soundedlike theyall cane from a circus: the Bird, the Snake,the Penguin, the Pelican, the Dog and the Flea. And then there were special athactions: Yeti and his elevator shoeg Goonie, Mother-Ham, Iodine and Curly Tops. Others were tagged as: Prince of Darkness,the Mayor, HB, Hakaq Betty-boop, Bakya-kid, and Jojugs. Somehad hyper-stereosystemsorpinkas hisfavorite color: "Oh, Yes! So Cute! So Nice!'The unique aspect about them was that they believed that with a bunch like them, the world wasDOOMED! If theydidn't havenames,theywere identified with groups: the Chinese Mafia, Moratski's Advisees and the Snutzies. All were Lenls Pride. And what did they all do? There was the Bullshit Paper, the dunking sproes,swiprng the girlfriends of the Jap Professor,the crisisroom,Isaltenanggoand Morasan. Campus capers like nidnight howling, karate kicks on alarn systems,8-mm flicks, smoke-filled suiteswith empty liter! L

MBM'79 . SECTIONB FI"ASHBACK 1 ooking back now I realize it was l.,worth all the time and money. There's really no secret to it. It's all a combination of concentration and goofing off; serious cork and faking; and doing things on your own and learning to ride on with the rest. After two yearsof all these,there's got to be sonething one must havelearned.I can't sayfor surebut schoolmeantdifferent things to differcnt people. But one thing is sure. AIM is full of memories.Let me try to recall. Th\te are my r@rnmates- Tay,E4 .4rnir, Rais andloel a fine bunch who

bottles. They plotted to beat the Alumni BasketballTeam. (And when they couldn't beat them - theyjoined them!) Activities were not restricted to qrmpus. There were scarceresouroe expeditiong Tibs, off-campusdunking parties that ruined Persianrugs and screendoorgraids on cathouses,bar joints and musiclounges.Out-of-tocm trips to Nepo CountryCLub andMonticello. Fiestasin the City of Angels, beachesand lakes. After all, the classwas influenced by Deans like Fatman Mendoza, Bloodshot Bernardo, Sandals-kidOrtigasand "Dean" Velasco.Facultylike Pistol Pete, Congo-kid Azanza Cutie Tan, Porma-kid Limon, Big-Bull Bill Bradberry, Jun-will- somebodystraighten-him- out-Borromeo, Slowcock and otherswho daredcall themselvesprofessors. . . all coordinatedby I'm-your-Mama-Panganibanand her sidekich WackySusan. As a rebult, everyonewanted to mate his mark: o'Straurberry fi elds forever" r'Junbo burgersare best" o"Spoon-a-day...honey'' o"Cookies your mother makes" (ranslated into Pilipino) or make an immortalizing stateEent: o"The reindeer are the defectors of the caribou.' o'My decisionis a definite maybe."

AGAIN! It's all worth it. Afinalnote to allthoservhohelped us, inspired us and saw us through Graduate School . . . To our fatlen, mothers and most especially our parents:After ten yearswe can say. . . OH YES, WE STUDIED TOOI . . . anditwasTOUGH!

kncw meinsideand out. Our nc,rtdoor neighbors - Prons, Frankie, Deepalc, Muiptne4 Dennisandlatie - alwap aroundwhenwe needthem.Myfriend Mui,the Siatresecat I can't refuse. Then, there are the testzBong and his chopper ride. The slow but deliberatelr&'r. The vivaciovsZcny L, The love teamof.Ieneand./osie.The fearless FredericAbraham, Teddy Bear Antnungan,Key friend and never-saydie Noel Canivel. The boyshMengie. The helpfulMina C. The hard-driving ChenInng Far. The Cebu engineerSamson.The Korean Tiger Chun lin Suk.Bedimpled Minru. The gentle mioy. The smmthie Vince Formoso. Amorous Joel.Serious-faced Hussain. The dynamicdue of.Ivon M. andBoboyM, Little Cmnelita. SmokingRotl,S. The berdedDeepok Shukla.

The easy-goiagLouieZ,The evep smiling/ig Tan. 1\,e leather-jacketed Popo. Beatle-hairdoed Supot. The qaietTicia. The Sri Lankan manabout-tonmVaIsan. The inquisitive teadrinking Lee Sung Huat. The Malaysian ally Mustapha. The Tagalog-speakingSarip. The easygoingNasirin The dashing, KretcksmokingHerry O, " Call me Christopherfor sbort" /Vg.Mr. Caltex RamonRomano, Miss New York SSSl.nan dc Ia Rosa.Als the pharmacist in hipster pants.The artiql/rateBenV The coolFreddie D. The Beauteous Miiatr de Vqa. The graceful Evelyn. The Porma bd,Rey Cruz Everythingwasgreatwhile it lasted. But life has got to move on. Now as I look ahead, I just hope that the two yearsmeant as much to the rest as it meantto me.

o"If the problem is the ni[ then bring in the cow!." J'Pote, moy ClAsa Section8." o"He took mycar andleft me in the middle of the road." Diverse remarks.But we all agreed on one thing: the battle cry, the motto, the pledge - "I-ove oneanothEr."Yes it was corny and still is. But for some incredible bigger-than-life reason,it worked! Tcn years after graduation, the membersof MBM Class'79SectionA continue to seeone anotheratrcgular reunions, surprise q/Eddingror otherwise,baptismalpartieg fiestasand the like. All to talk about the dunting, d1i11king,expeditions, personalities and insights, in the years that passed Classmates show up for the camaraderieandthe free meal If we were asked if we would go back to AIM once more if we could, we'dsay YES, OFCOURSE! To the security guards whom we bribe4 the meintenancemen we gave headachesto, the secretarial pool whom we made discreet innuendosto (whether for love or for typing): YES

oF couRsE, wE'D Do IT

MBM r.980 JUN BORROMEO'S CHARGES By Angel B. Tamayo,MBM'80 I got this phonecall fromAIM. I was I askedto produce a write-up about the classof MBM 1980.Funny.It had to be brief but encompassing.Much more, zestful. I wondered whether I could do justice to all my classmates and bur coordinator, Jun Borromeo, or elsetheywill pound the gavelon me. But the task has to be done. Not too short, though. After all, I was reminded that by 1990,we would be the ten-yearjubilarians. So I thought people would like to know about us. So, fasten your seatbelts.And we take off. Bato-bato sa langit, ang tatamaan at makakalimutan huwag mapgolit. (*Sorry if somepeople will be missedout or if toeswillbe stepped on). We were barely a week old in the portals of the institute when one of the "I senior faculty nembers opened up: am not sure whether it would shock you to know tf,at this batch has the lowestI.Q. averageever admitted into AIM." Naturally, there wore mixed fselingsin CaseroomI. This smart guy (Lory Tan) who wasseatedbeside me (at the bac\most row) just quippe4 to the delight of all: "They probablytell that to all fresh-en year in and year out. Remember[hs 6eening of institu_ tionalized intimidation, fellas?" It was like a scenepicked from some Harvard movie script. But that was 1978.A time of big changesand also a period ofanxieties and dilemmas.Who wouldn'tget that feeling in those daysin Manila? Little did wi know that Martial Law was nearing its sunset.But for all thdir "trip", Ver and his co-hostswere far more vibrant, operative and segnigly effectiveas Gestapos(for the love of DaApo). There wasa recessionin the western hemisphere. There was the energy crunch. Spiralling inflation. The NPA problem hadjust grorm fullbloom in the outskirts of Davao and the other key provincial cities.And the peso devaluation loomed in the

horizon. Worse, the executivemarket was beginning to shrink. And here we were breaking managementcasesas neophytesdo. Somehowour batch survivedthe two yearsin AIM. We produced five distinction graduates.Inside info tells us that there were supposedto be eight,but the number had tobe drastl cally trimmsd down in keepingwith the standards(Oh, really?) Let me see...theoverall distinction classnates werc:Leow KeePeng(aMalaysianExecutive Editor of our Yearbook, mogna cum laude, biologist; now Manager of the ConsumerProducts Division, Johnsonand Johqson Pte. Ltd. Malaysia, the samefirm that honored him with a full scholarship); GregDominp, (an Atenean"graduate of ManagementEngineeringand a Ph. D. candidatein Operations Research nowAVP at First Boston Corporation, New York); Iun Abes (an Atenean,wjth a B.S.in Mathematics cum landc, one of the youngestin the batch, now a SeniorAsst. Managerfor Treasury, Bank of the Philippine Islands);MilceSoletud (a UP, Diliman grad regular guy with a B.A. degree cunt laudc, now Corplan executivein the Floirendo Group iJrDavao City); andLeoBiscocho(a La Sallite with 1$'qengineeringdegreegnow still a big fishpond operator/owner in Luccna City). Notice that of these5 brightest guys, only one is an entrcpreneur.That'sa low frVo.Dor;s that tell us ss6sthing? Do you know that in AIM's history this 1980batch alsoproduced th.efirst distinction final marks in one of the top two major subjects,Dertlopment of Enterprise (under a sharpand cutty professor, now a Harvard-DBA holder)? The two distinction guysin D.E (Entrepreneurship) vercz Riclcy Lacson(a Philadelphia La Sallite majoring in [inance, now Senior Director for Account Management Group of the Livelihood Corporation, Pasig;Meho Manila); and yours truly (an Atenean" a philosopher and conmunicator who should have been a best-selling novelist/journalist/TV director, bul now a Senior Manager/Area Credit Head for .Luneta-Manila-PasayArea of the No. 2 unibank in the country, PCIBank)...(hoCs that for bench saddling?) Don't yawnyetl The MBM 1980 batch will be rememberedasthe class

with the most graduateson time 97 marchedon graduation day out of 115 That's MRR (Thesis)attempters'1. 84.35%.Itis the only batch"so far in AIM's history, that produced a twoinch thick, leather bound with gold inset lettering, classyearbookwhich was handed to the graduateson stage on graduation day,together with the MBM diplopras.As far asI know,over the past 20 years,no graduatingbatch of any school has ever produced its yearbookon its graduationday - with all production liabilities paid for, prior to graduation day. (HoCs that for a classwith the lowestI.Q. average, huh?) Howdid all thesehappen,consideringthat the ExecutiveEditor was a Malaysian who did not have the ready-madeManila network of businesscontacts?Well, that is a secretwe all in MBM'80 are still keepingto ourselves.The fact remains:we produced the only quality yearbook nuch on time plus a veritable surplus of funds generated. It has been almost ten yearssince our graduation.Iet's seetle profile of the batch in terms of corporate employmentand entrepreneurial sucoess: There were 97 graduates: or 30Vo;8 are D arc entrepreneurs corporate employeesor 70Vo.Of these corporate employees,L0ot l0.3Voare part-time entrepreneurs. Of these Filipino employees,4are assigned abroad. Of these corporate employees,17 havebeen bankersor 17.SVo bf thebatch.Of thetotalbatch, 2l arc now Presidents/Ownersor e q u i v a l e n t l G e n e r a l Managers/Iv{ajority-holders(this is 2L.7Vo). Now who are these successful entrepreneurial adventurers?In alphabeticalor der..AidaAladad (patt owner with husband/classmateNfk Molurned,in CenturY Batteries, Selangor,Malaysia);I, awrency'4landyDy (the youngest MBM, now Managing Dirictor/Owner of Kayang-Kaya Merchandising Company, Manila, which is in larments marketing and cock-fighter raising); Lco Biscocho (a distinction graduate, now on his tenth successfulye3r in pr,awnfarming);.EIenryBimo (the goldmiTer'sson,nowa restaurateurin the Crown,Colony);ChewEng Seng (the qudnti wizard, now Managing Director of Microelectronic Packag' ing Pte. Ltd. in Singapore);Mac Her'

ntoso(the leathertycoonofthe batch, Salgado(the robust Tae Kwan Do the sixthdistinctionguy.Garyis now a now Presidentof Liberty Savingsand blackbelterand all around manage- professorin AIM after stintsin BanL o a n B a n k , I n c . , M e y c a u a y a n , mentguyfrom Ateneo,now President com, PCI Management,Citibank & Bulacan); WinstonKawsek (the of Shape,Inc.,Pasig,Metro Manila); the DevelopmentBank of the Philipbatch's"hotshot"merchanfisingman, Su Thai Ping (the constructivelycritip i n e s . H e w a s a l s o a m o n gt h e 3 now GM of Kawsek,Inc. and GM of cal seatmatefrom Malaysia,now GM youngestmembersof the classof L980 t h e v e r y f a m o u s M a k a t i S u p e r - of SungeiWay LeasingSdn.Blvd., (finishingMBM at22?). gefangor,Malaysia);tory Tan (one of market);Lai King Pui (the quiet but Finally, what about the eleven effectiveKung Fu Kid of HII now GM the batch's bestin all marketingsub- flowers among the thorns? Aida of Centurion Facility Co. Ltd., jects and the other distinctionguy in Aladad is with classmate/husband Nik Central,H.K.); Bong Layug (the HBO, nowGM/Owner of Bookmark, in Malaysia.YokeChiais with Sinbatch'ssuper salesstrategistfrom Inc., Vito Cruz Head Office,Makati gaporeAirlines,Singapore. EvelynCoAteneoandthe triple-Aplayingcoach and now alsovery busywith his one Pasilaois with PNB Escolta.Kathryn of the two-year-in-a-rowchampion yearoldfust born son,Vidal); and not Co-Shihis with SwissBank Corp. in teamin basketball,now the President the least,SanjayVnze(the potential Hong Kong. Tessdel Rosaio-Boot is of Budii Corporation,BeverlyBlvd., machinegunnerFilipino-Indian, now with Manulife Insuran ce & Ktkay LA, U.S.A.,which is doing superblyin the big boss/GM of Metoxide Phils. Fraganteis*vrthSunHung Kai Security furniture salesand designexports beC o r p o r a t i o n ,P a r a n a q u e M , etro Phls.Minda Garcia is with Suio causeof his top calibre international Maniln). Marble Phils.Linda Perezis a profesfurniture/interior designerbrother And who are the guyswho stuck it sor in CagayanTeachers'College. Budii Layug - I heard Bong charges out in banking?We have:fun Abes DulcePosadasis with Citibank. $1,000per hour for a rush-rushplate (BPI, Manila), Naqi Azam (Saudi Manila. And Bhauani Subramanianis designfor a posh residence,and an A m e r i c a n B a n k , R i y a d h , S a u d i in NewYork. armchairsellsfor at least$500.00!); Arabia); ChungChen,Se (Korea MerI don't knowwhetherfun Bonomeo DodgieMafon (the quiet Atenean, chant Banking Corp., Seoul,Korea); is 10L%proud of us. But we are,no now still a successfulfish farm owner EvelynCo-Pasilao(Philippine Nationdoubt,very proud ofhim for reaching in Calauan, Laguna); Chito al Bank-Esc olta); Kathryn Co-Shih the rank of AssociateDean in the In(the potential distincNepomuceno (SwissBank Corp., Hong Kong); stitute.Animo! tion guy with accountingand beBobbyCruz(PNB-Escolta); Noel de Ia Now the ticklish question.As my havioralsciencedegreeswho gave Paz (B ankersTrust Co.-M anila) i,[ ag father would ask:Are the membersof ; Citibank ProfessorHeinzRhiel the Hermoso(Liberty Savings,Bulacan); MBM '80 successfut?I dare not venrun for his lectures,with an almost Lam Hee (MaSank, Kuala Lumpur, ture on hair- splitting definitions of perfect scorein the finals, now a full Malaysia); Ramon tiz (Citibank, what one meansby success.But I'm - I'm told time agribusinessman Taipei);Man FukZinr (Kwong Yik sure each of us would deliver his/her Chito would havebeen a VP in Bank, K.L., Malaysia); Bharat ownpersonalspiel.Rememberthe old Citibank had he continued,but he Porashar(the First National Bank of saying:"It depends"? opted to be an entrepreneurand now Chicago, Chicago,U.S.A.); Shcd Well, we are ready for a soft touch enjoys being one);Philip Ng (La down.I hopeI did not bore you all to Quracshi(Kuwait Int'1. FinanceCo. Salle'strack star and fast engineer, Safal,Saudi Ar abia');AIfrcd Severino death.It isn't easywriting this piece who decided to leaveSingaporeand (Security Bank, Manila); Dedette especiallywhen one is given only a stayhere permanently,now President Si ngson-Bautisn (Citib ank, lv{pila ) ; three-pagedirectoryof classmates and of AutohausEuropa, Inc. which speGigi Zenarosa(PNB-Escolta) and everythingis left to memory andoido. cializes on European cars for big yours truly (PCIBank,Manila). Of Sofolks,pleasedon't givemethegavel. shots);N/rMohamed(the no - nonthesebankers,one is a bank president This waswritten gratis et amore...I sense,straight shooting executive and three are now vice presidents. havelots ofcredit packagesto readfor from Malaysia,now GM of Century Most of thesebankersstayedput in rush-approvals. Thanks. Batteriesin Selangor,Malaysia); one bankingcorporation since1980 Anand Padi (the eversilent engineer- (how abouta big hand for loyalty?). ing geniusfrom India, now Managing What about the militarv MM'84 Director of Anand PadiFinancialSerclassmates? We still haveCot. ViL vices Pte., Ltd.); Philip Huang Batacin Camp Crame, Col. Cesar (anotherquiet guy, now honchoof Bello as Asst SecretaryforPersonnel, Unno CommercialEnterprises);I4nDepartment of National D efense;CoL WHERETHE HELL centfayme,fr. (the sharpbutunassum- Rudy de Castro,PAF, Villamor Air ingAteneotrack starandeconomist,a IS MM CLASS'84? Base;CaptainTorchTones(thePUe distinctionin HBO, now a StockMart b a t c h 1 9 7 5V a l e d i c t o r i a n ) n o w expert on his own);Madhu Poduval Budget and Fiscal Officer of the By Tony Soriano,MM'84 (the respectableIndian gentleman, Philippine Constabulary;asto Tony (Note: TonySoriano is curently connow Chief Executive Officer of Tri Siapnowedon't knowwherehe is now nectedwith the CoordinatingCouncil of FoodsNigeria, Ikeia, Nigeria); Emile (pleaseinform us, Tony). the PhilippineAssistanceProgram.) Reyes(anothersimplebut deep perOh,I almostforgot.MBM 1.980 son,now Co-owner/lvlanagerof Reyes t's been almostfive yearsnow since contributedGarySantosto manage& AnastacioPawnshop,Inc.\; Monty the MM Classof '84hasleft its alma ment education.He could havebeen

mater,hopefullyfor greenerpastures. This batch of predominantlyoverseas studentshassincepartedwaysafter graduation in May 1984and I can imagine what a relief it was for my havecompletedtheMM classmatesto progrrm well on their wayto returning to their jobs. Recall that June 1983wasthe most tumultuousyear of the Marcos era. Thet972 declarationof Martial Law pales in comparison. When we junapedon boardinAIM in June1983, the peso immediatelydevaluedto around P10:1and the Philippine Central Bank'stroubleswere already starting to manifest.What a way to start the year! In August 21,L983, Ninoy Aquino was killed and it sent AIM studentsscurryingout of their classroomsto watch the succeeding eventsas they unfolded daily on TV. Blameit on the incessantbrownouts during that time. However,we were as much in the dark as the rest of the population. The rest is history. Unfortunately, though very much willing, most of us were unable to be a part of history manfestingitself in the eventsthat were happeningtoo fast. We were either stuckwith casesthat had to be dissectedor the infamousMRR that hadto be producedor we would never havegotten the coveteddiplona. So now that almostfive yearshave comeand gone,where's MM '84? I myselfwasgivenupfor an MIA (Missing in Action), havingbeen in Los Angelesfor a numberof years66dling a door exportingoperation.In oneof my sortiesto the Arco gasstationon MidWilshire Blvd., I chancedupon Nesfor Alimu who I would find out later in 1988would be headedfor Vancouver, Canadato raise his family (there goes another brain leavingthe country). There's no place like home for me . e a n d a l l o f u s A I M g r a d u a t e sW should rise to the challengeof doing something constructive for our countryin order to leavea legacybehind for our children. SusanRectohas since decided to return to Manila toioin the USAID elite contractssquad (negotiating USAID contracts can be a dangerous occupation too, you know). She also happenedto come auossSonnyTindikinBasilan. Sonnyis very activein flinging progressto his proitnce.Pete Roxar is still a Valley Golf habitue and dabblesin teachingat AIM on the

side.TommyLeehas sincegiven up com-ercial banking for good in favor of selling Bridgestonetires, while Mariju La Rosa reioined the commercial banking industry (Solid Bank), probably for good this time.lsy Ocarnpois still doing her thing at Searle(I wonder if she'sstill single?), Romy Mascardois busy running after consulting contracts for Economic DevelopmentFoundation (in order to beat the competition).We're really quite sad to report that an assasin's bullet has takenloe Cagd awayfrom us for good.We misshis terrific sense of humor. The "MIA's" we'd like to know more aboutarc Rolty Garcia,whowas last sighted in Malacanangduring the early monthsof the Aquino government in t9f!6,Malou Matabuena and PepeLoy. Now do you know whereMarian Si*ey is now? Happily married with three kirls in Seattle.Thosegup who still havea crush on her misht want to know that she'scoming over for a week'svisit from May 16.Now that's being in touch! Sanjiv Sarinisvery mucharoundin NewDelhi andwasin touchwhenI wasin LA. Hope he'sstill ableto track me down inMenila. Ianet I/o is married and hassettled down in Brunei. The foreign basedpack is more of a pnzzlsts put together.The lastI heard Ramilbreezed through town but missedthe hero's welcomeawaiting him becauseno one informed us on time that he wasflying over.We'd sure like to hear fron Guna"Moon, Fobby Lint, Adenan,Subraandtherestof the herd soon. In the meantime,our eyesand ears at NAIA are waiting out for any of them should they decidEto comeon short notice. We're keeping our fingerscrossedthat somemaybe able to return to AIM for this year's homecoming.

MBM '85 By SusanYao,MBM'85 o on the LOCAL scef,e... I still recallthat,amongthosehappilly employedright after graduation, Artemio ulun' Gesmundo was rumored to havegotten the best bar-

gain.His multi-awardedcan group 13 must have given him a lot of opportunities in learning how to "package" hims,slfse1[at the real "Jun" is kept to himself!As of presstime,heisaGroup Product Manager of Zuellig Pharmaceutical,looking for a new car, house& lot and maybea girlfriend or wife!! Though htghly glamorized but unfortunatelycompensated arethehandful of uswho'ioinedthebankingsector. Sti[ with Citibank areDon Brodeih who recentlywent to SaudiArabia to launcha campeignto capturea bigger sharein overseasworkers'remittances;Mag Chow, now changedto Mag Chow Sy,asshesuccessfullymarried herex-suitor...the QA Wizard of MBM '84, still rememberthat guy whq used to share lunches with Mag ? Iun AhyongandBobbyReyes,bothmarried but not to each other, are with the Treasury.PeteDyloco,impatient with Citibank'sstructureof careerdevelopment, hasioined a finance companyin Hongkong which giveshim a better ROI. Survivingthe self-imposedpressure in Citytrust (the local affiliate of Citibank, N.A.) due to certainambition anddesiredtimetable,I heard,are sanYao and thetwo lady-achievers.-Su WendyMedina.To our surprise,our bedimpledlady architect and QuikYum venturerSusanhasbecomethe BranchManagerof Del Monte Branch which she has turned to becomethe biggestin volume and profit in Zyears. When interviewed,shesaid "It isiust applyingyour casestudy skills in Human Behavior in Organization, Marketing Management,Finance Management,Operations Management,BusinessPolicy, etc. exceptthis time I amgetlingpaid." Wendy,on the otherhan4 startedwith the Marketing Group using a lot of her skills learned from Prof. Ned Roberto's Consumer AnalysisMarketing Research.Due to her AIM (ambitious, intelligent manager)qualities, she is now the BranchManager of the fast growing New Manila branch. Joiningthe academeis our one and only distinctiongrad GeoryeTary now called as "Professor Tan" in AIM by hisvictims- everynewbatchof MBM. Now is his chanceto get even.His can group mateRomy Pena is vice president of Wrangler, Phils..4na Agtine, marriedto her ex-boyfriendRegalado, is an expatriatein Indonesiawith her

rnoso(the leather tycoon of the batch, (the robust Tae Kwan Do Salgado the sixthdistinctionguy.Gary is now a now Presidentof Liberty Savingsand blackbelterand all around manage- professorin AIM after stintsin BanL o a n B a n k , I n c . , M e y c a u a y a n , mentguyfrom Ateneo,now President com, PCI Management,Citibank & Bulacan); WinstonKawsek (the of Shape,Inc., Pasig,Metro Manila); the DevelopmentBank of the Philip batch's"hotshot"merchandi5ing man, Su Thai Ping (the constructivelycritip i n e s . H e w a s a l s o a m o n gt h e 3 now GM of Kawsek,Inc. and GM of youngestmembersof the classof 1980 cal seatmatefromMalaysia,now GM the very famous Makati Super(finishingMBM at 22?). of SungeiWay LeasingSdn.Blvd., gsfangor,Malaysia);lory Tan (one of market);Lai King Pui (the quiet but Finally, what about the eleven effectiveKung Fu Kid of HI! now GM the batch's best in all marketingsub- flowers among the thorns? Aida of Centurion Facility Co. Ltd., iects and the other distinctionguy in Aladad is with classmate/husbandNik Central,H.K.); Bong Layug (the HBO, now GM/Owner of Bookmark, in Malaysia.YokeChiais with Sinbatch'ssuper salesstrategistfrom Inc., Vito Cruz Head Office,Makati gaporeAirlines,Singapore. EvelynCoAteneoandthe triple-A playingcoach and now alsovery busywith his one Pasilaois with PNB Escolta.Kathryn of the two-year-in-a-rowchampion year old first born son,Vidal); and not Co-Shihis with SwissBank Corp.in teamil basketball,now the President the least,SanjayVrnze(the potential Hong Kong. Tessdel Rosario-Bootis of Budii Corporation,BeverlyBlvd., machinegunnerFilipino-Indian, now with Manulife Insurance & Ktkay LA, U.S.A.,which is doingsuperblyin the big boss/GM of Metoxide Phils. Fraganteiswith SunHung Kai Securify furniture salesand designexports beC o r p o r a t i o n ,P a r a n a q u e M , etro Phtls.Minda Garcia is with Suio causeof his top calibre international Manila). Marble Phils.Linda Perezis a profesfurniture/interior designerbrother And who are the guyswho stuck it sor in CagayanTeachers'College. Budji Layug - I heard Bong charges out in banking?We have:.Iun Abes DulcePosadasis with Citibank, $1,000per hour for a rush-rushplate (BPI, Manila), Naqi Azam (Saudi Manila. And Bhauani Subramanianis designfor a posh residence,and an A m e r i c a n B a n k , R i y a d h , S a u d i in NewYork. armchairsellsfor at least$500.00!); Arabia); ChungChenSe (Korea MerI don't knowwhetherfun Bonomeo DodgteMarfoi (the quiet Atenean, chant Banking Corp., Seoul,Korea); proud of us. But we are, no is L0'J.Vo now still a successfulfish farm owner Evefu Co-Pasilao(Philippine Nationdoubt,very proud ofhim for reaching in Calauan, Laguna); Chito al Bank- Esc olta); Kathryn Co-Shih the rank of AssociateDean in the In(the potential distincNepornuceno (SwissBank Corp., Hong Kong); stitute.Animo! tion guy with accountingand beBobbyCruz(PNB-Escolta);NoeldeIa Now the ticklish question.As my havioral sciencedegreeswho gave Paz (B ankersTrust Co.-Menila); M ac father would ask Are the membersof Citibank ProfessorHeinzRhiel the Hermoso(Liberty Savings,Bulacan); MBM'&) successfut? I dare not venrun for his lectures,with an almost 'Lam Hee (Maybank,Kuala Lumpur, ture on hair- splitting definitions of perfect scorein the finals, now a full Malaysia); Ramon liz (Citibank, what one meansby success.But I'm time agribusinessman- I'm told Taipei);Man Fuktinr (Kwong Yik sure each of us would deliver his/her Chito would have been a VP in B a n k , K . L . , M a l a y s i a ) ; B h a r a t ownpersonalspiel.Rememberthe old Citibank had he continued,but he Parashar(the First National Bank of saying:"It depends"? optedto be an entrepreneurand now Chicago,Chicago,U.S.A.);Shad Well, we are ready for a soft touch enjoys being one);Philip Ng (La down.I hopeI did not bore you all to Quraeshi(Kuwait Int'1. FinanceCo. Salle'strack star and fast engineer, Safal,SaudiAr abia);Alfrcd Seveino death.It isn't easywriting this piece who decided to leaveSingaporeand (Security Bank, Manila); Dedette especiallywhen one is given only a stayhere permanently,now President Singsm -Bautista (Citib ank, M anila); and three-pagedirectoryof classmates of AutohausEuropq Inc. which speGigiZenarosa(PNB-Escolta) and everythingis left to memoryandoido. cializes on European cars for big yours truly (PCIBank,Manila). Of Sofolks,pleasedon't givemethegavel. shots);Ni/rMohamed(the no - nonthesebankers,one is a bank president This waswritten gratis et amore...I sense,straight shooting executive and three are now vice presidents. havelots ofcredit packagesto readfor from Malaysia,now GM of Century Most of thesebankersstayedput in rush-approvals. Thanks. Batteriesin Selangor,Malaysia); one bankingcorporation since1980 Anand Padi (the eversilent engineer- (how about a big hand for loyalty?). ing geniusfrom India, now Manaqttrg What about the military MM '84 Director of Anand PadiFinancialSerclassmates? We still haveCol. Vic vices Pte., Ltd.); Philip Huang Batacin Camp Crame, Col. Cesar (anotherquiet guy, now honchoof Bel/o asAsst.Secretaryfor Personnel, LJnnoCommercialEnterprises);I4nDepartment of National D ef ense;Col. WHERETHE HELL centfayme,fr. (the sharpbutunassu.rr- Rudy de Castro,PAF, Villamor Air IS MM CLASS'84? ingAteneotrack starandeconomist,a Base;Captain Torch Tones(the PMa distinctionin HBO, now aStock Mart b a t c h 1 9 7 5V a l e d i c t o r i a n ) n o w MM'84 expert on his own);Madhu Poduval Budget and Fiscal Officer of the ByTony Soiano, (the respectableIndian gentleman, Philippine Constabulary; asto Tony (Note: TonySoriano is cumntly connow Chief Executive Officer of Tri Siapnowedon't knowwherehe is now nectedwith the CoordinatingCouncil of FoodsNigeria, Ikeja, Nigeria);Emile (pleaseinform us, Tony). thePhilippine AssistanceProgram.) Rayes(another simple but deep perOh,I almostforgot.MBM 1980 t's been almostfive yearsnow since son,now Co-owner/lvlanagerof Reyes contributedGarySantosto managethe MM Classof '84hasleft its alma & AnastacioPawnshop,lnc.); Monty ment education.He could havebeen

mater, hopefully for greenerpastures. side.Tommy Leehas since given up This batch of predominantly overseas commercialbanking for good in favor of selling Bridgestonetires, while studentshas sinceparted waysafter graduation in May 1984and I can imMariju LaRosa rejoinedthe commercial banking industry (Solid Bank), agine what a relief it was for my probably for good this time.lsy classmatesto havecompletedthe MM programwsll on their wayto returning Ocampois still doing her thing at Searle(I wonder if she'sstill single?), to their jobs. Recall that June 1983was the most Romy Mascardois busy running after consulting contracts for Economic tumultuousyear of the Marcos era. TheLfil2declaration of Martial Law DevelopmentFoundation (in order to pales in comparison. When we beat the competition).We're really jumped on board in AIM in June 1983, quite sad to report that an assasin's the peso immediatelydevaluedto bullet hastakeraloeCagrd awayhom around P10:1 and the Philippine us for good. We misshis terrilic sense Central Bank's troubleswere already ofhtrnor. The "MIA's" we'd like to know starting to manifest.What a wayto start the year! In August 2L,1983, more about are RoltyGarcia,who was Ninoy Aquino was killed and it sent last sighted in Malacanangduring the AIM studentsscurrying out of their early months of the Aquino governclassroomsto watch the succeeding ment in l9f!6,Malou Matabuena and PepeLoy. eventsasthey unfolded daily on TV. Blame it on the incessantbrownouts Now do you know whereMaian during that time. However,we were as Sinley is now? Happily married with much in the dark as the rest of the three kidp in Seattle.Thosegu)6u/ho population. still havea crush on her might want to The rest is history. Unfortunately, know that she'sconing over for a thoughvery much willing, most of us week'svisit from May 16.Now that's were unable to be a part of history being in touch! Sanjiv Scrin is very manfestingitself in the eventsthat mucharoundinNewDelhi andwasin were happening too fast. We were touchwhenI wasin LA. Hope he'sstill either stuckwith casesthat had to be ableto track me down in M anila.f anet dissectedor the infamousMRR that i/o is married and hassettled dorvr in had to be produced orwe would never Brunei. havegotten the coveteddiploma. The foreignbasedpackis moreof a prtz"le to put together.The lastI heard So now that almost five years have comeand gone,wherc's MM '84? I Ramilbreezcd through town but myselfwasgivenup for an MIA (Missmissedthe hero's welcome awaiting ing in Action), havingbeenin Los Anhim becauseno one informed us on gelesfor a numberof years66dling a time that he wasflying over.We'd sure door exportingoperation.In oneof my like to hear from Guna, Moon, pobby sortiesto the Arco gasstation on MidLint,Adcnan SuDrcand the rest of the Wilshire Blvd., I chancedupon Nestor herd soon. Alimon who I would find out later in In the meantime,our eyesand ears 1988wouldbe headedfor Vancouver, at NAIA are waiting out for any of Canadato raise his family (there goes them should they decidg to comeon another brain leavingthe country). short notice. We're keeping our There's no place like home for me fingers crossedthat somemaybe able and all of us AIM graduates.We to return to AIM for this year's homecoming. should rise to the challengeof doing something constructive for our country in order to leavea legacybehind for our children. SusanRectohas since decided to MBM '85 join return to Manila to the USAID elite contractssquad (negotiating By SusanYao,MBM'85 USAID contracts can be a dangerous o on the ICICAL sceie ... occupation too, you know). She also happenedto come auoss Sonny TinI still recallthat,amongthosehappidlk in Basilan.Sonnyis very activein lly employedright after graduation, llinging progressto his proitncn.Pete Artemio ufun" Gesmundo was Roxar is still a Valley Golf habitue and rumored to hare gotten the best bardabblesin teachingat AIM on the

gain. His multi-awarded can group 13 must have given him a lot of opportunities in learning how to "package" himselfsothat the real "Jun" is kept to himself! As of presstime,heis a Group Product Manager of Zuellig Pharmaceutical,looking for a new car, house& lot and maSibea girlfriend or wife!! Though highly glamorized but unfortunately compensatedare the handful of uswhojoined the bankingsector. Stillwith Citibank areDon Brodeth who recentlywent to SaudiArabia to launch a camprisn to capture a bigger share in overseasworkers' remittances;Mag Chow, now changedto Mag Chow Sy,as she successfullymarried herex-suitor...the QA Wizard of MBM '84, still rememberthat guywhqused to share lunches withlllag? Iun Ahyong andBobbyReyes,bothmarried but not to each other, are with the Treasury.Pete Dyloco,impatient with Citibank's structure of careerdevelopment, hasjoined a finance companyin Hongkong which giveshim a better ROI. Survivingthe self-imposedpressurc in Citytrust (the local affiliate of Citibank, N.A.) due to certain ambition anddesiredtimetable,Iheard are san Yao and the two lady-achievers.-Su WendyMedina. To our surprise, our bedimpledlady architect and QuikYum venturer Susanhas becomethe BranchManager of Del Monte Branch which she hasturned to becomethe biggestin volume and profit in 2 years. When interviewed,she said "It is just applying your case study skills in Human Behavior in Organization, Marketing Management,Finance Management,OperationsManage-' ment,BusinessPolicy, etc. exceptthis timel am gettingpaid."Wendy,on the other hand"started with the Marketing Group using a lot of her skills learned from Prof. Ned Roberto's Consumer Analysis Marketing Research.Due to her AIM (ambitious, intelligent manager)qualities, sheis now the Branch Manager of the fast growing New Manila branch. Joining the academeis our one and only distinction grad GeoryeTary nwr called as "Professor Tan" in AIM by his victims- everynewbatchof MBM. Now is his chanceto get even.His can group mateRomyPena is vice president of Wrangler, Phils.ln a Agtine, married to her ex-boyfriendRegalado, is an expatriatein Indonesiawith her

- a

husband.EdChua, our soft-spoken QAgenius,hasquit SGV to becomea future enterpreneur like Henry Sy. Good decision,Ed ! o on the FOREIGN scene... Vice Presidentof a finance company in Hongkong, accordingto a MalaysianclassmateChen SeiLorutg is our Singaporegirl turned lady Mok lill'. Say,what is your advicefor other ladieswho want to havebeauty,power and moneyat the samefime ? Our dominatngChakChoySrz has becomea jetsetter organizing various

proiectseminarsin differentcountries including the Philippines for a UNESCO type of organizalisa. The last time we sawCho Hyun Oh was when he was sent by Citibank, Seoul to Manila for training in Treasury.Now, he is married and with ababy.Iacinta Mengof Taipei also faced similar destinylike working in Citibank, Taipei, sentto Manila for training and now married. More babiesfrom the "AIM's tigers." Complainedby foreign classmates like Kuek Eng Quee,"Filipino

graduatesbenefittedmore froni AIM t h a n S i n g a p o r e a ni n t e r m s o f credibility and recognition." Common to the following classmates are: To Wu Yong Paw, Ong King and Sivados... they are all Malaysianmarried men. Officially scratchedout of the eligible bachelorslist of AIM. To Hassan,PangAh Kan, and%^t YongPaw... Congratulationsfor your productivity. That is for havingyour first born baby.

IIM FU)ERANON OF AIM ALT]MM A,SSOCIAIIONS GAINT) International ManagementConference Thipei,Thiwan,R.O.C. CafiryallAlMalumni! TheFAIM CmfertncervilI beheldfrom Septcmbcr2t. Odober l,lgtg. Conferrnceprdciptim fe: US$liX)per peson Bdorr art the detailsl r 1.I/ENUE:

HOTEL REBAR CROWN, TAIPEI NANKING EAST ROAD, SECTION 5 TAIPEI, TATWAN, R.O.C. *Room Rate: NIS3,360 or approx USt130 net pcr TEL. (02) 763-XX FAX. (02) 767-9y7 singleand twin room pernidt

r2. SPEAKERS:

DR. K.T. LI SeniorAdviser to the presidentof R.O.C. DR. CHENLI-AN Minister of the Economic.Affairs, R.O.C. MR. STAN SHIH Chairmanand CEO of ACER,INC.

.3. PROGRAM: .

September?3,t989 - Thursday 06:00p.m. Cocktail reception and registration 07:30p.m. 12th FAIM Meeting

September29,1989- Friday (Xl:30a.m. Registration 08:fi) a.m. Opening Address by Mr. Hsieh Lai Fa Chairman,FAIM 08:15a.m.Speech:Dr. GastonZ.Ortlgas,Deaq AIM 09:30a.m. Speech:Dr. K.T. Li, Senior Adviser to the president 12:00noon Lunch 02:00p.m. Speech:Dr. LA. Chen, Minister of EconomicAfrairs 03:30p.m. Speech:Mr. StanShi\ Chairmin & CEO, Acer,Inc 05:00p.m. Closing 07:00p.m. Triple A Award and AIM Night - Dinner party

September30, 1989- Saturday 08:30a.m.Assemblyat Hotel Lobby to Visit Hsin-Chu Science- BascdIndustrial part (HSTPA) 09:30a.m. Receptionby HSIPA 10:30a.m. Visit Acer,Inc. Plant 12:00noon Lunch 02:00p.m. Visit Great ElectronicsCorp. TaichungPlant 04:30p.m. Return to Taipei

October 1, 1989- Sunday Departure

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CONTENTS

Celebrltlcs As An Adverllslng Executlon Strategy byhof. EduardoL. Roberto,Ph-D. One of Asia's bestknown market researchexpertsexaminesthe effectivenessof management analyses of the value celebritypresentersbring to an advertisingcampaigr.

CoverStory The Role of Managers In The Comlng Paciflc Era byDuk-ChoongKm The Pacific Era beckonsthe Global Manager:Asia and Asian managers are no longerbecoming,theyare the centerof world economicandmanagem e n t f o r c e s .A I M g o v e r n o ra h d DaewooexecutivecounselorDukChoongKim believesthat while the opportunitiesare great for Asian managersin the newAsian-centered e.co.nomic world, so are the responsibilitiesand the risks.

Editorial

2 SocialJustic+-the Challengeof a DeveloplngCountry

A Perspectlve for Resource Mobilization and National Development byShanmugamSivamnnlry M M'85 Efficient taxstructuresarethefocusof governmentadministratorsregionally astheyseekto identi$ mechanisms to calalyrcor sustaingconomicdwelopment.

Trends In Development Management byhof. Ruth S. Callanta MM '86 A recentaddition to the AIM facultv, Ruth Callantafocuseson one areaof managemcnt apdcorporateresponsibilitvin the PacificEra.communiW development. Callantapioposesthal the socialresponsibility of corporations in developingcountriesgoes bevondtraditionalconcernsfor stockholderinterests.

Minimum Wage Crlsls: Symptom of Lopslded Economlc Development byhof. Rontulo L. Nei R o m v N e r i i s c o n c e r n e dt h a t t h e Philifpines'concentrationon urbanbasedindustrializationhasleft agricultural indrrstrialization in the lurch.

Features

through commdnitydevelopment programsand efforls to train povertystricken farmers to managetheir productive lives.

Insurgency and Management byBng. Gen.LisandroAbadia The military's viewpoint: Insurgency can be eliminatedthrough acticn by civil authorities,the privatesector, and non-governmentorganizations. Its causeis a socialphenomenon;the violencean expressionofnegativeforcesat work

Alumni and In$tituteNews

41 42 AlumniHomecoming'89 44

An Eveningof Classicsand Jazz

Pentecost and Graduatlon byhof. JantesF..hnelan S.I. FatherDonelanpresentsa special challengeto theClassof l989in an inspiringCommencement Day homily.

The Glass ot'75: WhereAre TheyNow?

THEASIANMANAGER A Puuicdion o{lhc Alumni Fchtiffs and Plscmst O'ltic6 and lhc F.d.ration ot th. Asian Institula of Ms€cm.nt AlumniAssiations.

Publisher Edoar Santos

Editor-in-Chief MichaelHamlin

Editors Emv de Vevra, 9rsie Arrovo,Annie Rrndol

ManagementDevelopment and Tralnlngfor Smalland Medlum Slzed Enterprlses: Prospects for Reglonal Cooperatlon and Collaboratlon byDeanWctorinS. Licuanan Almost fifteen yearsof action-based r e s e a r c hb v t h e I n s t i t u t e h a v e demonstratedvariousavenuesfor intra-regionalcooperationfor small and mediumenterprisemanagement training.Speakingiecently inTokyo, Licuanansuggests that the regionhas morc thanenoughtrainingcenters, but needsmore Asian-based training materials.

SpecialSection: lnsurgencv andManagement

DesignEditor Al Ballesca

31 Whd ReallyFuelsInsurgencles

EditorialBard

Gastonqtigas, FelipeAlonso GabinoMendoza,lbracio Ebrromeo . TomasLopez,Sonnv@loma

and'Whd Will Putthe FireOut? byhof, Michail A. Hamlin

AssociateEditors

Insurgency and Management: The PIGOP Experlence by Ricardo G. Santiago It hasn'tbccneasy,but one major corporalion hasreduccdinsurgencyrelatcdvicilcnccdircctedat the company a n d i t s p e r s o n n e lt o a l m o s tz c r o

EffieCoh (Malaysia,MBM'78) fshtiaq Qureshi (Pakistan,BMP 77) .Gan Cheong Eng(Singapore,MBM'82) TeerachaiChemnasiri(Ihailand,MBM'73) BhaskarBose (lndia,MM'77) Copyrighl 1989 by Thr Adan irrnrg.r. Al .Ehls r€qvcd. BGproduclionin my mnnd in whol. or parl in English q oth.r lmguagG prohibilrd. Th. A3ian t/bnrg.r is publithcd qurlcdy by lhc Almni Rclatirm ard Pl&cMl Ollicc of thc fuiu lcfi|tl|c ol libnagpmnl.

THE ASIAN MANAGERo JUNE 1989 3

COVERSTORY in flu tu4trtctu-.. Melop@ htnowtiwMdelsfor F.ogrr-ss

TheRoleof Managers InTheComing PacificEra byDtk-ChoongKim Govemor, Asian Inst'uuteof Management ExzcutiveCounselor, DaewooIndustrial Co., Ltd(Mr. Dtk-Choong Kim delivered the 1989Commencementaddresson May 14 before 300 Master in Business Managementand Master in Management grafunteq faculty, family, and fricnds. We are pleased to reprint his ad.dressinfull here.-Eds-) /f nyonewho plans a business Flcareer in the Asia Pacificregion can look forward to a very bright and exciting future. Great challengesand greatopportunitieslie aheadofAsian managers,especiallyin developing countries.I believethat this shouldbe even more true in the decadesahead than it hasbeenduring theseeventful yearssincethe SecondWorld War, which have been characterizedby East-West@ntrasts.And I feel sure that managersin Asia will play a key role in this historic epoch. My expectationsreflect one observation and one forecast.First, the observation: the dynamismof the recent past will continue and accelerate. Rapid changeis the hallmark of our time, and uncertainty alwaysaocompanieschange.Next, the forecast:you will certainly agreewith me that the Asia Pacific region will emergeas the universally-recognized center of global economicand financial activity. The next centurywill be known as "the PacificEra." Let me cite some examplesof the kind of changethat I have in mind. First, of coune, is the Pacific Era that I havejust mentioned;I will return to this conceptin a moment.Another momentousshift is thewinding down of the East-West cold war. Since 1945,international affairs havebeen

dominated by rivalry betweenthe two superpowers,eachrepresentingan ideology in sllarp conflict with the other. But the departureof Ronald Reaganfrom the White House and theemergenceof Mikhail Gorbachev as a forceful statesmanhaveushered in a new global environment that will almost certainly outlast its first n*,o protagonists.In a fewshort years,talk of an evil Sovietempirehasgivenway to amicablesummit meetingsand an historical agreementto eliminate a whole classof nuclearweaponsfrom Europe. Now the new Bush administration seemsprepared,like Margaret Thatcher,to workwith the Russians.Ideologr is no longer likely to set the tone forworld affairsin the next century,as it did for so much of this century. But this easingof political and

4 THEASIANMANAGER. JUNE1989

security tensions is accompaniedby a less reassuring economic environment. For example,the menacing problem of Third World debt remains unsolved.And a disturbing trend is emerging toward more cohesive economicblocs in parts of the world that are crucial to the future of international trade. I am referring to the much-heraldedremoval of barriers within the EuropeanFronomic Community that is scheduledto occur in 1992,the incipient free tradezonebetween the United Statesand Canada, and indications that a "Yen Zone" may be emerging in the Asia Pacific reglon. Furthermore,fundamentalpolitical and economic changesare sweeping the socialistworld. Almost everyday, we read about elections in the Soviet Union, demonstrationsin China,talk

of a multi-party s)'stemin Hungary, the return of Solidarity in Poland,and unrest in Yugoslavia.Economic reforms in China and the USSR are being followed by retrenchment. The old verities of the centrally planned economic systemare outdated.

Centerof World EconomicPower: Asia f,fleanwhile, winds of changeare lUlalso being felt in the developing world. With the departure of Soviet troops fton Afghanistan, the end of the lran-Iraq conflict, and the prospect of Vietnamesetroop withdrawal from Kampuchea, security problems in the Middle East and SoutheastAsia are easing.And, in the realm of economy,the private enterprise and the market mechanismare ascendantin Africa and latin America. Managen will play a key role in this new international setting that is so rapidly taking shape.Indeed,theywill bear heavyburdens, since,as I have suggested,changebring;suncertainty. Managerswill have to usegood judgment in makingthedifficult decisions that lie ahead.In order to deal creativelywith the challengesand opportunities of this dynamicenvironment, managersmust be awareof the trends that causechangeand be alert to the potential risks and benefits that changeentails.They must seekto integrate inevitable global changesinto positive national and regional development. And if my country provides any guidelines for others, private enterpriseis the most promisingpath to rapid progress:It hasworked for us..Inlessthan thre€ decades,our per c a p i t a i n c o m e i n 1 9 6 1 ,w h e n w e started to develop, of US$80 has soared to over US$4,000lastyear, and our exports have skyrocketed to US$60 billion in 1988from a mere US$50million in 1l)61.As a result of the higher standard of living made possibleby increasedincome, Korean youngstersare taller and bigger than their parents,and almost all of us are leading healthier, more comfortable, and more fulfilling lives than our forebears. Today, we have almost repaid our external debt, which once amounted to US$50 billion. Al-

though our government has played a central role in our economicdevelopment, the Private sector has always carried much responsibility in Korea, and its role continues to grow. I strongly believe that private enterprise and the market mechanismwill produce good results in many developing @untries, if they are allowed to do so. To return, however, to the Pacific Era, widence for the proposition that

3 You J mustacqulre the skills needed to deal with culturesunlike

yourown.Thus,I expectthat cooperationand partnerships with foreignerswill be the lnnovative modelfor progress in the nert century. the center of world economicpower has moved westward-away from Europe and North America-is abundantand persuasive.More trade now crossesthe Pacific than'the Atlantic; this has been true since the early 1980s.During the first half of this decade,the averageannual economic growth rates of China, Japan,Korea, Hong Kong, and Singaporeweremore than triple thoseof the United States,West Germany, France,and Great Britain. An array of similar statisticscould easily be marshalled to support the casethat the economicdynamoof the world now residesin the Asia Pacific region. And I believe this trendwill continue and probably accelerate.Now let us turn to the question: How will this new behemoth deal with the rest of the world-an environment of waning ideology, competing trade blocs, and rapid change? No one, of course,knows,but let me offer you some speculation. It seems

to me that theAsia Pacificregion may move in one of severalquite distinct directions. One possibility is the Yen Bloc that I have already alluded to. That is to say,a grouping led by Japan and including Korea, the membersof ASEAN, Australia and New 7*aland. This notion suffers ftom the prospect that it would not be welcomed by China, the Soviet Union, and possibly by the United States. A second scenario would see Chineseleadership of the Confucian nations of Asia except Japan, Australia and New Zealandwould not participate in this Beijing bloc. Japan would not, of course, be comfortable in such a setting. Third, much broader economicentities can also be envisioned. One might be called the Pacific Community. It would encompassboth China and Japan,ASEAN, Australia and New 7*aland. The main drawback to this scenariois that it would causeconcern to the other major power oenters,the united states and the Soviet Union. Finally, an even more grandioseblocwould involve participation by the United States, Canada,and perhapsMexico inwhat might be called the "Pan Pacific Community." Of thesefour scenariosor alternative futures, I considerthe last, the Pan-Pacific Community, to be the mostpromisingandperhapsthe most probable.Forone thing, this oonoept is receiving sympatheticattention at the highest levels of the new administration in Washington. In my view, the essentialstrength of this vision is that, sinceit includesthe mature democraticstatesof the United States, C;anadaand Japan, it comes closerthan the otherscenariosto embodying values and institutions that may representthe spirit of the times of the Pacific Era: Reliance on the market mechanism, respect for human rights, and democracy.Few would argue today that theseprinciples ar€ either sweeping the Asia Pacific region or that they will soon prevail there. Nevertheless,all the prosPectivemembers of the PanPacific Community either already practice these principles or are likely to move to$'ard them, sooner or liater. Over the last half century, the market systemhas demonstrated more convincingly than ever that it is

THEASIANMANAGERo JUNE1989 5

more capablethan any alternative system of maintaining global prosperityand satisfyingthe basic needsof peoplein stark mntrast with the failures of the centrally planned sptems in Eastern Bloc countries and elsewhere.

Globalization ls the Name of the Game I et me summarizemy argument. LThe Asia Pacificregionis entering

leadershipof the ftee world. As these d e v e l o p m e n t su n f o l d , t h e A s i a Pacific region may opt for greater mhesion under Japaneseor Chinese leadershipor move instead toward broader groupings.The largest and, in my view, most desirableof such communitieswould enaompassmany n a t i o n s f r o m b o t h s h o r e so f t h e world's largestbody of water. The participantsin this granddesignshare respectfor economic and political liberties-in current practioeor asan eventualaspiration,howeverdistant.

Lth

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a period of rapid changein which it will representthe world's foremost concentration of economic power. While this trend continues,and perhap strengthens,sweral key partsof the world are either forming new economicblocs or consolidating blocs that alreadyexist.At the same time, East-Westtensionsare easing, and the United Statesis gradually yielding its once undisputedsole

Aworld inwhichsomethinglike the Pan-PacificCommunityprevailsover the other possibilitiesI havedisc u s s e dw o u l d b e l e s sl i k e l y t h a n smallergroupingptr deteriorateinto antagonistictrading blocs,threatening peaceandprosperity.Shouldsuch a broad grouping eventuallywin out, the PacificEra could proveworthyof its etymologicalroots, a time of tranquilityand plenitude.I hope that you

6 THEASIANMANAGERo JUNE1989

find this prospect ascongenialasIdo. For it will fall to you, as future managers,to makedecisionsthatwill make this kind of world more likely. The possibilitiesopen toyouwill be greater than ever before, especially for those of you who chooseto work for global enterprises. Let me take advantageof this opportunity to offer some adviceto those of you from developing countries. In helping to shapethe economiesof your countries,I suggest that you avoid trying to copy directly from advancedcountry modelslike the United Statesand Japan.rilhile theseexamplesmerit study, foreign experienceshould be adaptedto local conditions and local traditions.The economiesof Taiwan, Singapore,and Korea, for example, are not copiesof alien systems.Like the Japaneseeconomy,they are unique. Second,you must understand that globalization is the name of the gameftom nowon. Managersshould no longer operateprimarily in a national or even regional context.You must acquire the skills neededto deal with culturesunlike your own.Thus,I expectthat cooperationand partnershipswith foreignerswill be the innovative model for progressin the next century. Finally, the focus in the new global setting must be on technology.The key issuewill be what kind of technologwill work for your enterprise in the evolving global economyof the future. In closing, I urge you to work, not only for profit, but also for development,by building the strategicalliancesthat will lead to successin the yearsahead.It is here,I feel, that lies the best hope for the PacificEra. I congratulateyou all on this auspiciousday,wish you good fortune, and thank you for your attention.

Duk-ChoongKim

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FEATURES nqbrul Coapaionfor SMEDevelopnat...

byDeanWtoria S.Licuanan AssociateDeanfor Research (Thispaperwas deliveredat the symposium on "StrengtheningSmall and Medium-Sized Ent erprises through Effective Education and Training Programsfor Management Development and Cooperation (FAMD)," sponsored by the Foundation for Asian Managentent Development (FAMD), Tolqo, April 27, 1989.Eds.) lirst of all, allow me to thank Mr. I Mita and Mr. Seki for this opportunityto addressthis symposium.It is nowlate in theday,andwehaveheard from 10 speakersabout small and medium scaleenterprises(SMEs) in Aseanas well asin Japan,Korea and Taiwan. Now it is time to look forward to the work aheadof us in the

days to come, and to discussthe prospects for how we can work together for the developmentof SMEs in the region. The developing countries of SoutheastAsia are today exp e r i e n c i n gv e r y r a p i d r a t e s o f changein their economic,social, technical and political environments.Anyone going around the Asean region can feel a senseof the emerginggrowth in the region. Equally as important, there is also more of a senseof togetherness and a growing solidarity, so that beyondbeing a merelygeographic description, the term Asean is beginning to have more meaning as a people sharing close cultural and-increasingly---cconomic links. Thus, this symposiumsponsoredby FAMD oomesat an opportune time. Whereasthe collaborativeefforts heretofore proposedamongAsean countrieswerein the areaof major industrial projects,the time now is ripe

8 THEASIANMANAGERo JUNE1989

for more regional cooperation and collaboration in small and medium sizedenterprises. The focus on managementdevelopment and training is likewisea timely one.Indeed,one cannote that thereis no shortageof the elementsneeded for enterprise development.These can be purchaseddomesticallyor, if need be, imported from other countries: machinery,raw materials, even the expertise to run the machinescan be hired. But unless t h e r e i s a m a n a g e rt o p u t t h e m together, to supply the critical organizingskills to exploit and utilize available technologr and resources, the only effect is to increaseone's debt,with little left over to repaythat debt.The lack of managementskill is often the critical constraintto SME growth-although often misdiagnosedbythe SME managerhimselfas a lack of capital,or blamedon factors externalto the firm which makeit impossiblefor the firm to prosper.

fhe focus of this paper is the I prospectsfor regionalcooperation and collaboration in the areaof managementdevelopmentand training for SMEs. There are, I believe, manyopportunities in this area,and I hope our colleaguesfrom the other countrieswill pardon me if t confine myremarksto theAsean regionsince this is the areawith which I haverhe most familiarity. The basisfor regional cooperation lies in the similarities in the economic,socialand industrial structures of the developingcountriesof Asean.Enterprisesthroughout the region sharethe sameAsian characteristics; i.e., businessis basedon community spirit, intuitive comm u n i c a t i o n ,a n d , m o s t o f a l l , a relianceon family and friendshipties rather than on contractualobligations. Thus, when traveling around the region, I am alwayshappyto find that even in remote kampongsinlndonesiaor small villagesin Thailand or Malaysia,despitelanguagedifficulties, I feel very much at home. Thecountry paperspresentednoted the proliferation of institutions, both public and private,offering support senricesto SMEs. In Malapia, for example,we are told that there are currently 12 governmentministries and 30 government agenciesrendering various typesof support servicesto SMES.Not to be ourdone,the Philippine paper cited at least40 institutions extendingmanagementeducation and training for SMEs. Indeed, one getsthe impressionin the Philippines that almost all government agencieshavelivelihood programs, and all schoolsoffer training services of somesort to SMBs in the area and/or offer entrepreneurshipcourses.Not to be forgotten is the very act i v e N G O ( n o n - g o v e r n m e n to r g a n i z a t i o n s )c o m m u n i t y i n t h e Philippine,s,all of which is engagedin livelihood projectsas one of their main activities, usually coupledwith training of somesort. In Thailand, there are nvo specializedgovernment bodieswhich give managementsupport to SMEs, but training available

to SMESgoesmuchbeyondthesetwo to include a number of highly qualified academicinstitutions, b a n k sa n d N G O s . I n S i n g a p o r e , governmentagenciessuchasthe National Productivity Board, and universitiesalso offer management training for SMEs,as do industry associations like the Singapore Manufacturers'Association.In Indonesia,likewise, manygovernment and private agenciesoffer management training for SMEs. Theseinstitutions offer a varietv of training courses.In a surveywe dib of SMB training programscoveringas muchof the region aspossible,training programsoffered regularly were

Despitethe wealthof accumulated experiencein many institutions,staff aresimplytoo busy with current workloadsto devote time to developing local teachin materials.' , ,

found to be in two main categories: management training for entrepreneur-managers and thosefor SMB consultans. Training direrctlyaimedat managers may be subdividedaccordingto the following: . by statusof the entrepreneurmanager:would-be entrepreneunand managen, already practicing managers and managerialsuccessors (the latter is speciallyimportant sincemost SMESare family businesses); o by type of industry:manufacturing, oommergeor service. Training programsfor

enterprisesin manufacturing muld be further broken down into specificindustries(e.g. wood-working, metal-working, garments,etc.), or activities suchas exporting,subcontracting,etc; . by stagein the companylifecycle:start-up,micro to aottage,small, medium,maturing and transformationinto "large" enterprises; o by functional area:the typical breakdown is into financial management,marketing, production, personnel management,and general management. Training programsfor managers tendedto be short (thre€ daysto one or two weeksduration at the most), and focusedon a combination of skills building, passinginformation and motivating. The other major @tegory of training is that for SME consultantsand trainers. These programs tend to be longer, the minimum being four weeksto as long as 12 months. That there should be so manypermutations in training is hardly surprising, given the complexity and large scopecoveredunder the topic of S M E m a n a g e m e n tt r a i n i n g . O f course,no one training institution runs programsdifferentiated along all theselines, but eachran courses differentiated along at leastone or two of the abovedimensions. The important point to stressis that not only is there a large numberof institutions offering managementsupport to SMEs, but that someinstitutions in the regionare doing excellent work in this area.Much of their effort is necessarilygeared toward the developmentof their own nationals; but there is also much that can be learned from eachother. Theseare institutions which havedeveloped programssuited to their own cultures,and adaptedto the business conditions in Asean. Since 1985the Asian Institute of Managementhasbeen fortunate to receivesupport from donor agencies towork in theAseanregionin several areas,one of which is SME development. In the courseof this research, we haveworked closelywith institutions in eachcountry and thus have come to recognize the important

T}TEASIANMANAGERo JUNE 1989 9

work being done at leastby someinstitutions in the region. Here I would like to cite as examples,the work done at IPPM (Institute Pendidikandan Pembinaan Manajemen)in Indonesiain developing practicalmodulesto assiststarting entrepreneurs in areaslike accounting. MEDEC (Malaysian Entrepreneurial Development Center) at the Institut Teknologi MARA in Shah Alam, Selangor,is doing a great deal ofwork on entrepreneurship, including a follow-up system, that provides consultancyto small businesses for up to twoyearsfollowing the initial course.Through rhe IMET (Institute for Management Education in Thailand) manyof that country'spremier universitiesare givingrnanagementtraining to SMEs all over the country. Other government groups in Thailand, notably thosein the Departmentof Industrial Promotion, Ministry of Industry, have also developed modules for SMB training. In Singapore,groups like the National Productivity Board and others have developedmanagement training curn consultancy moduleswhich assistsmall businesses w i t h a n e m p h a s i so n i n c r e a s i n g productivity. In the Philippines, the Bureauof Small and Medium BusinessDevelopment has developed much expertise in working with SMEs,ashavethe UP-ISSIand other private and government agencies. Different institutions, both government and private, have developed good programsin certain areas,and have had extensiveexperiencein SME training. Even on the basisof AIM's limited experienceworking with different SME-oriented institutions in the region, it is clear that there are many institutions with much to offer in the way of programs and experiencewith SMES.It is a pity that, srithout regional collaboration, we are all forced to "re-invent the wheel" in SME managementtraining. One of the most productive areas for regionalcollaborationis in the exchangeof experiences,especiallyin programswhich havebeen developed and implemented.Examplesof these are thosewhich I cited above.Closely related.to this is the successfulexperienceof some institutions in integratingtraining programswith other support s)6temsfor SMEssuch

as continuing support in the form of consulting, assistancein obtaining financing,etc. Another area where collaboration would yield major benefits is that of sharingtraining materials.In talking to institutionsin SME training, it is clear that one of the major weaknessesof most training institutions is the lack of Asian materials. Sadly, manystill use materialstaken from textbooks which have, for the most part, been published in developed countries.Atl this while decryingthe fact that thesematerials are basedon institutions (for example,developed capital markets,and relatively easy accessto venturecapital)whichsimp-

Increasedregional collaboration will yield its

greatestfruits in the promotionof international understanding and harmony,in themselves worthwhilegoals for anygathering suchas this. , , ly do not exist in.developing countries, and with the knowledge that thesematerialsare premisedon certain socio-cultural aspectswhich do not reflect Asian valuesand practices. Much of this material also presumeswell establishedaccounting practioesand record-keepingwhich, again,is rarely the caseamongAsean SMEs. Despitethewealth of accumulated experiencein manyinstitutions,staff are simply too busywith current workloadsto devotetime to developing local teachingmaterials.While some institutions havemadea start, overall, there is still very little useof indigenoustraining materials in SME

training in the Asean region. Hence thesharingof materialsis of greatimportance. The next area of ProsPective regional collaboration is in the exchangeof teaching methodologies and training perspectives.Given the diversity as well as the number of training institutions, there is discernible specialization among them. Rather than merelycompeting,many institutions are complementaryto eachother. Someinstitutions areparticularlywell suitedto reachingoutto large numbersof managers,others are more specialized.In the Philippines, for example,the Bureau of Small and Medium Business Development at the Department of Trade and Industry is particularly well suitedto reachingout to SMEsin rhe farflung regions of the Philippines.UP-ISSI,on the other hand, hasstrong linkagesto small business institutes and hasalso had experience in working with undergraduatesin toward them motivating entrepreneurship. Their outreach network to SMEs in the regionsoutside Metro Manila is alsoquite strong. In contrast to the other two, AIM is primarilya graduateschoolof b u s i n e s s ,a n d i s m o r e s u i t e d t o developing materials and training trainers in certain techniques;in this instance,that of the use of the case method. Looking acrossthe other Asean countries, we can also identi$ other institutions which have developed particular expertisein other training methodologies,and use other training techniquessuch as gamesand businesssimulations,sometimes utilizing aomputers. In this area of regional collaboration, I am happy to report our experiencein working with institutions such as MEDEC in Malaysiaand LPPI in Indonesiawherewe haverun training programsto assistSME trainers in the useof the casemethod of teaching as well as in developing case materials. In the case of MEDEC, weworked with trainers from the Institut Teknologi MARA iaelf, while in the caseof LPPI, which is a bankinginstitute,we worked with bank trainers for SME loan officers. The responsein both seminarswas quite grati$ing and in the caseof Indonesia, we look forward to having

the caseswritten on Indonesian SMEs translated into BahasaIndonesiato allow greater use. I might add that there is a bonus to collaborating on caseswith other institutions in other countries.This, in our experience,is the best way to learn about how businessin done in countriesother than one'sown. A fourth major area of prosp€ctive collaboration is in the area of researchon SMEs. While many are engagedin managementtraining,I believe that there is still much to be done in examiningin detail how the processof industrialization takes place. In developingcountries, the problem of small enterprises(and of many large ones as well) is how to moveworkers from traditional, often agriculturally-basedwaysof doing things,to working in factorieswhere conceptslike timeliness,strict quality standards,andso forth areimportant. To give some examples, longitudinal studiesof firms engagedin the venturing processwhich track themastheygo from start-upthrough a period of establishmentand consolidation, and (maybe) eventual growth into medium-sizedfirms, would be very useful. I suspectthat a number of different models will emergehere. We need to know more about the relationship betweenperformanceand the management methods used at eachstagein the process.It is especiallyimportant to examinequalitative factors,management styles,selectionof managers, controlSand incentives,compensation and so forth. Studiessuch as thesewill help us to identify the knowledgeand skills to be raught ro SMEs desiring to grow more rapidly. They will help to develop a framework for understandingthe transformation processas firms (and laborers) go from traditional and agricultural activities to modern and industrial modes. The goals ofresearch should be to developa bodyof knowledgethatwill provide a valid basisfor economicand publicpolicy, the formation of educational objectivesand oourseoontent, and the initiation of effective methodsof instruction. Meeting thesegoals will lead to a significant i m p r o v e m e n t i n t h e p r a c t i c eo f managementtraining for SMEs. With the possibleexceptionof Sin-

tive and coordinated action. It is important to note how the entire packageof assistanceto SMEs in Japan,whether in managementtraining or in financial assistanceis geared towards attaining theseobjectives. Management training for SMEs in Japan starts with a clear understandingand a commitment to perceivedgoalsin terms of the desiredindustrial structure. All elements,ftom policy to SME training to financial a n d t e c h n i c a l a s s i s t a n c ew o r k together. The structural problems facing SMEs in Japanare equally true of v SMEs in Asean.In most of Asean, Training economicdualism is evident,with SMEs and large businessesoperating /f s the major developedcountry in rFlAsia, we look to the Japaneseexin separatespheres.There are few perienceas an exlmple of successful linkagesof the type one would expect efforts to assistSMES. to seein an economy-widedivision of Under a grant ftom FAMD, a small labor. However, structural adjustgroup of faculty at AIM were able to mentsare neededif theselinkagesare come to Japan to observefirst hand to become reality. Many of the the managementtraining given to problems of large and small SMES.Whatwe found most striking, enterprisesworking togetherare of apart from the obviously higb quality the "chicken and egg" variety, and of managementtrainingwhether for SMEs especiallyare unable to make managersor for SME consultants, the jump to the level of productivity, w a s t h e c o o r d i n a t i o n b e t w e e n and technical and managementexgovernmentpolicy and training. pertise, which will allow them to efThe stated goals of SME intervenfectively servicelarge enterprises. tions in Japanincludethe following: In sharpcontrast to much of the ex. modernizationof equipment periencein the region, SME training o improvementof terhnologr in Japanis much more purposiveand o rationalizationof managedeliberate, and this, I believe,is an ment important lessonfor usftom developo upgradingthestructureof ing countries. Managementtraining SMEs cannot stop at simply teachingfinan. prevention of excessfirccomcial managementormarketingandso petition and correctionof inforth; it must somehow take on a appropriatesubcontracting more advocatoryrole. It also involves business coordinated action amongall sectors. o stimulation of demand Unfortunately, the lack of coordinao preservationof'businessoption among different sectorsinvolved portunities in the effort to assistSMEs in Asean o optimization of labor relais very common (Here I note with intions, improvementof terest the formation of the country employeewelfare and securdelegations to this conference.It can ing labor supply be expected that if government, inln short, the objectivesare to ensure dustry associations,and academicinthe competitivenessof SMEs and to stitutions work together the impact enablethem to makemeaningfulconon SME training will be muc[ greater tributions to the economy. than it has heretofore been.). In a rapidly changingeconomicenMoreover, we can also learn from vironment, modernizationand Japan the type of training that we rationalizationare of extremeimporshould give to SMEs. The type of tanceif sMEs are to competesuccess- managementtraining done in Japan f u l l y w i t h l a r g e e n t e r p r i s e s . strikes right at the heart of manyof Moreover, thesecall for structural the criticisms leveled at SME adjustmentsoften requiring collecmanagement raining in Asean. gapore,the economicand industrial structures of the other Asean countries are similar enough to benefit from theseresearchprograms regardlessofwhere they are offered. I am sure this conferencewill uncover many more areasof fruitful regional cooperation.In the time remaining, however, allow me to briefly touch on another topic ofcollaboration, namelythat between Japan and Asean.

Lessonsfromthe in JapaneseExperience SMEManaodment

THEASIANMANAGERo JUNE1989 11

Despite the evidencethat managementweaknesses area major causeof businessfailure, it is sadto note that SMEs in Asean are often reported to l a c k a n a p p r e c i a t i o no f g e n e r a l managementprogramsand tend to have much more interest in simply getting accessto marketing contacts or technical information specific to their activities. Unfortunately, the lack of demand for managementtraining appearsto be due to the perceivedweaknesses in industry expertiseof academicand governmentextensionworkers. Thus, many existing managementtraining programsare often criticized asbeing too theoretical and academic, divorced from the market and technical realities of SMEs, too limited in scopeor, at the other extreme,too generalto be of any practicaluseto SMEs. This is especiallytrue of marketing, which unfortunately is also the functional area most in demand.This was referred to in some of the country papers, and verified by our own experience in the region. Marketing knowledge, even more than production knowledge,and certainly much more than financial managementtechniques,is highly industryand firm specific. Any marketing consultant knows that, while there are similarities,the application of the so-called "marketing principles" is highly individualized. unfortunately, most academicians and government technical advisers are, of necessity,generalists.They cannot commandthe specific marketing knowledge needed to keep all their clients happy.There are, however, techniquesand educational tools which cancompensatefor these. In obsenringthe managementtraining given in Japan, one cannot help but be impressed by the techniques used. There is much that can be learned from Japan in the way of making managementtraining for SMEs less "academic" and more practical and immediately useful to SMEs. Alast areaof possiblecollaboration is in the application of Japanese managementtechniques to SMEs. The past few yearshave seena growing interest (and materials) in the 'Japanesestyle of management." Much of the materials are basedon

large enterprises.It would be interestingto sej moreworkdone on the Japanesestyle of managementas applied in SMEs. Thesewould be very relevantto SMEs in the region,being basedon Asian characteristicssuchas community spirit, intuitive communication, and retianceon family and friendship ties rather than on contractual obligations.

Venuesfor Reoional Collaboration fhere are a number of possible I venuesfor regional collaboration in SME managementdevelopment and training. C-onferencessuch as this are a good way to exchangeinformation. As the speakers who preceded me demonstrate,many are willing to share their experiencesin SME managementdevelopment,but what is neededis a forum for collaboration among institutions. A formal s'6tem might usefully be institutionalizedfor this exchange.Perhapsthere could be a round ofbi-annual conferences, with each country in turn providing the venue.Each conferencecould be centeredaround a theme to focus the discussions, possiblyaround different types of managementtraining and showcasingthe expertiseof different institutions in eachoountry in areas of particular expertis€. Related to this, it may be timely to launch a more formal network of regional institutions engagedin SME managementtraining. Through the pastyean,FAMD hasbeenproviding the informal link betweenmany institutions in the region. We ourselves at AIM haveusedand benefited from this nenrork; but perhapsthe time is now ripe for FAMD to initiate a formal network, to make the prospects for regional collaboration a reality. With a formal nenrork of institutions in the region which are engagedin SME managementtraining, collaboration on the sharingof training experiences, materials,curricula,and researchwill be coordinated.I suggestthis as a worthy project, where a foundation dedicatedto improving m a n a g e m e n ti n S M E s c a n t r u l y promote regional oooperation and collaboration. Another worthwhile project for a foundation such as FAMD, is the

12 THEASIANMANAGEROJUNE1989

documentation of comparativeexperiences,putting together in a convenientform information on thevarying experiencesin managementtraining of different institutions in the region. Thiswould complementthe directory of institutions in SME training alreadyworked on. There is much to be learned from the Japaneseexperiencewhich is of direct relevanc€to the Asean region. A major problem, however,is that most of this material is in Japanese. An invaluable servicethat could be provided by agencieslike FAMD, which seek to promote regional collaboration, would be the translation and disseminationof the resultsof researchandtraining programsto other training institutions in the region.In a similar fashion, FAMD might also sponsor the translation into English and the disseminationof sometraining materials which were developed in the region, for examplethe Thai caseswhich Dr. Titaya talked about, or the TaiwanesematerialswhichDr. Wang described. The advantagesto be gained from regional cooperation and collaboration go beyond mere economic efficiency;i.e., that of maximizingthe use of scarceresourcesby learning from one another. Increasedregional collaboration will yield its greatest fruits in the promotion of international understandingandharmony,in themselvesworthwhile goalsfor any gatheringsuchas this. The organizersof this eventare to be commendedon the spirit of international understandingand collaborationwhich underliesthe choice of regional cooperation as a theme for this conference.On this note, allow me to closethis talk by extending heartfelt congratulations to FAMD on this endeavor.

Dean Viaoria S. Licuanan

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Celebritics AsAl Advertising I brecution

Strategy

byhof. Eduardo L. Roberto,Ph-D. Coca-ColaFoundation hofessor of Intematianal M arketing llfl assadvertising'smarketing task I U I is to inform and persuade a tap get massmarket seghent within a specified, relatively short, time period. Recent advancesin advertising thinking have recognizedthat advertising'sinforming and persuasiveeffectivenessdependsupon more than what it is saying.The advertisingmessageis only a part of the total communicationto which the target audiencewill respond.Consumersreactto the total advertising mix. This mix consistsof not only the message(what the ad is sayingabout the advertisedproduct) but also the execution (how the ad is sayingthe message),the media (wherethe ad is sayingthe message),and the media schedule(whenand how often the ad is sayingthe message). Advertisingresearchhasshownthat media and the media scheduleare responsiblefor the informing effectiveness.Awarenessand recall scores measurethis effectiveness.On the other hand, messageand execution are the advertisingmix elementsthat determine the ad's penuasive effectiveness.Attitude, image,and purchaseintention are typically usedto measurethis effectiveness.Between messageand execution,advertising creativity has favored more and more ad executionasthe dominant "cause" of the persuasioneffects.An ad execution strategythat is increasingly applied today is the useof celebrities as in-ad presentersofadvertised products. In practice,the decisionto usea celebrityasthe product'sin-ad presentertypically drawsupon the skill and recommendationof the ad agency's"talent caster."Product managersthen evaluatethe recom-

mendation by the celebrity's"Talent Brief." This report includesa summary of the celebrity's track record in TV commercialsplus sample ad photos,and film strips.At times, the celebrity's personal appearance forms the later stepin the evaluation. Comrnunicationresearchand advertising literature offer differing g u i d e l i n e sf o r h o w t h e d e c i s i o n should be reached.However, their commonthreadis thedesignatingofa list of necessaryor desirableattributes of an effectivepresenter. Product managers who use presenterattribute basedevaluation makea commoniense applicationof the attributes.They think of what attribute would be most important to the target consumers.Once they identiff this, either through discussion with the product management team membersor through a market suwey,the highestratedattribute becomesthe screeningcriterion in the celebrityselection. The need is to find out if the presenterattributes that the.literature offers are what consumersactually perceivein an in-ad celebrity presenter.There is alsoa needtb test if what practiceis doing with the presenterattributes is sound and effective.The study presentedin this p a p e r a d d r e s s e st h e s en e e d s .I t answersthe following sequenceof questions: . 1. What is celebritics? o 2. What havethe communication researchand advertising literature found about the attributes of an effectivein-ad celebritypresenter? o 3. What hasthe literature assumedabout the effertiveness of thesepresenterattributes and what hasmarxetingpractioe done or cianit do with them? . 4. How true are the literature'sassumptionsand how valid is the marketing

o JUNE1989 14 THEASIANMANAGER

practice? . 5. What do this study's data testing thoseassumptionsand practiaeadvisethe product managerto do about the use of celebritiesas in-ad presenters?

Celebriticsand the In-Ad PresenterEtfect ln 1988,the PhilippineBoardof Adlvertising screeneda total of 1,901. TVcommercials.About 307oofthese were presenter using commercials and 6OVo of these 3OVo used celebritiesas the presentersl.The celebritieswere mostly movie actors and actresses,and TV personalities. Well-known namesfrom professional basketball,music recording, business,and politics were alsoin the list. It is evident that celebritiesare useda lot asan advertisingexecution tool. The trend appearsto be for increasedrather than a levelling or r e d u c e du s a g eo f t h e a d v e r t i s e d product. We will usethe term "celebritics"to refer to this ad executionpractice. More specifically,celebriticsis the advertisingexecutionstrategyof using a celebrityor celebritiesto presentthe messageof the advertised product. Both literature and the amount of researchon ad presentersare considFor erablein volume and substance. this paper'spurposes,thesesources are better understoodin their two major streamsof thought.Oneschool focuseson "presenter credibility" as the definition of "presentereffect." However, it regardscredibility asa multidimensionalvariable. Robertsonet. al. (1984),Williams (1982),andAssael(1981)belongto this group. In their literature review, Robertson et. aL (L984l.p.228) conc l u d e d t h a t c r e d i b i l i t y h a sf o u r dimensions.Theseare: (1) "expert i s e " w h i c h i s " b e i n g c a p a b l eo f

providing correct information," (2)"trustworthiness" which is being able to provide information "that reflects the presenter'sactual feelingp and opinions," (3) "attraction" which is the ability to elicit "positive feelings from audiencemembers,suchas a desireto emulate the presenterin someway," and (4) "referent other" w h i c h i s " t h e d e g r e et o w h i c h a presenteris similar to the target audiencemembers,or is depicted as havingsimilar problemsor other characteristicsrelating to useof a particular product or brand." Williams' (1982:pp. al1-422) reviewidentified presentercredibility as resulting from six presenterattributes: "honesty, prestige,expertise, attractiveness,likableness,and similarity." In Assael(1981:pp 487488)the list goesbackto four but with a slight difference: (1) "unbiasedness"which is the ability to talk not only of benefits"but also what the product cannot do," (2) "familiarity" or being known, (3) similaritywith the cnnsumer,and (4) "expertise"or being perceivedas an expert.

In contrast, the other school of thought speaksof presentereffect as oonsistingof more than onecategoryof presenter attributes. Presenter credibility is only one of them. Those wdting alongthis streamincludeMcGuire (198), Aaker andMyers(l98.z), and Rossiterand Percy(1987). McGuire (1978:p.167) considered three presenterattribute sets:(1) "credibili ty," (2) " attr activeness, " "power." and (3) The credibility set has two component attributes: "expertise" and "trustworthiness."The

category list that they called the ViSCAP model. They claimed that VisCAP derivesfrom the earlywork of the social psychologistsKelman (1958) and McGuire (1969).The acronymVisCAP standsfor the four pliance." presenterattribute setsof Visibility, Aaker and Myers (1982) sumCredibility, Attraction, and Power. marizeda similar three-category Visibility is "howwell known the ad presentereffect with somedifferenpresenteris." Credibility has these cesas Shownbelow: dimensions: (1) expertisedefined as "knowledgeability about the 1. Credibilityconsistingof: product," and (2) objectivitywhich is a. Expertnesswhich is "reputation for honestyand sinbtowledgeabilityabout the advertisedprduct cerity." Attraction consistsof the b. Unbinsedness which is the abaspects(1) likability defined as "atsenceof bins resultingfrom tractiveappearanceand personality," suchfactors paymentreceived and (2) sirnilarity to the ad message receiver.Power is "authoritative ocfor endorcingtheprduct 2. Attractivenesswhich is made up cupation or penonality." of: A lot of researchwork hasgoneinto a hestige as deivedfrom past isolatingthesepresenterattributesas well as in measuringthem. Their achievements,reputatioh wealth"political power, or categorization, however, has visibility in society eveloved from the individual b. Similang at either (1) the ar proponents'attempt to synthesize titudinal level the degreeto the uncoveredpresenterattributes. which the communication They are logically inferred categories. receiverperceivesshared They are not the ad audience'sown attribute clusterings.The present studywent after this market and consumerbasedattribute categories. Celebritics minded product managerstypically make useof their ad agency'stalent casterto scoutand recommend alternative celebrity presenters.The proposedalternativesare sometimespresentei asonly one prospect.Product managerswho tolerate or consent to this practice relegate to the talent caster the responsibilityto screenand short list alternativeprospects.When this happens,the chosencandidate'spresentation to the product manageror product managementgroup becomes a "for final approval" step. On the other hand, when all prospective beliefsand attindcs with the celebrity candidatesare presented, source,or (2) the memboship product managerstake the lead in group level the qtent a which evaluatingand sele,cting. the communication receiver The evaluation practice has no seesthe sourceas representing known standardprocedure.For exthe receiver'ssoci.alclassor raample,the evaluationmay use:(1) a cial group r e P o r t o n t h e c e l e b r i t y ' sk n o w n c. Physicalattractiveness reputation typically summarizedand 3. Relevanceof the sourceto either presented in the form of a "Talent or both the advertbedprduct or Brief," (2) photos and film or VTR the advmis ing situation tapeshotsof thecelebrity, (3) reports Rossiter and Percy (1987) drawing on the experienceand endorsement on their earlierwork (Percyand Rosofothen, (4) penonal appearanceof siter: 1980)presentedan attribute the celebrity,or (5) any combination attractiveness set has three: "similarity," "familiarity," and "liking." Finally, the power set has also three elements:"control over meansand ends," "concern about compliance,"and "sgrutinyovercom-

THE ASIAN MANAGERO JUNE 1989 15

of someor all of these.There are no written evaluation criteria. During suchevaluation sessions,the post selection reasonsoften heard from product ma.nagementinclude statementslike:' a 'She fits." o "He's as good looking in person as in his movies." o "I like them." o "She's the one who'll be good for the brand." o "She'll makean awardwinning commercial." . "The teen market adoreshim. We can't go wrong with him." o "They'rewilling to go exclusive with us for a year." . "He delivers that message like nobody else." a "He'll makea classicad." some product managershavetried to placetheir celebriticse\ialuationunder somemore objectiveand moreenplicit basis.For this, they have taken the presenterattributes availablefrom the literature as evaluation criteria. The resultantevaluationprooedureis fairly simple.The attributesare fint ranked in importance.This is done tiom the viewpoint of the target market. It answersthe question:'W hat presenter attribute do consumersconsrderthe most important?" Someproduct managersanswerthis questionthrough paperanalpis anddiscussionof his/her "estimate"with the product management team. Others usethe findings of somepastmarket survey if one is available, or else obtain the necessaryestimated ranking by inserting the appropriate que,stionin their next subscription to the quarterly omnibus markct survey. Once the most important attribute is known, the proposedcelebrities are ranked by this attribute. The highest ranked celebrity typically gets the selection nod. Then someskeptic in either the agencyor the product managementgroup asks: "Will our market like that celebritv ' in this commercial?" "Will that celebrity make for a better ad?" The typical answergiven is: "Of course, we've chosen on the consumers'ownpreference,on the presenterattribute theyvalue most." The assumption is that the consumers' most highly rated presenterattribute determines:(1)

their liking for the celebrity as he/she appeanin thead,and (2) theiroverall oomparativeimage of the ad. Communicationand advertisingresearchhas not done much in testing this assumption.In otherwords, not much has gone into establis.hing celebritics' ad persuasiveeffectiveness.As Rossiter and Percy (1987) themselvesadrnit, the VisCAP model has only "face validity.'This paper's reported study got into this testing and measured the presenter attributoes' empirical and predictive validitv.-This was done with data gatheied on consumerreactionsto in-ad presenterswho were celebrities.

The ResearchModel researchmodel relatesto the 6ut \rtwo major setsof celebriticsissuessurfacedin the precedingreview of both celebriticsliterature and practice. We may summarizethem as consistingof the following setsof researchquestions: . 1. How do consumersperceivethe presenterattributes in celebritiesusedas in-ad presenters?How do thev relate theseattributes to one another?How do they group or categorizethem? o 2. How do theseperceptions of presenterattribute categoriesinfl uencethe consumers'overall attitude or liking for the celebrity presenter?How do those sameperceptionsdeterminb the consumers'comparative imageof the celebriticsbased ad?Does the consumers' most highlyvaluedor rated presenterattribute abt as the strongestdeterminantor influence? This study applied a factor analytic model to tackle researchquestion set #1. For researchquestionset #2,it useda multiple regressionmodel. The factor analytic model hypothesizedthe fcllowing: o 1. C-onsumers'perceptions of an in-ad celebritypresenter may be measuredby the ratingsoonsumersgive it on a set of preselectedpresenter attributes. o 2. Thesepresenterattribute perceptions form deter-

16 THEASIANMANAGERo JUNE1989

minable groups of categories in the consumen'minds. o 3. Each presenter attribute €tegory is made up of maximally correlated attributes. However, theseattributes are minimally correlated with those falling under other attribute categories. The study drew the preselected presenter attributes from the VisCAP model and the Aaker and Myers' discussion.There were seven of them, namely: ATTRT = prestige ATTRZ = unbiasedness ATTRs -- rnembershipsimilarity ATTRT = att'ttudinalsimilariE ATTRs = pltysical attacrtveness ATTRA = relevancen the ad presentation ATTRZ = gPertise Given these presenterattributes, the factor analytical model may be formally and alternativelystatedas follows: o 1. There are lessthan seven determinablenumber of Presenterattribute categories. o 2.Fach attriburecaregory$ a linear combination of two or more of the sevenpres€nter attributes.Thesecomponent attributes are highly correlated with one another. o 3. However,the attributes in each attribute cirtegoryare poorly correlated wittr those in other attribute groups. Therefore,the attribute categoriesare minimally correlatedwith one another. For the multiple regressionmodel stated, the following hypothesesconstituted its elements: o 1. The consumers'overallattitude toward the celebrity presenteris a function of and is predictable from the consumers'attribute category perceptions. o 2. T\eattribute categories will influence this attitude to varylng extents.There will be one that will dominate over the others as a determinant. o 3. The consumers'overall comparativeimageof the celebritics basedad is a function of and is predictable

from the consumers'attribute categoryPerceptions. o 4. The attribute categories will influence this image ad to varylng extent. There will be one that will dominateovef the othersasa determinant. The algebraicformat of this model is as follows:

Arn.=91(g?upt) + oz(anuet + ...(t) bn(GRUP.)

1s11s=a(cRuPl) + o(cRUPz) * ... bN(GRUPN)

2 = didnot likz rnore than likzd 1 = definiull did not lil<zthe ad's celebrity?

Table 1. Wewill now take up eachof thesepairs ofresearch questionsand analpis in turn.

For the Seven"Cause" or Predictor Variables,seeTable One. Responsesfrom thesequestionnaire items were gathered from a quota sampleof 2,10adult shoppersin the two major shoppingcentersof Makati in Metro Manila. The samplerespondents were equally divided between

Presenter Attrlbute Clueterg and thelr Gomponentg

As the advertlsedproduct's endorsel, to s'hat extent would you agreeor dbagreethd thd ad'gfeaturedcelebrltyls:

where: ATTI = overall att'uudetoward the celebritypresenter GRUPI = the ith grouPof Presenter attributeswith i = 7, 2, ..., n; and n < 7 IMAG : overall comparative imageof the celebirtcs basedad bi = the estimatedregressioncoemciznt of the conespondingGRUPi

The ResearchData Baseand lts Gollection fhis studytestedthe aboveresearch I m o d e l sw i t h t h e u s e o f d a t a generatedfrom a face-to-facesurvey. The surveyoperationalizedthe variablesin the researchmodelsbv translating them into the followinfsurvey questionnaireitems. For the "Effect" Variables: 1. Overall comparartveimage of the advertisement: "If you try rememberingthe last adyou saw that wasusinga celebrityasprduct endorser, overall how wouldyou rate that ad? Wouldyousayit is: 5 = definitely betterthan | = generaltl benerthan 3 = just as god as 2 = notasgodas I = defrnitelynot as god as most of the adsyou'vesee4 heard or read?' 2. Overall attiude toward the celebity presenter: 'llhat about the celebity in that ad? Wouldyousayyou: 4 -- likcdverymuch 3 = liked more than not liked

lactor analpis of the ratinp of the I last seencelebrity presenteron the sevenpresenterattributes extracted two attribute categories. Table 2 summarizesthesefactor

Description

Strongly Agres

1) prestigious 5 2) an unbiased endorsgr 3) somoonolikeyou 5 4l someonewho thinkslikepu 5 s) phpicdlly atlrac.tive 5 6) relevantin his/her p r e s a 7l anoxport 5

Generallyl.leithsr CienerallyStrongly Agree Dsagrec Dsagree 4

4 4

3 3

2 2

1 1

a 4

malesand females,and were mostly nar r ieA(56%), employed(6?Vo),cnllege educated(76Vo).They were evenly spreadover the age group from 15to over4Oyearsold, andcame from lower upper and upper middle classhomes. The test of the researchmodelsfrom the gathereddata startedwith the determination of presentQrattribute categories.This step usedthe factor analpis techniqueto surfacethe data basedpresenterattribute categorizations. Then to test the categories' predictivevalidity, theyweresubjected to multiple regressionanalpis. The two testedregressionequationscorrespondingto the two researchprediction modelseachusedthe attribute categoriesyieldedby the factoranalpis as the regressionequation's predictor or independentvariables.

n 3

4 2

l 1

analysisresults.It also presentsthe component attributes of each €tegory. Each presenterattribute category suggestsan underlyingconstruct.The way the category'scomponent attributes combineandwhat comesout as the dominant attribute in it together provide the basisfor inferring what this construct might be. Considerin this light eachcategoryin Table2. Irt us start with the matter of component attributes.c-ategory#1 is the combination of the four attributes, namely:relevant in his/her presentation,n"physicallyattractive," "prestigious,"and "an expert."What about attribute dominancewithin the given

TheTestResultsand Findings fff fe will organizethe presentation I t of the analysisresultsaccording t o t h e r e s e a r c hq u e s t i o n sa b o u t celebriticsthat they are meant to answer.Thesequestionsand their respectiveanalysisplan are shownin THE ASIAN MANAGERo JUNE 1989 17

category? Dominance of a component attributein a categorymaybemeasured by that attribute's "factor loading" size.In Category#1, this makesthe presenterattribute, "relevant in his/herpresentation"the dominant componentattribute. What underlyingconstructdo these data suggest?The phrase"visible credible relevance"would seemto c,aptureit. Proceedingsimilarly for Category#2, the underlying cons t r u c t a p p e a r st o b e t h e t a r g e t consumers'"desired similarity" with the celebritypresenter.

Table1 Summaryof the Study'sReeearchQuestlone and the AnalyslsPlanfor EachQuestlon Plan FactorAnalysis 1. Howmanypresenterattributesor Technique the categoriescharacterize consumers'perceptionsof an in-ad celebritypresentef Whatpresenterattributesbelongto eachcatego4fl 2. Forinfluencing the targetconsumers' attitudetowardthe celebritypresenter:

Influenclng the Consumers' Celebrlty Attltude and Ad lmage f!iven the above factor analysis \lresults and findings,we will now usethem for tacklingthe nexttwo sets ofresearchquestions.Eachset hasitself two related questions.Table 3 presentsthe resultsofthe analysis plansdesignatedin Table 1 to answer thosequestions. lrt usstart with the first questionin the two sets.This questionaskswhich of the two presenterattribute categoriesis the stronger determinant of consumers':(1) overall attitude toward the celebritypresenter, and (2) overall comparative image of the celebritics basedadvertisement. According to Table 3, the resultsof running the surveydata on multiple regressionmodel #1 andon multiple regressionmodel #2 saythat for both of these two effect variables,this determinantis Category#1 or the visible credible relevanceconstruct. As shown in the sametable, the influencingstrengthof a determinant attribute categorywasmeasuredby the size of that category'sstandar diznd regressioncoefficient. What about the sets'secondresearchquestion about "Which specific presenterattribute in the determinantattribute categoryis the most important?" For the answer, Table l's designatedanalpis plan addressingthis question proposeda return to the factor analpis results.In Table 2, the factor analysisresults showedthat the most important presenterattribute category#1 is the celebrity presenterattribute of being "relevant in his/herpresentation."

a. Whichpresenterattribute categoryshouldthe productmanagerlookfor in a prospectivecelebrity presentel?

MultipleRegression Analysis

b. Whichspecificpresenterattributein the determinant categoryshouldthe productmanagerpay particularattentionin the celebrityselection?

FactorAnalysis+ MultipleRegression Analysis

thetargetconsumers' 3. Forinfluencing overallcomparativeimageof the advertisement: a. Whichpresenterattribute categoryshouldthe productrn€lnager lookfor in a prospectivecelebrity presentet?

MultipleRegression Analysis

b. Whichspecificpresenterattributein the determinant categoryshouldthe productmanagerpay particularattentionin the celebrityselection?

FactorAnalysis+ MultipleRegression Analysis

Table2 The PreeenterAttrlbute GategorlesExtracted by FactorAnalysleand Each Category's Components

Relevantin his/herpresentation Physicallyattractive Prestigious An expert

.755 .710 .670 .4|0

Someonelikeyou An unbiasedendorser Someonewho thinkslikeyou

.741 .673 .636

18 THEASIANMANAGEROJUNE1989

Table3 Resultsof Testlngthe Two MultlpleRegresslonModels MultipleRegression MultipleRegression

Items

Model#1

Mdel #2

Category#1

0.496 (8.74)

o.N7 (6.60)

Category#2

0.193 (3.40)

0.166 (2.6e)

0.362

o.248

EffectVariable of Each Regression Coefficients PredictorAttributeCategory:

R Square

Note:

are aret values.All coefficients Figuresin parentheses < 0.01. significantatp OA : overallattitudetowardthe celebritypresenter image Al : theadvertisement's

Table4 ln-AdPresenterAttrlbute Categorlesfrom the Llterature VersusThosefrom thls Study AttributeCategories

Source McGuire(197S)

1. CredibilitY(2) 2. Attractiveness(3) 3. Power (3)

Aakerand Myers (1982)

1. Credibility(2) 2 Attractiveness(8) 3 Relevance(2)

Rossiterand Percy(1987) 1. 2. 3. 4. This Study

Note:

Visibility(1) CredibilitY(3 Attraction (3) Power(2)

1. VisibleCredibleRelevance(4) 2. DesiredSimilaritY(3)

numberof is eachcategory's Thefigurein parenthesis attributes. componentpresenter

fhe aboveresultsand findingslead I to a number of imPortantconc l u s i o n s .T h e f i r s t i s a b o u t t h e categoriesof in-ad Presenterattribuies.The findingsof this studyindicate that the Presenterattribute categoriesthat the literature has hypolhesizedare not emPiricallY giounded.This is true at leastinsofar as presenterattributes relating to cel-ebritypresentersare concerned. Table 4 comparesthose categories with thosefound in the presentstudy. This particular result showshow parsimoniousconsumersgenerally iend to be in their perceptions.Concept simplification as opposedto the theoretician'spropensityfor concept complicationor elaborationis the marli of the orQinaryconsumer'scognitive stvle.a The uncovered categori6s also contrast the consumer'spsychologic with the res e a r c h e r ' s l h e o r i z i n gl o g i c . T h e former makesintuitive sensewhile the latter, rational sense. A secondconclusionstatesthat if the advertiserwho wishesto go into celebriticsin an advertisingexecution ( 1 ) w a n t st o m a k e s u r e t h a t t h e chosencelebrity presenterwill be liked by the target consumers;and, (2) has the objectiveof raisingthe favorableoverall comparativeimage of the ad, there is only one consideration to worry about.Accordingto our "visible credible findings this is the relevance"characterof the chosen celebrity presenter. The lead presenterattribute in this characteris ihe "relevantin his/herpresentation" attribute.The studythereforedefined a s i n g u l a rf o c u sf o r t h e P r o d u c t m a n a g e r ' sc e l e b r i t Y s e l e c t i o n d e c i s i o n .A c c o r d i n g t o t h i s c o n clusion,the answerto the advertising executionquestionsabout celebritics is a simpleone. It tells the product managerto follow this guideline: "Just pay attention to your celebrity talcnt'srclevancein hisor her presentation of the advertisedproduct''' When product managershavemade surc about this element,our conclusionsaysthat theycanbeconfident that the ad's targct consumerswill both like the celebritYand havea positiveimageof the ad.

rne ASnn MANAGERo JUNE1989 19

managerswho want to rePeattheir advertisingmessagebut do not want to do so by using the samemessage copy points. With the foregoing factor analysisresults, theYcan now repeat the messagewith the use of eachpresenterattribute belongingto Pereentof Base: the attribute categoryconcerned. ln 1st& 2nd Average In 1stTop Ratedltems The study's conclusion about the Rating BoxScore Top BoxScores critical influencing role of the attribute "relevant in his/herpresentation" should be comParedto what PresenterAttributes marketing practicewould identify as (S-pointscale rating): the critical determinantpresenterattribute. In our reviewof that practice, 78 28 3.96 Prestigious we noted that this identificationis a 35 7 3.11 An unbiasedendorser function of the attribute'sconsumer 25 4 2.63 Someonelikeyou rating. 72 29 3.82 Physicallyattractive The higher that rating is, the more Relevantto his/her of a key determinant the rated 72 22 presentation 3.74 presenterattribute becomes. 72 13 3.11 An expert Table 5 summarizeshowconsumen Someonewho rated the sevenpresenterattributes. 26 2.U 6 thinkslikeyou It presentsthe ratings in the three forms that marketing practicemakes Likingfor the celebrity use of them. Theseare: (1) asscale 80 "first top box score" 38 (4-pointscalerating): 3.14 averages,(2) as proportions, and intensity or highest Overallcomparativeimageof the ad (3) as "first plus second toP box 72 28 (S-pointscalerating) 3.31 score" proportions. If practice were to follow its celebritics decision rule, the presenterattribute it would regardas * Thefirsttop box scorerefersto the proportionof responses "liking ihe critical determinantof the in the in the mostpositivepointin the scale.Forexample, for the celebrity" rating and the "stronglyagree"answer' "overall comparative ad image" presenterattributeratings,this pointis the nextpointin the scale. Thesecondtop box scorerelatesto the is the "prestigious" attribute rating "generallyagree"answer. ln the exampletaken,thiswill be the under rating forms #1 and #3. However, results ofour study indicate that this practiceof assumingthat the has the highest rated presenterattribute is categorywith that status The factor analysisfindingsprovide "efin rest all the the keydeterminantof the target highestcorrelationwith an extensionof this practicalimplicafects" of celebritics is not justified. that category. tion. If we look at the categoryof The study'sapproachof directlyrelatAt the sametime, when the ad, for p r e s e n t e ra t t r i b u t e s w h e r e t h e "relevant in his/herpresentation"ati n g t h e p r e s e n t e ra t t r i b u t e s a s example,mentionseachone of the at"causes"to the celebrityliking and ad efis in that the category, tributesin tribute belongs(seeTable 2), we will image "effects" is the suPerior fect a reinforcingrepetition of the notice that there are three other decisionbase. presenterstimuli making for the presenterattributes that are highly All the foregoing collectivelymake desiredeffect ofassuring liking for intercorrelatedwith it and with one raising the for an important implication for adanother.SVariables, or in this case, the celebrity and Positive the if theory.The conclusionsand vertising ad. Specifically, of the image highly presenterattributes that are celebritics-usingproduct manager practical implicationsdrawn offer a intercorrelatedmeansthat they are startsby making surethat the chosen decisioncalculusand framework for measuringone and the samething. celebrity presenterhasthe relevance assistingproduct managersin their The practicalimplication of this is celebriticsproblem. Our data and attributeand then alsoseesto it that invokthat in the consumers'minds, the of each analysistestedthe decisioncalculus talent has celebrity the i n t h e o f t h e a t t r i b u t e s ing one remainingattributesin the category, a n d f r a m e w o r k . T h e e m e r g e n t categoryalso invokes thosewith "presframeworkconsistedin conceptualiznamely,"physicallyattractive," which itcloselycorrelates.This is par"an in are, these expert," i n g t h e c e l e b r i t i c sd e c i s i o n a s a tigious,"and ticularly true with the attribute that "factor prediction problem in two parts.First repetitions reinforcing effect, three loading." has the highest wasto predicthow the targetadvertisassuringthe relevanceattribute. This Having the highest factor loading 'simplymeansthat the attribute in the ing audiencethinks of the celebrity is a significant aid to product

Table5 Three DlfferentGonsumers'Ratlngsof Seven PresenterAttrlbutes,OverallCelebrltyAttltude, and OverallComparatlveAd lmage

20 THE ASIAN MANAGER O JUNE 1989

presenter.This involvedfinding out the categoriesof presenterattributes that consumersuse in judging the c e l e b r i t y p r e s e n t e r .T h i s s t u d y showedthat categorizingpresenter attributesbasedon consumers'own perceptions yielded attribute categoriesdifferent but simpler in structurethan what the researcher's or theorist'srational logicwould provide. The secondsucceedingprediction step consistedin using the presenter attribute categoriesas plausible "causes"of celebritics' assumed"effects" that neededtestingagainstthe presenterattributeswhich,in turn, are taken as their plausible"causes." These market responsesare: (1) "liking of the celebrity" which the study formally defined as the consumers'"overall attitude toward the celebrity."and (2) "perceptionof thewhole ad," formally termedasthe consumers"'overall oomparativead image." This study found that by directly testingfor theseeffectsinsteadofassuming them, the marketingpractioe offocusingon the presenterattribute that consumersrated highe.stcan be wrong. The assumptionin practiceis that the presenterattribute which consumersratedhighe.stis goingto be t h e d e t e r m i n a n to f c o n s u m e r s ' celebrity attitude and ad image.This studyshowedthat this highestrated presenterattributewasnot necessarily the strongestinfluencing(or "causing") atlribute on the consumers' celebrityattitudenor adimage.It suggeststhat it paysto checkout and test empiricallymanagerialassumptions.

Notes 1. Thestaf of the PhihppineBoard of Advenisingprovided theseestimatesbasedon the Board's recordof screenedW commer-

cinls. This help is gratefullyaclonwledgedhere.It may be mentioned that the Philippinesrepresentsa uniquecasein the ASEAN regionfor self-regulation of advenising.ThePhilippine Board of Advenising is a pivate sectorand ittdustryiniriativefor screeningof W and radio ads.In all otherASEAN countries,ads are screenedbypublic regulatory bdics. 2. I am gratefulto the talentcasters and accountuecutives of thefollowing ad agenciesfor providing thesedata: Adformatix Inc., Advenising& Marl<etingAssoci.ates, Inc., BasiclFoote,Cone& BeAing Hemisphere-LeoBumett AdvertisingInc., J.W. Thompson Co. (Phils.), McCann Erickson (Phib) Inc., SSC&B:Lintas Worldwifu Manila 3. Whilethis is not theforum to discussthe subject,thispaper recognizesthat thereare many other kinds of validity. Wehave chosen the kind that is most useful.to practicing managers.For a readablesummaryandrevicwof validity as a concemof marleting and consumerresearch,see Heelerand Ray (1982). 4. This is not to saycomplexcognitive styledoesnot existamong consumers.For the completediscussionof this topic, seePinson

References

ing" inA.K Jain, C. Pinson,and B.T. RatchforQ eds.,Marl<zting Research: Applic ations and hoblems. New Yorlc lohn lrliley, pp.9-29. Kelman,HerbenC. (1958),'Compliance, Idcntifi.cation,and Internalization: Threehocessesof Opinion Change,"Iournal of Conflict Resolution,Vol. 2: pp. 51-ffi. McGube, William I. (1978), "An InI of form ation -hoc essing M ode Adv mising Effectiveness," in H.L. Davis andA.J. Silh eds.,Behavioral and Management Scicncek Marketing New York lohn llilq, pp. 15618A McGuire, Wliam I. (1969), "The Nature of Attiude andAttitude Change,"in G. Lindzeyand E. Aronso4 eds.,TheHandbook of Social Psychologt,VoL 3. Reading MA: Addison-Wesley,pp. 136314. Percy,Larry andlohn R Rossiter (1980),Advmising Strateg: a Communication TheoryAp proach New York haeger, 1980. PinsoryCbistian (1986),'An Implicit hodttct TheoryApproach to Consamers'Inferential ludgmentsabouthducts," International Journal of Researchin Markcting VoL3: pp. 19-38. Robertso4 7.5.,J. Zielinski" and S. Ward (1984), ConsumerBehavior, Glenview,III.: Scon, Foresman. Rossiter,John R and Larry Perq (1987), Advmising and homotion Management,New Yorlc McGraw-HilL Rummel"RI. (1970),AppliedFactor Analysis,EvanstoryIII: Nonhw estem University he ssWlinms, T.G. (1982),Consumer Behavior. St.Paul: West.

Aaker,D.A. andJ.G.Myers(1982), Adv ertising M anagement. EnglewoodClifs, NI: henticeHall. Aasael,H. (1981),ConsumerBehavior and MarlcztingAction. Boston: Kent. Churchill"Gilbm A. (1983), Marketing F,esearch: Methdo logicaI Foundations. NewYork: The@en hess. Heeler,RM. andM.L.Ray (1982), "MeasureValidation in Market-

Prof. Eduardo L. Roberto,Ph.D.

(re87).

5. This is really statingthe definition of a 'factor" or what wehave beencalling a categoryol presenterattributesas derived from factor anatysis.For a more detailedtreatment,seeRummel (1970)and Churchill (1983: Chapter16).

THEASIANMANAGERo JUNE1989 21

b Tmfufatnmce... ,4n.4swrnqt ofMalaysia

Mobilization for Resouroe A Perspective Development andtrtdtional bySlnnmugamSivarnmthy MM AssistantDirector Inland RevenueDeptarttnent Ipoh

Table ll: MalayalaRdlo of Tar Revenue to Gro$ NatlonalProduc{

'85

lntroduction /l developmentoriented tax s)6tem farequiras oontinuousmodification of the existing tax structure so as to make the system responsive to economic growth. As a result, taxation policy becomes an essentialinstrument for resourceallocation, income redistribution and economic stabilization. Hence the principal objectiveof taxation is to assureadequate revenuefor financing ofcapital formation and other public utility services.In Malaysia,increasingrevenue hasthus becomecrucial, as shownin Table I. It is apparent that direct taxesadministeredby the Department of Inland Revenue havebeen growing in relative importancein terms of ratio of tax revenue to gross national product which reacheda high of in 12.07Voin 1983against L0.88Vo 1982.However Table I indicatesthat

1979

2..21%

9.08%

13.13%

1980

24.13%

11.06%

13.07%

1981

22.82%

11.41%

1982

2.61%

10.72%

11.89%

1983

25.16%

11.81%

13.35%

1984

23.79%

r1.s)%

12.4%

1985

24.97%

11.77%

19.2%

1986

23.98%

13.14%

10.84%

Source:GompiledfromvariousAnnualReportsof InlandRovonuoDepartment.

direct tax rwenue to GNP hasaaually declinedfrom l2.O%n lW to ll.$Vo in 19&1.Similarly the rate of growth in relation to total revenuehas also declinedfr om ashighas20.27Voin 1983 to aslcxvas2.85Von 1985.Table II, on the other hand,indicatesthe relative importanceof direct and indirect ta:ration in lvlalaysia Thesetables show that tax to GNP ratio shouldbeseenasan indicator of the relative efficiency of the government'srevenuemachineryand how far the taxablecapacityof the

Table l: Actual Growth of Dlrea Tar Revenue ($Mllllonl Compositionof Roc€iets lncomgTax Potroloumlncome OtherEfircctTax

1982

1983

1984

3,997.1 5,303.7 5,44t,9 2,074.8 1,998.3 2,570.2 8,323.2 8,3&|.3 6,142.1 306.2 *n.9 399.1 418.6 371.3 St6.6

7,7O1.1 8,@4.5 8,694.5 8,069.9 6.,t48.3 Total 6,{2.8 (0.28%) (25.62%) 9.77% Lr7% n.27% Rateof Growth N/A GrossNationalProducl s9,690 65,182 74,182 71,808 65,959 DiroctTa)(Rewnuc 10.72% 11.81% 11.39% 11.77% 13.14% N/A asa%olG.N.P.

and of InlandFlevenue Source:CompilcdfromvarioueAnnualFlcporte- DoPartmont EconomicRaports,Ministryof Finance

OJUNE1989 MANAGER

economyis recouped.For purpose of comparison,the ratio of taxesto GNP in Malaysia is comparable to that of industrialisedcountries.For India, Pakistan,Indonesia,Philippines and Thailand, the ratio is much lower than Mala)6ia.

of BasicCharacterlstics DesignedTax a_Wel! brructure fax reform, which basically refers I to the tax engineeringaspectinvolving periodical reviewsof the tax structure in order to simplify and rationalise the overall tax slntem, is a slow processinvolving the following: o choiceoftaxes; o choiceoftaxbases; o choiceoftax rates;and, o choice of the certain elements of tax structure such as exemptions and incentives to satisfy certain normative economic criteria and achieve objectives of the governnrent. While considering the rationality of tax reform, we must examinethese factors with reference to certain economic policy objectives of the government.GenerallyaccePtedobjectives include promoting a higher

growthrateof nationaloutput, reducing inequalitiesof income,maintaining stability of the growth of output prices and balanceof payments. In the caseof Malapia, all development efforts are engineeredtowards the attainment of two primary economicobjectives:the eradication of poverty and the restructuring of society as embodied in the New EconomicPolicy (NEP). This underlying social economic objective was aimed to createa balancedsociety, economically aswell as regionally. In order to achievetheseeconomic objectives, the following characteristics must be injected into the tax structure. Bulh{n Elastlclty of Tax Revenue lnview of the growingimportanceof fpublic sectorexpenditureto act as the "engine of growth" for the economy, the revenuerequired increases at every stageof economic development.As a result, it is arguedthat the til(structure shouldleld an automatically increasingrevenue to match public expenditurewithout annualalterationsin the tax rates,exemptions and coverage.It should be rememberedthat an elementofstability,certainty and convenienceshould be injected into the tax structure in order to promote savingsand investments. Table III however revealsthat not only the declining tax to GDP ratio but also taxesare now financinga smallef proportion of total expenditure. This trend needsto be reversed if governmentexpenditurelevelsare to be maintain€d. Tax revenue, however, is main-

tained annually through the implementationof discretionaryand nondiscretionarymeasuresand improvementin tax administration. Progresslvlty In Tar Structure /f progressiverate structure has f-lbeen advocatedin manycountries for reducinginequalitiesin wealth. However,attempts have met with only partial suoeessbecausethe following consif,erationmust be taken into account.' o Growth is an essentialprerequisite for any meaningfulin' comeredistribution; o In order to stimulategrowth, it is necessaryto give tax incentivesto groups that respond most quickly and effectively. For example,tax incentivesin the form of incomestatementshouldbe extended to serviceindustries and high risk projects. Planned Non-Neutrallty of Tax Structure he questionof absoluteneutrality I of taxationhasbeenconsideredan important virtue of a tax system. Taxationshouldhelp the government in influencingthe flow ofresourcesin the plannedmanneraccordingto the priorities of the budgetof the government, insteadof distorti4g resource allocationandcreatingexcesstaxburdenson traditional areas.In addition, taxesshould influencethe choicebenveensavingsand investment.To this end, exemptionsof specificamounts of interest receivedfrom savinp and f

1981 1982 19&l 1984 1985 1986

Tax Flevenue

TotalExp. 47.0(39.1) 4s.2(32.9) 59.1(44.0) 50.1(/14.0) 62.3(44.5) 54.3(3e.0)

Natureof Incentives ffarious tax incentive measures U havebeen formulated and introduced to achievespecificunderlying social economic objectives.Thesetax incentivesare expectedto play an irnportant role in the areasdiscussed below. Economlc Development Jf mong the incentivesthat are exFlpected to generate growth, exports, employment, regional dispersal and foreign exchange,are the following: o pioneer status.<tablish industrial activitiesgeared toward ommercial oports with prospectsfor the transfer of tehnologr o labor utilisation relief-to promote labor intensiveindustries o locationalincentivespromote dispersalof industries to oorrect regionaleconomic disparities o specificinoentivesto industries like hotels and shipping . investmentta)(cTedivallm/anae to encourageexpansionand modernisationin production techniques Indlgenous (Bumlputera) EqulU Partlclpatlon

Tablelll. TotalRevenueand Tax Revenueof MalayslaGovernment- Selected Indlcatore1981.1986 To<Revenue Tax Revenue to GDP OperatingExp. 21.86(18.18) 80.3(66.8) 20't2{dd4.u| 75.5(5s.0) 21.94(16.9s) 83.1(64.2) 20.71(1s./B) 83.2(62.0) 21.54(1s.3e) er.2(5e.s) 20.er(14.81) 73.2(s2.s)

fixed depositsaccountsis expectedto encouragesavings.In order to encourageforeign investment and capital, interest paid to non-residents with respect to foreign borrowinp is whollyexempted from tax provided it falls within the statutorvdefinition of long-term loans.

Total Fbvenue

TotalEiD. 58.9 59.9 74.6 74.6 78.7 72.2

source:Report- TaxReformGroupof the MalapianInstituteol EconornicResearch (MIER)Publishedin Sbr on 27.6.1988

6ome of the tax incentivesare of9fered to investors who are preparedto comply with the stated objective of the New Economic Policywhich is to reduceeconomic imbalancesbetween the indigenous population and other races. Moblllty of Labour and Employment Levels llapid economicgrowth asa result I lof an expandingmanufacturing sectorarisingout oftax incentiveshas

MANAGERo JUNE1989

led to a significant shift in the nature of employmentftom the agricultural to the manufacturing sector. As a result, several technical schools sprangup to meet the requirements for skilled labor by the private sector. Expanslon of the Manutacturlng Sector Led to Creatlon of lnfiastructural Facllltles fhe progressivemigration of the | rural labor force to urban centers led to increasedpublic expenditure for infrastructure facilities, port facilities, development of private sector housing, expansionof social amenities like water, electricity, education and health facilities.

Conclusion Ithough the basiccharacteristics may be considereddesirable for

"one the tax structure of any country, the for must design a tax system economic, political and administrative conditions which one finds in a Particular oountry and not for some abstract averagerepresenting a hybrid of all countries.' Accordingly, government policies and programs have come to be analysedin terms of positive behavior of the government, politicians, political parties and interest group whoseoperations are oonditioned by the prevailing political framework and the economic system. T o s u m m a r i s e ,t h e n o r m a t i v e economic approach to tax reform is basedon the assumptionthat the general aim of governmentis to maximise social welfare and generaterevenue.To this end, the progressivenature of the present system,its elasticity and essential structure in light of recent adjustments to the system,have been examined.

Note: Thevienn expressedare the personalvienn of the writer and are in no way representativeof the vieir of the Department of Inland Revenue. 1. MIER Reprt published in the 9tar,26.6.1988. 2 Richard M. Bird Optimal Tax Policyfor a DevelopingCounny: The Caseof Colombin-

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Trendsin Development Managaement byProf. Ruth S. Callanta MM '86 Traditional developmentstrategies I andapproachesdid not effectively reachthe poor resulting in unequal distribution of resourcesand wealth between and amongcountries,and amongincome classesaswell. Consequently, a new economic order is beingput in placeand a more holistic approachto developmentis currently evolving. From a purely economicdefinition, developmentis now most accurately defined asa processbywhich a society transformsits institutions in ways that enhanceits ability to mobilize and manageresourcesto produce sustainableand justly distributed benefitsconsistentwith the aspirations of its members.This requires,if development is to take place, effective institutions that ensurethe creation of an environment favorable to societaltransformation.Hence,there is now a re-definition of roles among the catal),stsof development,namely government,non-governmentorganizations,andbusinqssenterprises, in support of and in furtheranceof this new conceptof development.

countries taking responsibility for their own futures. The elimination of poverty is now regardednot only asa national responsibility but more so as a global obligation. Non-government organizations now realize that developmentis essentially an enabling process-not primarily a welfare program as their origins dictate.The educativerole of NGOs embracenot only their target beneficiariesbut other institutions as well. NGOs educategovernmentson the needof the people,and howthese can best be met. They conscienticize businesson the need for growth and equity. They contribute to educate their beneficiarieson the need for participation and vigilance in the d e v e l o p m e n tp r o c e s s .T h i s n e w thinking cuts acrossthe thre€ strains of NGO work: relief and rehabilitation, provision of technical assistance, and institution and network building. Private enterprise,on the other

hand, now realizes the need for greater involvement in social development, that sporadic acts of charity created more dependency than self-reliance. They have begun to realize that managersof the businessoommunity,strategistsand conspirators for economic development can developnew strategiesand techniqueswhichwill attack the problem of socialdevelopmentin awaywhich parallels the vigor and industry with which private enterprise hastreated the challenge of economic development. Consequently,the conceptofcorporate social responsibility now makes the enterprise not only accountable to its stockholders,consumers,suppliers,and employem,but to society in general, the enterprise's immediate environs,communitiesat risk and the unmarginalized sectors of society. It is no longer uncrommon to find businessenterprise directly implementing social development

The ChanoinoRolesof DevelopmEnfActors Fovernments nowrealizethat sub\Isidie.s must be recastto reachthe sectorsof societywhere they are most needed;that beneficiariesmust participate in the planning,implementation and evaluation of development programsandprojectsfor sustainable development,and that an effective and efficient administrativemanagement systemmust be madeoperational. Coupledwith theseisthe focus on the need for the reordering of global priorities basedon an internat i o n a l c o n s e n s u si n t h e f i e l d o f development.The return to the spirit of international cooperationis now taking placewithin the ftamework of

THEASIANMANAGERo JUNE1989 25

programsand projecs or supporting indigenousorganizationsthrough the provision of long-term development assistance, both financial and technical. Partnershipswith nong o v e r n m e n t o r g a n i z a t i o n sa n a people's organizationshave beed forged and continue to be forged in the effort to alleviate masspoverty and empower the poor to improve their quality of life.

participatein the formulation ofprogram thrustsand priorities through an ongoing consultationprocess. Both the World bank and the ADB have specializedsections dealingwith NGOS. Committees composedof NGO representativesregularly meet to advisethe banks on relevant policies, programs, and projects.

NewDevelooment Phenomena' f\ s a consequenoeof this new oonFlcept of development,and rhe changingroles of government,nongovernmentorganizations,and businessenterprise in the development process,the following phenomena haveemerged: The lnternatlonal Gommunlty fi fficial developmentassistance Vincreased from $30 billion in 1985to $35 billion in 1986,and $40 billion in 1987.This figure is expected to reachapproximately$50billion for 1988.This amount excludesaid given by donor countries for disasterrelief and rehabilitation, community assistanceand subsidizedcredits. Non-governmentorganizations have been recognizedas effective conduits/instrumentsfor poverty alleviation strategies,.as well as the NGOs complementarilywith government agenciesand instrumentalities. This recognitionis manifestin the followingwap: o Increasingcooperationof governmentswith NGOs coveringall aspectsof developmentcooperation policy.In SwedenNGOs form part of the political and administratives)'stem.NGOs are representedin the SwedishInternational DevelopmentAssistanc€ Board and participate in the formulationand implementation of Swedishaid policies. In Denmark NGOs are representedin the DANIDA board and participate in decisionmaking on the allocation and approvalof development .programsand projectsfor funding. In Canada,NGOs

o The increasein official development assistanceaid channeledto NGOs. This figure increasedto $5.3billion in 1986,and $5 billion in 1987.It is estimated that the

jj Development actors haveto managenew relationships, re-order prioritiesandbuild thelr respective institutionalcapacities to respondto the demandsof a changingenvironment.

26 THEASIANMANAGEROJUNE1989

It 7I

total developmentassistanQg aid, including communityassistance,relief, and rehabilitation increasedto?IVo in 1988. o Donor countriesnow s€ethat the rationale for co-financing NGOs from their own countriesand local partner groupsin developing countriesis the goal of strengtheninginstitutions. Hence,asa matter of policy, donor countriesare required to set asidefundsfor organizational strengthening and institution building.All development assistance programswill haveasone of their components,a provision for institutionaldevelopment. perIndicatorsfor assessing formanceof NGOs in institu-

tion building are being developed. It is projected that at best, t0Vo of a,lldevelopment aslristancewill be us€d for human r€xxluroedevelopment and/or institution buildi4g aaivities in 1989. o The role of private enterprise not only in spurring economic growth but in social development aswell has been reognized. This recognition of the international community is manifest in the following rvayt: l)Provision of financial support for prftnte enterprises moving into community dwelopment programs and projects. USAID has set asidein the Philippines $50M for private enterprise in their Community Development Program. These funds are channelled through businesscorporations under an W?nVo sharing schemein favor of the donor agency.Similar arrangementsare in plaoe in Canada,and the members of the European oommunity aswell; Z)The number of research studies being conducted to expandthe role ofcorporate philanthropy within the changingcontext of Asia to 1) encouragethe professionalismof corporate philanthropy; 2) encourage collaboration between oorporate foundations in the West and East and SoutheastAsia; and 3) to expand possible official development assistanceaid through buiness enterprises. Thc NGO Sector / l n i n c r e a s i n gn u m b e r o f n o n lAgovernment organizationsfrom developedaountri€sare operating in developingcountries.In 1985,the numberof "Northern NGOs" operating in the South (developing countries) was estimatedat 4,000. This figure is estimatedto havein-

creasedto 12,000in 1988. The number of indigenousNGOs from developingcountries has also increased.In the Philippines,an increaseof 200Vofrom30,O00in1985to approximately60,000by the end of 1988has taken place.Private funds mobilized by non-governmentorganizationson top ofofficial development assistancefunds channeled throughNGOs haverisensignificantly. It is estimatedthat this increase amountedto US$l billion for the period 1975-1985. The shift in program thrusts and priorities among NGOs from purely disasterrelief operationsduring the immediatepost-warera, to technical assistanceprovidersand institution buildersis another manifestationof shifting priorities. The recognition by governmentsof the complementaryand supportive roles that NGOSplay in the development processis yet another important development.This recognition is manifestin the folloningua)t: providing legitimacy,transferringresources to NGOS,subcontractingwithNGOs for the implementationof government projects,and by initiating policy consultations and dialogues.Among the developedcountries,NGOs, as mentioned earlier,form part of the policy and administrativeworking bodiesfor developmentassistanceefforts. The Buslness Commtrnlty l.lu" to the scarcityof data,only the l/following phenomenaobserved in the Philippinescan be discussed. The awarenessin private enterprise of its role in communitydevelopment and social transformation hasbeen enhanced.This is reflected in the increasingnumberof corporationsarticulating their corporate social philosophy,and in formulating a soc i a l s t r a t e g yw i t h i n t h e o v e r a l l frameworkof the enterprisebusiness strategy.The shift from providing sporadiccontributions toward relief andwelfareactivitiesaspart of public relations to the support of and/or direct implementationof long-term developmentprojectsis another indicator of this enhancedperception of corporatesocialobligation. The number of corporations establishing their own foundationsto handle the social developmentac-

tivities of the corporation has inc r e a s e da s i n t h e c a s eo f S G V , Pilipinas Shell, Coca-ColaBottling Co., Andres Soriano Corporation, UCPB, BenguetCorporation, etc. Also, the numberof corporationsestablishingsocialdevelopmentoffices within the corporatestructurehasincreased. Examplesof theseoorporations are Land Bank, lrvi Strauss, FEBTC, PCIB, and Philtranco. The increasingpartnenhip between b u s i n e s sc o r p o r a t i o n sa n d n o n government organizations in the planningand implementationof social development programs and projects is yet another important p h e n o m e n o n .E x a m p l e so f s u c h partnershipsare: o Attas Fertilizerwith Antique .-

fJ II

r rFollowing the realization thatthe "newbusiness of businessis manr" tor profitcorporationsare re-examining their missions, their corporate philosophiesand

direction",r,

DevelopmentFoundation o SGVwith CAMARIN Community Association o FEBTCwirh the Center for Rural TechnologrDevelopment o PCIBwith GMA Community Associations o Del Monte Philippineswith its variousassistedcommunities o PhelpsDodgewith the MandaluyongWomen'sAssociation . The Target Beneficiaries (MarginalizedSecton of Society) The last decadehasseenthe flowering of strongpeople'smovementsand local organizationswhich seekto escape hierarchical and heavy bureaucraticstructures.There is varied developmentof socialaction

g r o u p s , a d v o c a c ya n d p r e s s u r e groups, grassrootsmovementsand private and indigenous institutions. Despitetheir diversityof styleanCobjectives, this trend underscoresboth self-reliance and popular participation. It is a force that hasshown importance in political and economic development.The world hasseenthe fall of military dictators as a consequence.Furthermore, people in many parts of the world are lessinclined to wait on governmentfor local development,but rather expecttheir governments to establish a framework for individual and local initiative and action. Partly, this trend is the result and expression of what development practitioners havehad to learn and relearn: that investment in human resourcesis the most important of all investmentsfor sustaineddevelopment.This includesfint andforemost institutional capacitybuilding and institutional development.As the 1988 World Bank Report states,"[nvestment in human capital will continue to be the most important contribution that developmentassistancecan make."

lmolications and Cdnstraints he shift in developmentperspective and re-definition of roles has creatednew demands.Development actors have to managenew relationships,re-order priorities and build their respective institutional capacitiesto respondto the demands of a changingenvironment. Donor Countrles and Governments fhe developmentof stronglocal inI stitutional capacityto endurethe sustainability of benefits that accrue t o t a r g e t b e n e f i c i a r i e sw i l l b e a priority for long-term development assistance.The encouragementand strengtheningof broadly basedlocal participationin the planning,imp l e m e n t a t i o n a n d e v a l u a t i o no f development programsand projects in the recipient oountriesis similarly vital to the ultimate effectivenessof development and empowering programs.Organizedparticipation by, of, and for the beneficiariesthem-

THEASIANMANAGERo JUNE 1989 27

selvesis vital to establish "ownership" and to ensure a more democraticgovernancebasedon the conceptof pluralism. Understandingand sensitivityto local and socio-cultural patternsand choosingapproachesand strategies compatiblewith thoseconditionswill alsoserveto demonstrateeffectivity. Effecting partnership-based strategieswith private agencies, people'sorganizationsand local rather thancentralgovenunents,asin the case of donor countries,andwith local communitystructureswith referenoeto national governmentsis spected to be@mea prevalentendeavorof development efforts as is structuring programs andprojectsto ensuresustainedflorvof financial support. Developingsensitivityto financial and economicconditionsbasedon the realizationthat development programsmust be restructuredto reflect the powerful forces of the marketplacewill make donors more effective.Plannersneed,therefore,to anticipateprice incentivesand deterrentsand changingpatternsofsupply and demand as they affect the empowermentof people and the eventual transformationof societies. Restructuringthe institution's administrative and managerialprocesseswill make the systemsmore efficient. Donor countriesand agencies must makestructural refofms as they affecttheir relationshipswith partner agenciesin the field; e.g.,in policy making, identification of program priorities and thrusts,funding and monitoring and financialassistan@, evaluation. All these factors require new perspectivesand visions,new skills, and newwala of doing things. The Non-Government Sector sector,on the fhe non-government I other hand, must developnew managerialcompetenciesto ensure their survivaland growth. Theseinclude: o Administrative and financial management(i.e.,budgeting and accounting) o Programand project management . strategicmanagement (delined here as the capacity of the organizationto deal

with complexand dynamicenvironments.This includes leadershipwith vision, planning the organization'sprogram activities to achieveits goalsand adoptingstrategies to changingsituations) o Nenrorking or the capacityof the organizationto identi$ and interact with appropriate international government, people'sorganizations,the businesscommunity,and other resourceinstitutions. In addition, the developmentand installationof managementsystems that reflert the specialcharacteristics of the organizationare imperative, namely: o the capacityto manageby value and region; I an orientation and capacityto cultivate constituentrelationships; o an ability to manageconflict and direct potentially centrifugaltendenciesin a constructivedirection; and, . the presewationof the institutional integrity and autonomy as manifestedin their dealingswith donor agenciesand beneficiaries.All theserequire the developmentand useof managerialtools and techniqueswhich will enable theseorganizationsto enhancetheir effectiveness and efficiencyin order to survive, grow,and expand,both in. capacityto enrich and in essential impact.

Conclusion the realizationthat the !ollowing I "new businessof businessis man," for profit corporationsare re-ercamining their missions,their corporate philosophiesand directions.They are implementingprojectsoonsistentwith their corporations'philosophiesand new skills are thrusts.Consequently, required:povertyanalpis, community organization,projectmanagement, workingwith people'sorganizations, collaboratingwith non-government anddealingwith comorganizations, munitypowerstructures.More imporhaveled to tantly,th€sedevelopments a continuingexaminationof the role enterprisein nationbuildof business

28 THE ASIAN MANAGERO JUNE 1989

ing, following the realization that, "What is good for the shareholders may notngcessarilybe good for the country.asa whole." Hence,adjustm e n t s m u s t b e m a d eo n h o w t h e enterprise managesits affairs such that it contributes effectively to nation building on a sustainedbasis. hofessor Rtth S. Callanta is a mem' ber of the DevelopmentManagement Program core faculty. She is concur' rently the secretary-treasurerof the Asian Alliance of Appropriate Tech' nolog hactitioners (ApprotechAtio ), a memberof the boardsof tntsteesof the SelfEmploymentAssistanceFoun' dation, Kapatiran -Kaunlaran Foun' dation, Inc., the SoutheastAsian Cen' terfor Bio-Ethics, and a lecturerat the DevelopmentAcademy of the Philip' pines. Prior to joining AIM, she was associatedirector of Philippine Business for Social Progress(PBSP). Sheis a consultant to vaious intemational organizations,has beenrepresentativeof the NGO sectorin the Philippinesand Asia in severalconferencesabroadPoverty: Thc Philippine Sccnario, Financial Strategiesfor NGO Self' Reliance,and Managing the NonProfi t, N on- Government Organizations: tlu Caseof tIrc Philippine Bwircssfor SocialProgessare amongher published worlcs.She is concunentty writing a book titled NGO Managencu Prsctices and Processes-Asian Ex' pericnrc. Sheobtained her Master in Management degree(with distinction) at AIM and a Bachelor of Arts (maior in anthropologt) at the Universityof the Philippines.

hof. RuthS. Callanta

TheConri^tsions he Obvia$...

MinimumWaqeGrisis:Sr,mptomof LopsidedEcdnomicDevfibilment by Prof. Romulo L. Neri I t is now vacationtime at the Asian I Instituteof Managementand this b r i e f l u l l i n o u r e x t r e m e l yr i g h t schedulebetweenclassesand consultancieshasgiven some of us at the Institute someleisureto browsethe AIM library for topicsof personalinterest. I chancedacrossa small book entitled, TheEconomicsof DevelopingCountries,by Dr. H. Myint, a Burmesescholar and economicsprofessor of the London School of Economics.I wasstruckby the book's brilliant simplicity in expoundingon economicdevelopmenttheories. What I found most relevant to our current ooncernsin the Philippinesis the author'scontentionthat therecan be no sustainableindustrial growth without agricultural growth. All the while we have swallowedthe idea peddledby the Department of Trade and Industrythat with the impressive growth in the country'Sindustry,investments,andexports,our economic salvation is at hand. As a result, we have conveniently ignored the fact that our growth in agriculture has been dismal. We have looked at industry as the absorberof our excesslabor, much of which originates in the countryside.We thought that with the growth of industry,more peoplewouldbe employedand the social unrest from unemployment would have been dissipated.Since the marginal agricultural product of the excessrural laborer is low, possiblyeven less than his average consumption,it seemsobviously desirablefor this underemployed labor to be shifted to industrv w h e r e h i s m a r g i n a lp r o d u c t a n i value addedwill be greater.This, a c c o r d i n gt o D r . H . M y i n t , i s a s i m p l i s t i c a n d n a r r o wv i e w o f economicrealities.

83331s"T" LaborUnrest fhe logic hereis asfollows.As more I people are drawn from the countrysidetowardsindustrial centers,lesslaborerswill work in the fields. To maintain the samelevel of agricultural production, those that remain in the fieldswill haveto work harderand longer to makeup for the work of the agriculturallaborerthat migrated to industry. Thoseremaining in the countrysidewill haveto be inducedto do so. This is necessaryto feed the laborer who hasmigratedto industry and can no longer grow his own food. However,maintaining the same level of agriculturalproductionwill n o t b e e n o u g h .I f t h e g r o w t h i n agriculturaloutput lagsbehind the growth in manufacturedgoods,the price of foodstuffswill rise relative to the pricesof manufacturedgoods. Since much of the exoenditureof a laborer is in food, hii cost of living will go up, resulting in a clamor for higher wages.Once thesewage increasesare granted,two things will result.One is that profits in manufac-

Wemustdo all we canto increaseour agricultural productivityby puttingthe full forceof our limited resourcesinto agricultural developmet ,,,,

turing will decline and investments for expansionwill decline, resulting in industrial stagnation.Another is that the wagedifferentials between the agricultural sector and the industrial sectorwill widen,attractinga growing stream of labor from the agricultural sector. Eventually,the underemploymentin the rural areas becomesopen unemploymentin the squatters' colonies in the industrial/urbanareas. By following this logic, we ciln see that the chronic demandby labor for higher wagesis a symptom of our lopsided economicdevelopment.While industryis growingby8Vo,agriculture is growing by a mere 3Vo.Tlrefailure of our agriculture to take off means that the supplyof food will be limited. The Department of Trade and Industry hasbeen crowing about how well industry hasgrown and how fast investmentsare coming in, blissfully unawareof the imminent socialunrest resulting from this economic growth imbalance.

Solntions fhis lopsidedeconomicdevelopI ment has also resultedin what Schumacherin his book Snal/ is Beautiful callsthe "mutual poisoning effect" betweenthe urban/industrial centers and the countryside.While the overconcentrationof resourcesin urban centerskeepsthe rural areas poor, migration from the rural areas results in overcrowding,mendicancy and criminality in the urban centers. One solution is to narrowwagedifferentials,andthis canbe doneeither by removingminimum wagelaws, which is unacceptableto mostsectors exceptthe employers,or to raisethe level of earningsand productivityin the agriculturalsector,which we have failed to do. The main excusesfor our dismalacmmplishmentsin the field of agricult u r a l p r o d u c t i v i t y h a v eb e e n t h e

typhoonsand droughts.Ifwe accept theseasvalidexcuses, thenwe haveto acceptthat our situation is hopeless, since typhoons and droughts will alw a y sb e w i t h u s . P r e s i d e n tP a r k Chung Hee of Korea, in his exhortations in the Saemaeulmovement,castigated his officials for such excuses by sayingthat they shouldstop the practice of "farming by watching the skies."In our country,our main crops are still rice and coconuts,which are extremely vulnerableto typhoons and droughts. We have not yet adoptedon a noticeablescalecrops and agricultural terhnolos/ that will put our agri-economicbase ona more solid, lesswlnerable, footing. Given the trend of economicevents, our situation doesnot look promising. Too enamoredwith industrial growth,wehavefailedto takethe care our food.supplyneedsto feed our growing number of industrial workers. We seemto haveforgotten that industrial workers have to eat, and that more employedworkersin industrywill mean a greaterdemand for food. In fact we are endangering our food baseby denudingour forests which protect our rivers and fields from siltation and by destroyingour corals and mangroveswhere fish breed and grow. O u r m o n e t a r y s y s t e mh a s d i s -

criminatedagainstthe rural areas. Our commercialbankshavebled the rural areasdry of their financial resourcesand refuseto heed the call to help the countryside.Our Central Bank,by tolerating and evenabetting such economicallydestructivebehavior, is also to blame. We have plentiful and cheapcredit in the urban/industrial aentersand scarcity of funds in the rural areas.This has deprivedthe rural areasthe meansto improve their productivity whichnin t u r n , t h r o u g h t h e s t a g n a t i o no f agriculture and food supply, has resultedin higherfood pricesand the demandfor higherwages. H i g h e r w a g e sw i l l m e a n m o r e spendingmoney for consumption demandand,coupledwith the resulting mst-push pressures,will result in the new phenomenonof stagflation, economicstagnationcombinedwith inflation. Only greater food production will stop this trend. The conclusionsare obvious. We must do all we can to increaseour agricultural productivity by putting the full force of our limited resources into agriculturaldevelopment.In particular, the extensionwork of the Departmentof Ag,iculture must be strengthenedand the work of our agricultural researchagenciesmade relevant and effectivelydelivered,in

30 THEASIANMANAGERo JUNE1989

terms of improved agricultural technolog5r,to the countryside. The National Food Authority must also be made effective, even if it means revamping the whole organization and pouring more funds into it. We also haveto removeall impediments to rural progresssuchasthe price bias againstagricultureand make our monetary policies more responsiveto rural credit neeis. The rural banking systemmust be strengthenedfinanciallyevenif it meansputting government equity funds into rural banks.If the Central Bank and the Monetary Board chooseto retain antidevelopmental policies, then either their decisionmakersmust be replacedor the rural financialsptem takenout of theircontrol. Wecan no longerafford half-heartedmeasures.

hof. Romula L. Neri

SPECIALSECTION Thehhnle SdorHas ot hnpurrtlhsk..

VVhat ReallvFuelsInsuruencies andWhat rY Will Putthe FireOut? By Prof. MichaelA. Hamlin Hitor-In-Chicf sian Institute of Management

(AIM) professor(on leave)and current presidential advisor on rural development Edilberto C. de Jesus believesthat insurgencyis a product of the failure of government and Private enterprise to generate economic opportunity. His job is to demonstratethat 15yean aft er armed conflict began,the Philippine government can deliver, with the assistance of non-government organizatioqs (NGOS) and privste enterprise, basic sendcesto the most remote, rebel-infestedbarangaysof the Philippines. But to successfullyaccomplishand sustainthis mandatg aconsensusand workin g partnenhip tietweengovernment, NGOs and private enterprise must be formalized. Peace,the AIM professor sap, is a product of team work organizedaround a oommon vision of the country, a vision

that seesall Filipinos as recipients of the fruits of economic and social liberation. The two articles which follow sharethis theme.Theyarewrir ten by individuals involved in insurgencyand management, and the authon havea dirert interest in how the public in generaland the

tor in particular view theworkthat they do. The first article i

by RicardoG. Santiago,the senior vice presidentof PaperIndustries C o r p o r a t i o no f t h e P h i l i p p i n e s (PICOP).Santiagorelatesthe experience of PICOPin managing a major manufacturingcorporationwith operationsin areasofseriousinsurgentactivity.

/l lthougl Santiago's Flarticle is written fromaPICOPmanager'sperspective, it is importantbecause it demonstrates that the succ€ss the companyhasenjoyed in defusingsocial unrestandviolent upheaval is the result of concertedefforts by PICOP, the

government

L-_-

THEASIANMANAGEROJUNE1989 31

and military and NGOs to provide mechanismsto increasethe quality of life of employeesand local residents in the 13 municipalitieswithin the PICOP concession.As a result of thesecombined efforts, incidenceof "liquidationlkilling" by insurgents within the concessiondecreasedto zproin 1988from 45 in 1983and 20 as recentlyas 1986.Total insurgent-instigatedviolencedecreasedfrom 110 incidentsin 1983to just 10 in 1988. In a secondarticle concernedwith insurgencyand management,Brig. Gen.LisandroC. Abadia presentsthe military's perspectiveof ihe consensusamongsocietalsectorsrequired to bring lasting peaceto Filipinos. Abadia asserts,like Santiago,that lastingpeacecan only result from the determined,consolidatedefforts of a broad spectrumof societyto provide increasedeconomic opportunity for residentsof rural, undevelopedand underdevelopedareasof the country. He assertsthat armed conflict can be dealtwith militarily, but that the root causesgiving rise to such conflict must be addressedby the civilian government and the private sector. He is right, and so are De Jesusand Santiago. f h i s p e r s p e c t i v eo f i n v o l v i n g I civilian governmentworking with NGOs, the military and private enterprisein alleviating insurgency by alleviating poverty, is timely. Fourth quarter 1989economicindicatorssuggestthat the Philippine economyis overheating,and that sustaining the rate of growth of the past two yearsmay be difficult. They further suggestthe ne€dfor a long-term perspectiveof economicdevelopment that addressesthe central concern presentedby these three gentlemen: the availability of economic opportunities in the countr''side. AIM professorRomulo L. Neri in a n a c c o m p a n y i n ga r t i c l e ( p . 2 9 ) reoentlysuggestedthat one of many critical reasonsthe countrysidehas not benefitted more substantially from what some havecalled the current urban "e@nomicboom" is that the Philippines lacksthe capacityto meet increasingconsumerdemand for basicessentialsdue to low agricultural productivity and the migration ofworkers to higherpayingindustrial jobs. However, the increasedpur-

chasingpowerofthe industrial sector w o r k e r b e c o m e si l l u s o r y w h e n economic growth is mainly consumer driven: pricesincreasealmost as fast aswagesgo up if supply,particularly of food and other vital necessities, does not keep pacewith demand. Consequently,the importation of food products becomesnecessary. Meanwhile, industry imports more merchandiseto keep low value-added manufacturersrunning. Because thereis little net valuereturnedto the local economy,agricultural growth s t a g n a t e se v e n w h i l e i n d u s t r i a l growth surges.As pricescontinue to increase,workersagitatefor wageincreasesand higher minimum wages which catalyze further rnigration from the countrvside.Meanwhile.the

...they havefound that allevlating

povertythrough the economic upliftingof their peoplerequires the cooperation of all sectors of societv. ,, economy'srelianceon merchandise imports and sensitiveinternational markets increaseswhile other facton work to inhibit production-led muntrysidegrowthsuchas.thefailure of newtechnologtto reachthe farmer and ineffective extension services. Also, the severeshortageof rural credit. For thesereasons,it is important, Neri sa1n,that economic policies be made more effective in terms of their i m p a c t o n l o c a l e c o n o m i e sa n d gearedmore toward production of high value-addedagricultural productsand manufactureof similarly high value-addedindustrial items with high indigcnousraw material content. In the presentcircumstance,Neri assertsthat the worken remainingin the fields must produce more for

themselvesand the growing number of industrial workers. To do so, investment priorities must focuson making theseworkers and the land they till more productive.The lack of capacity of workers to buy basic food items is a volatile fuel for insurgency, and sectorsdedicatedto achievingthe peacethat De Jesus,Santiagoand Abadia seek must make increasing agricultural productivity, and agrarianreform, their first priority. De Jesusadds that government promises to deliver servicesand livelihood support now must be met becausethe expectation of the people is real. They have accepted government'spromise to provide just, efficient government in order to equitably distribute the benefits of economic development. However, the private s@tor must fund government programs through industrializationprogramsintended not just to produce a profit, but intendedto benefit the country and the people who actually produce that profit. NGOs can assistgovernment in the deliveryof servicesand the distribution of aid, and the military must provide peaceand order and protect the systemof justice for all, which governmentpromises. fl lthough thesearticles focuson f{the presentPhilippine situation, Malaysiaand Thailand have also found that bringing peaceto insurgent areasis a problem of alleviating poverty, and not merely maintaining peaceand order. Similarly, they have found that alleviating poverty through the economicuplifting of their peoplerequiresthe coop€ration of all sectorsof society.They have also demonstratedthat when government, NGOs and the private sector do work together,peaceis at hand.

hof. MichaelA. Hamlin

It h a fuial MIem thd Mustk AMrcsd Nivdy...

andManagement: Insurgency ThePICOFeryerience byRicardo G. Santiago,CPA (Mr. R G. Santiago is a professional tnanagerand the senior vicepresident of PICOP. He wasformoly a management consultantwith tlu SGV Group. With a'solid background h accountancyandmanagemenqhisqosurein thecorporateworld startedin I 960and wascharacterizedbyaseriesofpromotions leading to his presentposition Becausehe has beenbasedk thefieA for the last 20yearc,Mr. Santiagohas. beenactivein anti-ittsurgencyauivitics both of the company and the govetnmenl)

CorporateProfile aperIndustriesCorporationof the Philippines(PICOP)is a multi-billion pesowood-basedindustrial complex operating the only integrated pulp and paper mill in Southeast Asia. It is known worldwide for the qualityof its export pllmood, veneerand lop, and in the local market for its paper products suchas newsprint, kraft, linerboard, corrugating medium and world-class telephonedirectory paper. With total assetsof P4.8billion, PICOP is one of the largestcorporationsin thePhilip-

Pmes. The Company contributes over P3OOmillionannuallyto the regional eoonomyin the form of salariesand wagesfor its workers, and feesfor tree farmers and oontractors. Presently, PICOP provides direct employment tosome 8,700peopleandat thesame time generatesanother 9,000more indirect jobs (people hired as contractors, planten, harvesters,etc.). At the current averageof6.7 headsper family, this meansproviding benefits to some 120,000people. In 1987,PICOP enabledthe country to saveat leastUS$52million in wood product imports. The Companyalso contributed over P500million from direct export salesof timber products in 1987.Today, PICOP accountsfor 6Vo of the countqf s containerboard supply.Despite the influx of newpublicationsand newspapers, PICOP has been able to meet surging demand and, in fact, currently suppliesabout 85Voof the country's newsprint requirement. Scope of Operatlone llacked by a highly scientlfic forest 9msnsgsment system,P ICOP managesits concessionon a sustained-yield basisaimed to perpetuatethe forest and maintain the ecological balance.The Company's

pulp and paper mills have a total annual wood input requirement of 550,000cu.m. per year to produce 5.2 million panelsof plywood. Thesawmill operation has a total annual production capacityof 160,000bd. ft. of lumber. PICOP getsits wood supply ftom its forest concession,private tree farms, and purchases from adjoining licensed areas.Its forest concession totalling 182,62 hectares-78,645 hectaresin TLANo. 43,49,657hectaresin PTLANo.47, and54380hectares in ITPLA No. 96-includes 83,257hectaresof regenerating natural dipterocarp forests,6,109 hectaresof industrial tree plantations, 2,450hectaresof social forestry farms, and 50,866hectaresof unused atel,. Geographlcal Boundlrles fhe concessionconsistsof conI tiguous land areasin theadjacent provincesofSurigao del Sur, Agusan del Sur, Davao del Norte and Davao Oriental-comprising 13 municipalities. The national land-useplan hasidentified the conoessionasanideal site suited for agroforestrytree plantation developmentowing to its climatg relatively gentle terrain and soil suitability conditions that provide a wide sphereof speciesdivenity.

THEASIANMANAGERo JUNE1989 3:I

Soclo-Economlc and Polltlcal Proflle /ls is common in Mindanao, Fldominanr inhabitantsin the 13 municipalitiesof the concessionare mostly early immigrantsftom almost all over the countrywho haveowned the farms they occupyoutside the forest reservesincemoving to the area.The greatestconcentrationof cultural communitiesis in Lingig in Surigaodel Sur and Cateelin Davao Oriental. BeforePICOP cameto Bislig in the early 1950's,easternMindanaowas s p a r s e l yp o p u l a t e d - m o s t l y b y farmersand fishermen.With the comingof PICOP,inhabitantsin the areaand nearbymunicipalities,who found employment in the Company, multiplied overnight.The loggingindustrywasa very lucrativebusinessat that time with logs from the natural forest still in abundance. Literally, Bislig is a municipality which FICOP built. Most infrasrructure, such as roadsand bridgesthat link the municipalityand the region to Davao City in the South and Butuan City in the North were constructedby PICOP alongwith an airport and a wharf. In addition to these a r e t h e n u m e r o u s s e r v i c e sa n d facilities delivered to employees' homesand their communities-as part of their benefit package-which i n c l u d e t h e e s t a b l i s h m e n to f a n electricpower s)6tem,water distribution system,a subsidizedschool, housingprojectsand other services which todayare operatedby cooperatives. Significantly, the community developmentprogramundertakenby the companyin Bislig hasbeen replicatedin nearbymunicipalitieswith PICOP as the leadingproponenr.

The "PICOP"Peace It shouldbe noted that insurgency lwas nevera problem in PICOP's areaof responsibilityuntil the socioe c o n o m i cc r i s i s s p a w n e db y t h e decadenceof the past regime spilled over to the concessionin the rush of the unemployedwho brought with them their ftustrations. During the period of peaceprior to the comingof insurgency,PICOP fulfilled its commitmentto promote the welfareof its employeesand their de-

34 THEASIANMANAGERo JUNE1989

pendentswith salariesand wages,as well asa packageofbenefits,that represent"firsts" in the industry.For this effort, PICOP won the Employerof the Year Award in 199 ftom the PersonnelManagementAssociationof the Philippine.s(PMAP). The "PICOP peace"was further strengthenedby the company'ssuccessesin fulfilling its commitment at developingself-reliantcommunities sociothrough company-assisted e c o n o m i cu p l i f t m e n t p r o g r a m s . N o t a b l y ,P I C O P w o n t h e G r a n d Anvil Awardsof rhe Public Relations Societyof the Philippines (PRSP) in 7972for its Agroforestry Development Program.Theprogram involves smallprivate landownerswho are encouragedto make sub-marginalportions of their farms Droductiveby planting pulp trees.picop givesail the necessaryinput to develop the treefarm,includingthe productionof food crops, and servesas a ready market for the logs. The Comlng of Insurgency c nd moral fhe socio-economia I decadenceof the past regimehad in several ways affected PICOP's o p e r a t i o n s .T h e e c o n o m i cc r i s i s which hit the country startingin the 1970sstarvedPICOP'scashflowand, as a result, that of the peopleand communitieswhich to a large degree dependedon the company'sstability. Worse, the unemploymentproblem, aggravatedby closuresofseveral companiesnationwidein the 1980s, brought to PICOP'sareaof responsibility hundredsof unemployed-all hoping either to land a job in the Companyor find someother means of livelihood. While someof these w e r e a b s o r b e db y P I C O P , m o s t remainedunemployed. Added to the influx of jobseekers were farmersand their familieswho were dislocated-for one reasonor another-from their original farms and illegally enteredthe PICOP concessionwhere they occupiedlarge portions of the forest reserve entrustedto PICOP by the Government. The unemploymentproblem and the illegal entry of farmersinto the concessionbecametwo major concernsfor PICOP.Management of the past knew that the excesses r e g i m eh a d p u s h e dt h e s ep e o p l e

againstthe wall and, given the situation, theycould be a sourceofunrest. Complying with its duty to protect the forest from encroachmentand d e s t r u c t i o n ,P I C O P f i l e d c a s e s against these l<ningineros-and the Court hasconsistentlyruled in favor of the company.But despitethe many casesfiled against them, the kaingineros proliferated and ambuscade incidents againstforest rangerstook place. Investigations showedthat these I<ningineros had either been influencedor establishedmutual support with the communistinsurgents who had madehostile sorties within t h e c o n c e s s i o nt i m e a n d a g a i n . Alarmingly, intelligencereports showedthat the local laborsectorhad likewisebeeninfiltrated. The Fight Agalnst Insurgency lf,tith the comingof insurgency U U into its own backyard,PICOP strengthenedits existing programs directed to its employeesand their dependents,aswell as its community developmentassistancepackage. Specifically,for its employees, PICOP establisheda l-abor-Management RelationsCommitteewhereby the CBAwas strengthenedto achieve of repreindustrial peace.C-omposed sentat-ives from both the bargaining u n i t a n d m a n a g e m e n tp, o t e n t i a l problemswere identified and solutions were implemented.To increase the purchasingpower of all PICOP employees-which never seemedto take-offdespitefull implementation of all mandatedwageorders-the companyestablishedwarehouse l,ocation 90 from which employees maywithdraw essentialmmmodities like rice, fish, groceries,etc. at much lower pricesthan generallyavailable. This is on top of the existingbenefits which managementcontinuously grantsnotwithstandingthe crisis that hir rhe industry. Likewise,the communitydevelopment programof the companywas greatly expanded in terms of beneficiariesand coverage.Three cultural communitiesof Manobos and Mandayas-one in Lingig, Surigaodel Sur and two in Cateel, Davao Oriental-who havebeen the beneficiariesof a continuing in-

tegratedcommunity development program from the Company,were givena bus to transport residentsand their products to markets.For this project, PICOP won another Anvil Award from PRSPin 1988. PICOP Soclal Forestry: An Effectlve Tool Agalnst Insurgency lrontally fighting the insurgentI leaningkaingineroswerePICCIP's socialforestrytechnicianswho handle the social forestry program of PICOP. The program aims at giving lainginerosa solid breakthroughto a decentand better quality of life. In coordination with the then Bureau of Forest Development (BFD) PICOP social forestersconducteda suney within the concession to identiS&aingineroswho camein on or beforeDecember31, 1981.It was found out that thekninginero, marked as an outlaw, continuously lived in fear of eviction and prosecution by the Law and that his family suffered from deprivation, a high mortality rate and illiteracy-thus becoming most susceptibleto leftist propaganda. The identi f.iedkaingineroswer e madeawareof their plight and were enlightenedon the mechanicsandadvantagesof the company'ssocial forestry program. A kainginerowho acceptsthe program is madeto signa contract whereby he is allowed to develophiskaingin: a 1-hectare farmlot and a 9-hectaretree farm in adjoiningabandonedkaingin and open lands.On his tree farm, he is required to clear,stakeand plant one hectareper month with falcataseedlingsat 4-meterby 4-meterintewals. As a co-operator,no longer an outlawedkainginero,he is encouragedto interplant seasonalfoodcropsand permanentftuit treeseither for family consumptionor for his own additional income.PICOP, as a grantor, suppliesall the falcataseedlingsrequired by the co-operator.To assure PICOP assignsits own him of success, team of social forestry techniciansto assisthim in the developmentof his tree farm. The Company paysP2.17for every spot of 3-4 living treesplantedand P0.84for everyspot of 3-4living trees m a i n t a i n e d . P a y m e n tf o r m a i n -

THE ASIAN MANAGER O JUNE 1989 35

tenanceis madeafter eachinspection passwhich are conductedfive times within a 12-monthperiod. In addition, at the last inspection, the cooperator is given an incentive bonus ofP1.0Oper spot provided there are 3-4 living rees maintained. For this social forestry program, PICOP won the Anvil Award in 1987. Forest Rangerr Agalnet Inrurgentt forest guardsare a very important I componentof PICOP operations asrequired by the proviso in the Timber LicenseAgreement betweenthe Government and the C.ompany.

forest guards as regular employees. They complement an equal number of in-house security guards.These forest rangers are taskedwith negating harassmentactivities by the rebels in the 182,000hectareconcession. Supporting our forest rangersare two infrantry battallions of the government'sarmedforceswithin the areaembracedby the PICOP ooncession.In Surigaodel Sur, there is only one battallion which meansthat the military complement is spreadtoo thinly over a large area.Coupled with the fact that the battallion has to addressitself to other problems outside of PICOP oonserns,its effectiveness is incomplete.

GomparatlveSummaryof Events/lncldents 1983-1989 Events/lncklents1983 1984 1985 19g6 1987 tgg8 1989 B u r n i n g 6 3 1 1 7 5 S 7 Encounter 22 23 14 11 fi 2 Ambuscade/ Attack 23 n 2 109 9 H o s t a g i n g 1 0 4 7 6 2 2 Liquklation/Killing45 22 31 20 1 H a r a s s m e n t 2 S 3 g D i s a r m i n g 2 T g g l

Theseforest rangen are deputized forest guardstaskedto protect the forest concession from illegal encroachmdnt,log smuggling,illegal squatting and forest destruction under Section 2751of the Revised Administrative Code as amendedbv PD 705. Under the applicable laws of the government,the forest rangersare appropriately trained to carry firearms and assist,in the processof dischargingtheir duties, the government in the current insurgency problem within the concessionand adjacent areas.They are likewise tasked to secure company equipment and machineryin the different areasof operation which are vulnerable to lawless elements who have succeededin destroying major pieces of logging equipment and have killed a number of forest rangersto date. The Company maintains some2(X)

Despite efforts to attain a level of preparedness among its forest rangers,the insurgents have succeededin inflicting businesslosses and damageto propefties amounting to somePl0O-million from 1983to date. Lately, the communist rebels haveshown aggressiveness in pressing their demandfor PICOP to contribute Pl million to their dissident movementwhich PIcoP has flatly refused.Statisticshowever,show that a marked decreasein the number of rebel-related incidents and their attendant costshasbeen achievedover the past severalyean.

lished. This is complementedby emergencyplans which can be implemented anytime with all camp residents fully aware of the role eachhas to play. Also, managersand executivesof the companyperiodically undergoexecutive security seminarsconducted by military authorities in the area. There are para-military exercises where each participant is exposedto the basicsof how to react in critical situations and in the useof handguns and other highpoweredarms.Most executivesare issuedsidearmsfor their personal protection.

Insuroencv: A Sodial ' Problem fi verall, PICOP views insurgency \ras a social problem. It believes that it can not be solved unlessthe problem of poverty is addressed directly. In this regard, the company implemented, along with the economic activities it has generated within its area of influence, institutional solutions to include strong linkages with sectoral groups to include the church and communitybasedcivic organizations. It also supplies-whenever possible-basic commodities to rebel returnees. To support this program, the company maintains a continuous information and public relations campaign that brings the messagesacross to the target audience in the countr),sidethrough a tri-media approach. The successof PICOP in is drive has been largely dependenton rhe high credibiliry it hasesrablished among the people in the areawhose welfare is the key to the solution of the problem of insurgency.

Attendant Measures n t the millsite where the largest rFlconcentration of facilities is locatedalongwith residentialareasand other inftastructure, a camp defense ptan has been formulated and estab-

Ricardo G. Santiago

Wat fic lfinlaryPlans for..

Insurgency andManagement by BriS. Gen Lisandro C. Abadin

lntroduction I t is probablysafeto presumethat inlsurgency is one of the main concernsof managementin the Philippines today. Many businessfortunes will be madeor lost dependingon the government'ssuccesior failure in solving the insurgencyproblem. Potential investon, both foreign and local, are therefore keenly interested in what the government intends to do in the near future about the insurgency-particularly communist insurgency.This article will attempt to outline how the governmentwill address the insurgencyproblem.

Backqroundof the CPP/NPA fhe CommunistPartyof the PhilipI pines (Marxist-Irninist-Mao Ze Dong Thought) was founded by a group of radical intellectualsheaded by JoseMaria Sisonon Decembet ?-6, 1968.Sison'sgroup wasa break-away faction of the old Moscow-oriented Partido Komunista ng Pilipinas headedby the Lavas.Three months after the founding of the party (March29,l969), its military arm,the New People'sArmy (NPA), wasborn. With only nine squadsand some35 assortedfirearms initially operating i n t h e s e c o n dd i s t r i c t o f T a r l a c province, the CPP/NPA slowly expandedand multiplied. From Tarlac they expandedto Isabela,and from there to many other parts of the oountry. Noq the CPP/NPAhas established a total of 61 guerrilla fronts or base areasall over the country. Party membenhip is estimated at about 34,fi)0. NPAstrength, on the other hand,is estimatedat23,060full-time and part-time guerrillas equippedwith some 12,?ffi assortedfi rearms. The big problem facing the Armed

Forcesof thePhilippinestodayishow to cope with this growing communist threat.

ffilfpF,urins Organlzatlonal Change: I n the pastthe AFP organizationdid lnot suit well the requirementsof fighting insurgency.This called for the restructuring of the AFP Commandsaccordingto the Unified Area Command Concept for.greater flexibility, control and effectiveness. This in turn led to the creation of the Northern Luzon Command(NAL COM) covering Regions 1,2and 3; Southern Luzon Command (SOL COM) covering Regions 4 and 5; V i s a y a s C o m m a n d .( V I S C O M ) covering Regions 6,7 and 8; and SouthernCommand(SOUTHCOM) for Regions9,10,11and 12.The National Capital Region DefenseCommand (NCRDC) was also organized to cover Metro Manila and the adjoining provincesof Rizal, Laguna, Cavite and Bulacan. The Western Command (WESCOM) createdand activated in the past remained a special commandcoveringthe island of Palawanand the Kalayaanchain of islands.Thesecommandswere responsible for the high degee of operational effectivenessofunits engagedin CounterinsurgencyOperations (COIN) in their respoctiveareasof

responsibility.Units that did not contribute much in the COIN campaign were dissolvedto streamline the organization. The AFP implemented the reassignment of more personnel in the field and retained just enoughforce to man offices, campsand garrisons.With a 'tooth to tail" ratio of three to one, the AFP has sharpenedits cutting edgeagainstthe enemiesof the state. The creation of the citizen army as provided for in the constitution gave birth to the existenceof the Citizen Armed Force Geographical Units (CAFGUS) active auxiliaries. This will assist the territorial forces (PCANP) in securingcommunities from the insurgents and will free maneuvering forces to conduct mobile operations. The First Scout Ranger Regiment (FSRR) was designatedNational Maneuver Force for deployment in critical areas in the conduct of counterinsurgency operations. The Philippine Marines likewise became directly involved in COIN. To facilitate the command of maneuvdr units in the field, divisions and brigade baseswere developed in strategic areas. Loglstlcr ln the past,logisticswere poor and !supplies often did not reachend users,especiallyour men in the field. Now, this shortcoming has been

THE ASIANMANAGEROJUNE 19E9 37

remedied.Logistical requirements neededby field units in the areasof mobility, firepower, communication and support to individual soldiers were addressed.Mobility-wise the AFP acquiredand distributed to field u n i t s v a r i o u s t y p e so f t r a n s P o r t vehiclesand UH-IH helicopters.The supplyof petroleumoil and lubrication (POL) wasalsoincreasedto support vehicles,air and seacraftneeded in logistics runs for field operations. Communicationsand armaments weresteadilybeefedup in accordance with field requirementsfor COIN. Individual soldierswere adequately provided for, better equiPPed, clothedand fed. Medical and dental suppliesand serviceswere efficiently providedto the men in the field.

NationalStrateqvfor Counterinsurgdtcy

Flresident CorazonAquino has l-clearly statedthe government's national strategyfor counterinsurgency,which is a two-pronged aPproach:one,to dig out the rfi)t causes of insurgencyby military means;and two, to dig out the root causesof insurgencyby instituting basicsocial, economicandpolitical reformsin our society. Some people view insurgencyas purelythe concernof the military - a purely military responsibilityrequiring a military solution. The truth, however,is that insurgencyis not a military problem alone. And it can neverbe solvedby a purely military approach. Insurgencymaybe comparedto unand Tralnlng wanted cogon grass on one's Educatlon cropland.We cannot get rid of it bY merelycutting the grassor burning it fhe quality of AFP training and off, for with the first drop of rain, the I educationwasalsoobservedto be grasswill growagain.To get rid of the belowpar in the past.To improve the pesteringweed,we haveto dig out the training of officersand men, the AFP Training Commandwasestablished roots.In the samemanner,we cannot finda lastingsolutionto the insurgenand major training programsfor ofcy problem by just launchingmilitary ficers,enlistedpersonnel,recruits operations againstthe armed eleand traineesdeveloped.Thesesigmentsand decimatingthem in the nificantly improvedthe proficiencyof Equally important, or battlefield. operasoldiersin small unit combat perhaps,is the determore important law operations, military civil tions, mination and elimination of the root enforcementand intelligence.On top causesof insurgency of these,the physical,moral and It is therefore mandatoryfor the professionalimprovementof soldiers authorities in governmentto civil wasrealized. analyzeand determine thq root A battalibn commanders'course causesof insurgencyand take condesignedto train prospectivebatcrete steps to addressthem. The talion leadersor their equivalentin presentadministrationshould,with Philipand the Philippine Air Force great urgency,come up with a clear p i n e N a v y w a s s t a r t e d .S l o t s f o r vision and concreteprogram on how foreign schooling havealso been into addressthe huge gap betweenthe creasedand availedof in the United rich and the poor, vigorouslyimpletraining States,Australia and other Agrarian ment the Comprehensive affiliatesand third countries. Reform Program,curb graft and corThe program of instruction of the ruption, providemore employment' PMAcadetswasrevisedto field them lighten or alleviatethe foreign debt i n a c t u a l r u r a l i m m e r s i o nw o r k preventviolationsof human burden, officers. as beforecommissionship rights,and finally resolvethe issueof Beginningwiththe Classof 1991,the the U.S. bases.A pro-peoplegovernplebesare exposedto the rural setting ment programbasedon thesebasicisof Tarlac where they undergobasic vigorouslypursuedand implesues military training. rhentedby the presentadministration Finally,the office of the deputychief "roots" of shouldserveto dig out the of staff for educationand training,J8, tasklies for thb insurgency.Theburden wascreatedasa part of the Joint staff leaden ofour national on the shoulden to (GHQ) at generalheadquarters and the civilian sectorof government. directly programand overseeAFP For our part,we in the militarywill trainingactivities.

38 THEASIANMANAGER. JUNE1989

takecareof slashingthe growth of insurgency.The big question is: How? How doesthe AFP intend to defeat the armed communist insurgents? What are the AFP strategiesfor counterinsurgencY?

AFPCOINStrategies "Vl/ar of Rapld Goncluslon" "Protlacted Wal" Yeraus The CPPNPA generalstrategYis I " p r o t r a c t e dw a r . " T h i s e n e m Y strates/ envisionsthat the longer the war is allorpedto drag on, the stronger the forcesof the CPPA'IPAbecomeand the more difficult it will be for the AFP to strategicallydefeatthe insurgentforces.The CPPstartedwith only a handful of memberson December?5, Lffi; Now, CPPmembershiPis estimatedat 34,000.The MAstarted outwith only 9 guerrilla squadswith some35 assoited firearms in March 29,1969,the NPAestimated strength is norr 23,W with some 122ffi firearms.Fromone basearea or guerrilla front in the 2nd district of Tarlacin 1969,the CPPNPA hasexpandedand establisheda total of 61 guerrilla fronts spreadall over the country.Suchstatisticsdemonstrate the concretization of CPP/NPA "protracted war." It also strategyof clearlypoints out that the AFP cannot afford to procrastinateand bide its time. If the AFP is to win this war, it must strive to do so in the short€stpcsible time. As against the enemY "protractedwar," the AFP strateg/ of generalstrateg/ for the war asa whole '\rar of rapid conclusion," must be a meaning that major Plans and programsand major resourcesof the AFP should be gearedtoward the srraregicdefeatof the CPPAIPA in the shortest possibletime. The newlY adaptedAFP CamPaignPlan containCdin lrtter of Instruction23-88 "Lambat-Bitag" is based code-named primarily on this generalstrategt.The hrndamentalobjectiveof the newAFP Campaign'Planis to achievestrategic viaory in tno to threeYean time. Slmultaneous CamPalgn Offenslves Coordlnated Natlonwlde fo win strategicvictorYin two to I t h r e ey e a r s ' t i m e ,o r l o w a g ea "war of rapid conclusion,"the AFP

shall seizethe strategicinitiative and launch a nationally coordinated, simultaneousand sustainedcampaign offensive against selected enemyguerrilla fronts.Victory in nro or three campaignsagainstenemy guerrilla fronts will not havea bearing on the insurgengfwar situation; hence,suchvictoriesarenot strategic. But victory in most,if not all, of the campaignswagedby the AFP against the CPP/NPAguerrilla fronts will changethe war situation in the AFP's favor. Sucha victory is the generalvictory referred to as the fundamental objective of the new AFP Campaign Plan. Sustalned/Protracted Gampalgns lf the AFP generalstrategyfor the Iwar is'$ar of rapidconclusion,"the reverseis true in individual camp a i g n s .I n i n d i v i d u a l c a m p a i g n s againstselectedguerilla fronts, the campaignsshall not be of short duration or quick termination bu1 protractedand sustained.This is a departure from previous AFP brigadeor battalion-sizecampaigns which were of relativelyshort duration but usuallywith no decisive result. In the simultaneouscampaignsthat will be launchedagainst enemyguerrilla fronts nationwide, eachindividual campaignagainsta particular front shall continue until the objectivefor eachindividualcampaign is achieved,which is the complete dismantlingof the guerrilla f r o n t a n d t h e d e c i s i v ed e f e a to r destruction of the main enemvforce in that front. Involvement of Clvlc and Local Offlclals. fhe crucial challengesposedby the I insurgencycannot be carried out by sheermilitary weight alone. It requires teamworkand integrationof effortsby the military and the citizenry particularly on the side of governmental or ganizations, nongovernmentorganizations(NGO's), sectoral groups and the ordinary individual. At a higher plane,theseare the National SecurityCouncil,C-ouncil of State, Cabinet Crisis Committee, PeaceCommission,Peaceand Order Councils, National Reconciliation and DevelopmentProgram,

the Churcl$nd DefenseC-onsultative C-onferenceand many more. Military commandersat all levels shall promote the involvementof civic and local officials in the overall counterinsurgencyeffort. Military commandersshallencouragethe participation of the latter in the AFP's effort in dismantling the enemypolitical structuresin the barangaysand delivering basicservicesand development in de-influencedbarangals. Natlonal Reconclllatlon fin amnestyfor left wing dissiVdents, PresidentAquino formally revived the 1986Rebel Amnesty Program that expired February 27, 1988by signingExecutiveOrder No. 350. TheAFP hasbeentaking thelead in the attraction and negotiation of the rebel returneecomponentof the National Reconciliationand Development Program(NRDP). To enhance the basicpolicy of national reconciliation, dissidentsof all persuasions and their supporteniare encouraged to return to the fold of the law and be re-integratedinto the mainstreamof s o c i e t y a n d b e c o m ep r o d u c t i v e citizens. Strlct Obeervance of Human Rlghts fhe AFP providesunstinted supI port and cooperationwith the Commissionon Human Rightsconcerninginvestigationsof rightsviolations by military and police personnel. On its side the AFP initiates the prosecution of its personnelagainst whom prima facieevidencehasbeen established.special action committe€soverse€complaintsand casesof human rights violations in the organization. As a policy, human rights shall be strictly obsewedin the conductof the AFP generaloffensiveagainstinsurgens. No form of humanrightsviolation by governmenttroopersshall be tolerated. Campalgn Strategy ot Gradual Constrlctlon lor eachcampaignof an AFP task I unit againsta guerrillafront, the campaignstrategyis "gradual con-

striction." This involves the gradual constriction of the guerrilla front by mobile battalions with Special Operating Team (SOT) capability, liberation of the enemy infl uenced/infiltrated barangaysone after another through the dismantling of the enemybarangaypolitical infrastructures,and the setting up of c o u n t e r - o r g a n i z a t i o n s .T h i s i s coupledwith a consciouseffort to pinpoint the enemymain force in a given front and deal the enemy a decisiveblow. O r g a n i z i n g t h e b a r a n g a y s" i n reverse" to dismantle a front and seekinga decisiveengagementbasically involvesthe applicationof intelligence,civil-military operations,and combat operations (or the INTEL/CMo/oPN TRIAD) by maneuverunits with specialoperations teams.There are four phasesof this campaignstrategy:clear, hold, consolidate,and develop. The "clearing phase" involvesthe clearing of affected barangays through the new AFP SOT conoept. This concept employsa triad of civil military operations,intelligenceand operations to destroy the enemy political structuresin the barangays a n d a l s o t h e e m p l o y m e n to f t h e "Venus Flytrap" concept to destroy the main enemyforce. It should be emphasizedhere that the clearing phasein the new AFP campaignplan doesnot mean repeatingthe.usual AFP clearing operations as performed in the past, such as "search anddestroy"operations,mopping-up operations, or other typesof sweeping operationsthat haveproven ineffectiveandinutile againstthe enemy's classic"sixteen characterformula" ( W h e n t h e e n e m y a d v a n c e sw , e retreat; when the enemycamps,we harass;when the enemytires,we attack; when the enemywithdraun, we pursue).The "clearing phase"shall be the prime responsibilityof the AFP maneuver forces. The "holding phase,"which shall be the prime responsibilityof the territorial forces, consistsof the organizationof Civilian Armed Forces GeographicalUnits activeauxiliaries (CAA) and civilian volunteer organizations(CVOs) in the barangays that have been de-influencedor liberated from enemycontrol. The CAA shall augmentthe PC/INP for

THE ASIAN MANAGER O JUNE 1989 39

territorial defenseand enablethe AFP maneuverforcesto go on an allout offensive.The CVOS,in turn, shall help mobilize the people to suppon the government and the AFP in finally defearing the insurgents. This is in line with lhe government's "Three-Tiered Defense System" in countering insurgencywhichinvolves the interplayof threevital interlocking components:the military mobile forc€s (AFP brigades,battalions, and specialaction forces);the rerritorial forc€s(PC/INP and the CAA's)i and the civilian volunteer organizations (suchastheBantayBayan).Itmustbe noted that the activitiesin the clearing phas€will at limes interfac€with the holding phaseor even the third phase,which is the consolidation phase. The "consolidation phase" involves t h e s l r e n g l h e n i n go f t h e g a i n s achievedduring the clearing and holding phases.It involvesthe re-€stablishmenr of grassrootsdemocracy in the barangayand the restoration of the local government.It is in this phasewhere the local people'ssupport for the governmentis tol.allywon back through delivery of urgently n e e d e ds e r v i c e s .I t i n v o l v e s t h e strengtheningof the Bantay Bayan, the CAA'S, and other massorganizalions set up lo supPortthe government and the AFP. The military will still playa role in rhisphas€,but it will now be the local governinentexecutives and officials that will play the key role. . The last phas€is the "development phas€,"which involvesprimarily the delivery of basicgovernment servic€s a n d t h e i m p l e m e n t a t i o no f s o c i o economicand political reforms that addressthe root causesof insurgengr. It is at this sragethat the localand national developmentprogramsare finally completed and institutionalized.In this phase,it will be mainly the national governmenl,assistedby the local governmentand territorial forcss,who will play the key role. Each campaignof "gradual constriction" againsta targetedguerrilla frontshall continueuntil the targeted f r o n t i s d i s m a n l l e da n d t h e m a i n enemyforce in that front decisively defeated.In this way,we can ensure strategicviclory in eachindividual campaign. The simultaneous p r o t r a c t e dc a m p a i g n sc o n d u c l e d

nationwide,in turn,c{l be pursued And last, get involved.Do not be without let-upuntil all rherargeled contentbeingfence-sitters or watch frontsin the countryaretotallydis- idlywhileour"boat"isleakingWein mantled.Onlythuscanstrategic vic- governmentandyou in the private toryfor lhewarasalvholebeachi€ved s€clorareall in oneboat together.If in lhe shortestpossibletime and welet it sinlqweall sinktogether. But bring this insurgency war to a rapid if wejoin hands,we canbe confident andfavorableconclusion. thal we canreachthe "harbor"in safetyand lick rhe insurgency problemsin time. Roleof Manaoement

ln Counterinohsurgency-

lfrthat can leadersof industry, for I t their parl,do in conrriburing ro the solution of the insurgencyproblem? First, treal your workers fairly and give them their just due. Each worker that is exploitedby managementis a potential profit. And one way to maximize profits is to minimize the labor co6tor exploit labor to the maximum tolerable limit. It is the greed for profits by some people in management that bre€dsdissidentsand sows t h e s e e d so f s o c i a l d i s c o n t e n t . Managemenlcando its part in digging out the roots of insurgencyif it givesthe workers lheir due. S€cond,help curb graft and corruption in government.Peopleget disillusionedand disgustedwith governmentbecause ofgraft andcorruplion. But someelementsin the business communitymaypartly be blamedfor the prevalenceof graft and corruption in government,for rherewill be no takers if there are no givers. Third, ceasefrom giving material aid lo the enemy.Somemaybd giving revolutionary taxesin millions of pesosro the CPPNPA Unwittingly, they are contributing to their own destructionandwiu fall into rhe raD ofbeingcookedin theirown fat by thb communists.Insteadofgiving in to forced taxation by the enemy, they should help insteadthe government soldiersin their area. Fourth, aclivelysupport the efforts ofthe government in institulingbasic reforms in our society,suchas the government's Comprehensive A g r ar i a n R e f o r m P r o g r a m , t h e Kalakalanm, andothersociallegislationand programsdesignedto digout the root causesuf insurgency.Spread the good newsabout lhe economy and help quell falseand destructive rumorsbeingspreadby extremistelemenls.

40 THEASIANMANAGER.JUNE1989

Concluslon itanaging an insurgencyis not an lUleasy task for any muntry as insurgencystrikes at and lhreatens the very existenceofsociety. Its containment calls for a concerredeffort by all sectorsof society.While some may favor free competition of ideas,communism thrives where legalitiescan be usedinsleadto shieldtheir illegal acts.But always,it aims to supplanl the establishedpolitical order through violenc€,and with the assistance of a third country, if need be. W h e r e r e s o u r c e sa r e s c a r c e .t l e governmentshould b€ able to wisely allocate these resourcesto address not the symptomsofa sick societybut the very causesthat bre€d and exacerbare the dysfuncrionsin governmenl. Counter-insurgencyefforts in other counlries are replete with lessonsbut most often,we ask,"Will it work in the Philippine environment?"The need for a responsiveorganizalion, l h e a c q u i s i t i o na n d u p g r a d i n go f neededskills,andthe nunuringoflhe correct motivalion cannotbe over emphasizedas time is of the essence and a protractedbatlle can favor the enemy. alne thing remainsclear,the AFP V c a n n o t p o s s i b l yw i n w i t h o u t peoplesupportof which the business sector is a parl.

Brig. Gen Lisandro C. Abadia

NEWS ALUMNIAND INSTITUTE AnAlunni Rnd Raiskghojut withSuings,4ftachd*

An Eveningof Glassicsand Jaz fhe alumni executivefund-raising I committee held a concert at the Rigodon Ballroom of the Manila PeninsulaApril 18, featuring Raul Manikan (MBM '76), a classic guitarist. Raul Manikan has been actively giving concertssince 1973when he was featuredin a solo recital at the Ateneo Art Gallery. As one of the country's most active recitalists today, Manikan has given concertsin various@ncertvenuesin thecountry like the CCP, Ayala Museum, Paco Park, and Luce Auditorium. He has been featuredas guestin numerous TVand radio programsin Manila and other cities. His diversifiedmusical activities have exposedhim to collaboratework in other art forms such as providing and recordingmusicfor stage plays andentractemusic for Poetry.In October 1986,he gavethe first performancein Manilaof Claude Botting'sC-oncertofor ClassicGuitar andJazzPiano, as the featuredartist of the Filipino Artist seriesof the Cultural Centerof the Philippines. Basicallya self-taught guitarist, Manikan's formal training beganin 1969with Maestro JoseMaria Pellicer (who studied with Fernando Canon, a student of FranciscoTarrega), with whom he studied for a while after which he resumedhis selfstudy.This self-instruction however, wasprovidedvaluableguidanceby his lessonswith international masters like Siegfred Behrend, Betho Davesacand Maria Luisa Anido. In 1976Manikan waschosento be a player in the Maestro JoseTomas guitar masterclassheld in Manila during the latter's concert here. Following the recital, Manikan won the JoseTomas Scholanhip guitar competition held at the universiry of the Philippines.ln 1979l8Ohe became facultymemberof the extensionclass at the conservatoryof Music at the Universityof the Philippines. Aside from concertsand recording musicfor plap, Manikan hasbeenactively involved in collaborating with

Filipino composersto build up a local classicguitar repertoire from indigenuousmusicalmaterials.Also as part of his personalcontribution to generatea focuson Filipino classical guitar music, Manikan has published a local magazinewith the sole purpose of disseminatingaccomplishments of the local guitar community, its composers,performersand supporters. Manikan lives and performs mostly in Manila.

For this performancehechoseonce againto perform ClaudeBolling's ClassicGuitar and JazzPiano in SevenMovements.Much of the fascination of the Bolling Concerto lies in the fact that the two contending m u s i c a l f o r c e sp l a y i n o p p o s i n g styles-the classicalguitaragainstthe jazzpiano,bass,and percussion. Thework is in sevensections,opening with a movement entitled Hispanic Dance in which a lilting South American theme in 5/4 is intriguingly interwoven with a richly hued bluestheme in4l4. The secondmovementMexicaine also contraststwo themes,the first a nostalgiclament in which the guitar

looks deeply into the I:tin soul, the seconda pzz infe*ted melody. lnvention, the third section,openswith a baroque dialogue infugan form between guitar and piano. Piano and bassthen improvise,in turn, upon the harmonic texture of the main theme. Guitar and piano then resumetheir interplay. Guitar opens the fourth movement serenadewith a motive in arpegios, harmonically developed. The other instrumentsenterin a softlyswingingrhythm reminiscentof the bossanova. Rhapsodiccommenceswith a guitar solo that might well be entitled SpanishRhapsodic.This leadsinto a songful theme played by bass,piano and drums, suggestiveof a popular ballad followed by a seriesof variations in double time. Africaine presentsguitar and piano in two oontrasting themes,the former incantatory in feeling and the latter melodic and rhythmicallycomplex. Finale, basicallya reprise of the other six movementsin the variation waswritten in 1979. This is the first in the seriesof fund raisingactivities launchedby the committee.The mmmitteeis headed by Ed Castaneda,MBM'75, with the following members:Lydia Enrile, TMP '82,JoseMa. Parroco,MM'77, [.ory Tan, MBM'80, John Fernandez, MBM'76, Ronnie Henares,BMP March'82, ReneFigueroa,MBM'72 and the AIM Scientific Research Foundation team.

AlumnlFund fhe executivefund raisingcommitI tee is also coordinatinga direct appealtoall 14,000to donateUS$125 (P 2,700)annually to the Alumni Fund, which shall be managedby the alumni for the purposeof providing studentloans,scholarshipsand faculty developmentsupport to the Institute. Currently, the alumni fund has increasedto P350,000and continues to grow as the direct appeal gainsmomentum.

THE ASIAN MANAGERO JUNE 1989 41

AVay Spial2MtYean.

Jam-Packed AumniHomecoming'89 TheAIM StudenFAlumni Sportsfest'89 By Lito Hemaa, MBM90

'Fhe 1989AIM Alumni HomecomI ing festivities kicked off May 6 with a sportsfestat the (Fort) Bonifacio Naval Station. The games pitted the alumni againstthe students,with prizesin store for the winners. The half-dayaffair startedwith a fun run at 6:30a.m.,earlyenoughto escapethe scourgingsummersun.The studentswon handily in the event. The early birds were treated to free sandwichesand coffeewhile waiting for the bigger groups to arrive. Notable was the arrival of a busload of studentseagerto showtheirwares against the tougher and more experiencedalumni teams. Unfortunately, only a handful of alumni came.Only rwo were on hand for the tennis games.No alumni teamswere formed for volleyball and table tennis. Neverthele.ss,the games pushed through as scheduled.The studentsformed their own teamsand playedagainsteachother. Everybody had a grand timewatching the comefrom-behind victory of the MBM I team over the MBM II-MM team in volleyball. The affair culminated in the muchawaited student-alumni encounter in b a s k e t b a l l .I t w a s a c l o s e g a m e throughout, with Dodge Domingo (MBM'88), Boy Gudani (MBM'83), Gary Santos(MBM'80), Monette Posadas(MBM'79) and Mr. Chairman himself,RossSibal (MM'77) leading the attack for the alumni. The studentsonly led by two at halftime. The gamewas decidedduring the final minutesof thesecondhalfwhen some knees ultimately gave in. The staminafactor prevailedduring the endgame,giving the studentsa winning margin of eight at the buzzer. All told, the sportsfestwasa succ€ss.

The Sporsfe,stCommittee, headedby Col. Bumi Bumanglag(MM'77), had everything well-prepared. Major Boy Gudani pamperedus to the hilt, giving us all we askedfor, from spofts facilities to equipment to referees. The gym was big enough to accommodateeverybody.Ittrulywas a pity that only a few benefitted from all the Preparatiolls. Of course,we cannot just give up now. The sportsfestwill definitely be around next year. Hope to seeall of you there.

TheFirstAIM AlumnlGolf Tournament by Emy de Veyra,MDP'80 fhe classpresidentsof the Top I MandgementProgramalumni met two monlhs ago and one of the activities lined up wasa golf tournament. It wasdecidedto schedulethe tournamenton May 12 at the Manila Golf Club, Makati, the sameday as the GeneralHomecomingwhichwas scheduledin the eveningof that dayat

42 THEASIANMANAGERo JUNE1989

the Rigodon Ballroom of the Manila Peninsula Hotel. As part of the alumni line-up of activities, the tournament was opened to this year's host classes, MBM'74, MBM'79, MM'79, MBM'84 and MM'84 plus the 10 TMP classeswhich initiated the golf tournament. Any other alumni who wanted to play were welcome. The students were also invited to join and, in fact, were instrumental in sourcing the prizes as well as planning the mechanics for the tournament. Unfortunately, their final examinations were advancedso they were not able to play this time. However, we promised to hold another tournament soon. Tee-offwasat 6:30a.m.on lvlayl2at the Manila Golf Club. There were altogether 31 golfers that morning. The Blind CallawaySummerrules were followed. The holes chosenwere the 4th,7th,9th, 10th, 17th,and 18th holes. Congratulations to alMt was also decided to make this a yearly tournament for all the AIM alumni. So see you all next year!

lst AIM Alumnl Golf Tournament Hlghllghtr Category

Grosr Score/NetScorc

Tournament Champion: SecondBest: ThirdBest: FoufthBest: FifthBest: SlxthBest: BestTMPAlumnus: BestAlMAlumnus Nearestthe pin: LongestDrtue:

78 85 85 90 81 1O2 79 90

73 74 74 78 T7 77 75 75

DodleYuluico,MBM'79 MedPestano,MM'8EI* BenDapat,TMP'84 Joe Faustino,TMP'79 Andy Razote,MDP'75 LftoFuentesfina. TMP'87 Kuit Bachrnann, TMP'86 RossSibal,MM'77

MedPestano,MM'&) (sth Fairway)ReneAlto, TMP'88

iMed hadthiee birdies

Name

AIM's Jam-Packed20th YearAlumnl Homecoming1989

senio Paez,MBM'76; HarryAbrillo, MBM'79 won the all-expensestour for two to Hongkong; the third, fourth and fifth prizes, all-expenses paid trips for two to Cebu, Boracay byHuardo L. fu*gq MBM'79 and Baguio werewon by Romeo Mascardo, MM'84, Ed Sison,MBM'73 and Karl-Heinz Hummitzsch, It's been yearssincewe had a jamlpacked homecoming," remarkeda BMP'88 respectively. surprised alumnus. If attendancewas Many other big prizes, including a gauge,itwas trulya rousingsucoess P5,000to P15,(X)0, were given away. as over 500 alumni convergedat the The biggest attendanceaward, exRigodon Ballroom of the Manila cluding the host class,was won by Peninsulalast May 12,19{39. MBM'88 with MBM'74 getting the It was the 20th year homecoming, consolation prize. another important event amonga After2Oyearsand more than 13,000 seriesof celebrations,planned to graduates,the Institute is trying to get highlight this year's observanceof its alumni to "touch-base"onceagain AIM's 20 yearsof solid achievement. with AIM. More and rnore alumni acThe successfulhomecoming was tivities and programsare being orworked out feverishlyby the hosrclasganizedby the Alumni Association in sesled by the MBM'79 and MM'79 close coordination with the Alumni (lfth yearanniversary),togetherwith RelationsOfftce. the MBM'84 and MM'84 (5thyear) and the MBlv{74 (15thyear). AIMAlumnl After the sitdowndinner which began Foundation,Inc. at 8:fi) p.rn, the programproperstarted with the welcome speechesof Ross Sibal, MM'77 and currently the AIM By HarryAbrillq MBM'79 Alumni Association Chairman, and DeanGastonZ Ortigas.'This isvintage Reachlng Out AIIV[," saida noddingalumnusof Ross Sibal'sfewuordg "direct andstraightto ln the20 yearssince its estabthe point" DeanOrtigasdid it eranbetI lishment,AIM hasturnedout more terasheshoute4 "Good Evening Welthan 14,000graduates(both degree oorneand let'sgo!" with it a barrageof and non-degreeprograms)who now applauseagainsta blare of trumpets hold key positionsin the government erupted from the background.Mr. and private sectorshere and abroad. BobbyBenares,MBM79 andChairman This by itself is no meanaccomplishof thilsyqr's homeoming steeringomment-having producedindividuals, mittee,follonrcdwiththe formallaunclthoroughly equipped' with ingof theAIMAlumni Foundation,Inc managerialskillsand imbuedwith the "It isthis)r€a/s hmt classes' ontribution AIM philosophyof service,who now to the Institute," said HarryAbrillo, man the rampartsof industry, the MBM'79 and board memberof the academeand government. to-be-*tablished Foundation.It will But AIM could do niore and should receive proceedsfrom this year's do more. In solidaritywith the needs homecoming as seed money (See a n d a s p i r a t i o n so f t h e F i l i p i n o separatebox on the Foundation). people,it mustdo its sharein directly Program emceesMonette Posadas addressingthe count4yrsmost urgent and Noel Canivel, togetherwith lvts. problems of poverty and unemployRachel "Sh-Boom' Lobangcohandment. It must help open up opporled the non-stopfast-pacedentertaintunities for the disadvantaged.It must ment. Singer JoeyAlbert led the host reachout. of beautiful singers.Gus Aldeguer's Gap & Stitchesgroup did a riotous The Vehlcle: comedysequenoe.Throughout the AIM Alumnl program, cash prizes and gifts were Foundatlon raffled off. Almost everybodystayed on till midnight for the major prizes. lf indeedAIM hasto reachour, it The grand prize of round-trip iickets rmust do so without jeopardizingits for two to the USAwas won bv Arcapability to pursueits primary mis-

sion: the development of managers for the Asian region. Enter the alumni: More than 14,0(X) strong with varied expertise,contacts and influence, the alumni a major resource and formidable partner just waiting to be tapped. But the proc€ss has to be institutionalized. A structure must be put in place through which the collective effort of everyonecan be channeled.Thus c/as born the idea of the AIM Alumni Foundation"Inc The hundation is envisionedtosene asthe implementingarmof thealumni's and of AIM's socialoncerns. Responsibility for wersoeing the Foundation will be a ls-seat board of trusteesof which three(3) shallbe exofficio members, namely: the Dean of AIM, the Chairmanof the Alumni Associationof AIlv[, Inc, andthe Presidentof theAIM Scientific ResearchFoundation.The other 12 seatsshall be filled up from amongthe alumni.Among thmewho have accepted are Elfren Cruz, MBM'80; Rene Valencia, MBM'71; Irni Panganiban, MBM71; lvlar Gatug MBM'73; Roland Young, MBM'74; Winston Marbella, MDP'78; Harry Abrillo, MBM'79; Bobby Benares, MBlvf7} and RuOrCallanta Mlvf86. To theoriginal Boardof T?rsteesfalls the difficult task of giving form and substanceto the Foundation-the vision hasto be crptallized, strategies formulated, the tasksstructured, programsdevelopedand so on. But with inputs from everyone,this vehicle should soon be in running condition.

An lnvitatlon ToAllAlumnl fhe AIM Alumni Foundation is I our foundation.It is an initiative of the alumni in support of AIM's social concerns.Every little bit of sharing taken collectively can meana lot of difference to the multitude of disadvantagedmemben of oursociety. We ourselveshavebeenbeneficiaries of AIM. It is about time to giveback part ofwhat we have received.The avenuesare many-it can be our time and orpertise, our oontacts,our financial support and evenour prayers. We are all invited. Let us therefore go out of our individual shells and reachout through the AIMAlumni Foundation.

A Clurmmcqnat Honily...Mqy14 lW

Pentecost andGraduation by Prof. JamesF. Donelan, S.J. lQince our GraduationtodaycoinrJcides with the great fqrt of Pentecost, I wish to speakabout Pentecost and ourselves---onthat earlier graduationof the Apostlesand our own graduation here today. There were undoubtedlyno caps and gownsin the Upper Roomwhen the Spirit descendedon the Tlvelve, but, for the Apostles,Pentecostwasa true graduation.Their period of training wasover; now their work was about to begin. Their training had been a three-yearcoursewith the greatestteacherthat ever lived-and, yet, they had not done too well on their final exams.Only John-one out of the Tlvelve-had passedthat grim test of fidelity which was Calvary.But the Resurrection had rallied them again. Now Jesushad ascended to the Father; they were alone; their trainingwas over. We have a great advantageregarding this graduationof the Apostles that we do not enjoy with our own graduates.tn hind sight, we not only have the a.ccountof the Apostles' graduation from the Acts of the Apostles,but we also know from Tradition what thesemen did after their graduationwas over. I would like to point out two aspectsof their story this morning; first, the unsertainty that conftontedthe Apostlesat Pentecost;and, second,their fidelity to Christwhich enabledthem to overcome their doubts, their hesitancies, and, in the fine phraseof Stephen Spender,to becomemen'lvho singed the air with their passing." The uncertainty that they facedwas truly awesome.Christ had told them to go to the whole world and preach the Gospel, baptizing thosewho believe:in the nameof the Fatherand of the Son and of the Holy Spirit. A huge command with very few directions. How many unknown roads wouldtheyhaveto go down following

ASIANMANAGERO JUNE1989

that command? How many new towns, new cities, how manYnew peoples, how many new languages would they encounteron their mission?How manyseaportswould they walk into and sail out from acrossunknown seasto placeswith strange namesacrossthe lip of that distant horizon. And that was merely the physical part of it. There was another interior geographyto their uncertainty.How do you convert people? How do you avoid that very easyaccusationofarrogancefor tamperingwith the life of somebodyelse? How do you communicate that very m)Eteriousthing called Faith? Belief, at best,maybe one half in the head,but the deeper halfis in the guts,and how do you get past the head to that deeperhalfof people where they really live. Yet, as I said, we know their record. They got the job done. Their fidelity to Christ carried them through, not around all the uncertaintiesthat th€y faced. They never let that little dancing flameof the Spirit at Penteoostgo out. They lit up their mindswith it, and they warmed their heartswith it; and they carried it with them down those endlessunknown roads, and they lit up the hearts and minds of others with it, and finally, they died for it. The flamewasfrom God, and it was stronger than even their very human fear of deathand martyrdom. And that's the point. The uncertainties never completely disappeared. There were difficulties to the very end. [t was their fidelity to Christ alone that overcametheir problems. Theywere menwho walked with God. Christ had told them that He had chosen thgm. They had not chosen Him. And He would be with them all dap to theend.Theycouldbeopento bynone, saveChrist allbut possessed Himself. I think that the parallels of Pentecost to our own graduationare obvious. Today,you are facedwith many uncertainties about what lies ahead. There is no detailed game plan. I

wouldalsosuggest that youwill not getthroughlife in anything like one piecewithout fidelityto wharyou believein. I wishto alludebriefly to oneaspect of that uncertaintyandfidelitywhich I think is uniqueto the graduating classof 1989-andwhichyou may think overlateron somelessbusyday.

valuesystems thanour ownboth in management styleandreligious belief.This is all verygood,but this call to expansion of our viewpointis oftenconfusedwith a call to the contractionofour orpnbelie$.Any se€ming unionwithothen basedon minimizingwhalwe reallyareandvalue will not survive.A tree with broad

TheAsoectof Uncertdlfi lnoncretely, todayyouaregraduartring fromAIM. Yet,whenyou returnin 25ye3rsfor your SilverAnniversarywill it still be the same?Or, will il bethesamein 10or in fiveyears ,..WhenYouWere from now? Young,YouTold Thereis no automaticanswerto this question.Thereare pressingquesMe ThatYou tionsof financ€-which shouldnever LovedMe. bebelittled.Therearealsoouestions of the humanresources Thespeclalbeauty iniolved in this school,but aboveall thereare of that tltle for alsoquestionsof faith,questions of myselfwas, whatwe believeandwantAIM to b€; surelynol merelya schoolthat thatwhen teachesyouhowlo makemoney.But Strausswrote it, rather how to be just stewardsand he wasan caretakers of the resources Godhas givenus.Whateverthe outcomewill old man.Thetitle be,all of usin the AIM communityof that waltz thewholefaculty;the studentbody was not about andthealumni,theBoardofTrustees,theBoardof Governors.andthe younglove Administration----all of uswill haveto remembered. The continueto articulatebetterwhal we believeAIM is aboutandshouldbe. title of that wdttz Wewill.haveto try ro getlhat belief wasabout young whichis in our gutssufficientlyinto lovewhlch our headsthat we cangivevoicelo whatwe deeplybelieve,lestour lasted. silenc€beinterpretedto indicatethat we haveno beliefat all, that we are ROI centered,servantsof thebottom , , line. Inarticulatefaith.like an unused muscle,atrophies.The optionsare clear:stateour faith or loseit bv default.Humaninstitutions arenot eternal.Theycanchange--change branchesneedsdeeproots.You can put up a puptent on a lawn,but you radically;or sometimesevenc€aseto €xist.Or theycancontinueto existbe- can'tbuild a skyscraper on sand.Incaus€enoughgoodpeoplewantthem sleadofdroppingthingsout in some to andwill work andsacriliceto keep hastyeffort ar minimalism,I would suggest themalive. thatwe deepenthe insighl Secondly, I alsothinkthatour time into whatwe truly are asthe best presentsa uniquechallengeto preparationfor dialoguewih orhers. fidelity.Wearetold thatwe live in an C.S.Irwis, perhapsa bit optimisricaleermenicalage.Weateurgedto op€n ly, oncesuggested that we readone ourselves to otherlraditions,to other old book for everynewbook that we

finish.Like the tree,if we growout andbroaden,we shouldalsogrow downanddeepen-and,like the tree if we haveno roots the first windsof changewill e€silytoppleusover.

Go Setthe WorldOn Fire ln conclusion,I wish to tie togelher ! t h i s t a l k a b o u t P e n t e c o s ta n d Graduation about unc€rtainty and fidelity, wilh the title ofone ofJohann Strauss'waltzes.The title of lhe waltz is WhenYut WereYottngYou ToA Me That You Loved Me. The special beautyofrhat title for mys€lfwas,thal when Strausswrote it. he wasan old man. The title of that waltz was not about young love remembercd.The tirle of that waltz wasabout young love which lasted.Any love affair, I,hether it be wilh God. with Christ. or lvith another person,is risky and uncertain,but fidelity can overcome lhe risks. The Apostles, when they were young men at Penrecost,told God lhat they loved Him, and, when they were old men, they loved him srill. Our graduationtoday is not totally unlike their graduational Penlecost. It is my deepest prayer this morning that your own fidelity to what you believe will carry you through the uncertaintiesthat lie aheadasthe Apostles' fidelity to their own belief carried them through the greardifficulries that they had to fac€. When lgnatius said goodbye ro Xavier ashe sailed off to bring Christ to the Indies, he said to him '7e, rncenditeet inflammat€" Go, set the world on frre. As you passoul of her doors for the last time AIM saysthat to you. Go set the world on fire, with the fire of thar Spirit which cameto us on this day of Pentecost.

hof. JamesF. Donela4 SJ.

THEAS]ANI'ANAGER . JUNE 1989 45

Wlmearetlutrnw?

TheGlassot'75 Masterln Buslness Management Acaylar, Edmundo Reyes MBM'75 Universityof SoutheasternPhilippines Graduate School, Bo. Obrero Davao City, Davao del Sur Adlong, Perclval Lasmarlar MBM'75 PhilippineConstabulary Gamp Crame QuezonCity Adrlano, Florello Samson MBM '75 Orvner Adriano and Associates 746 Kingston Road Toronto,OntarioM4E 1R7 Canada Tel. (416)6906918 Adrlano, Franclsco Jr. Samgon MBM '75 €1 MadrigalAve.,AyalaAlabangVillage Muntinlupa,Metro Manila fe!.8422874 Allar bln All MBM'75 PegawaiTadbir Diplomatik Kem. Perdagangan& Perindustrian BangunanKomplek Kerajaan Kuala Lumpur Jalan Duta, 5Ozl8O Malaysia Tel.03-254@33 Allmorong, Davld Toralba MBM'75 Asst. Vice President,Appliance & MerchandiseLoan AFP-MutualBsnefitAssociation,Inc. Camp Aguinaldo,EDSA,QuezonCity Metro Manila Tel. 23601/786906 Angeles, Aurello Ortega MBM '75 President FilipinasMulti- Une Corporation CalderonBuilding,827 EDSA Ouezon City, Metro Manila Te|.983967 Aptc, Uday Marullrao MBM'75 Universityof Pennsylvania School of Business Pennsylvania

u.s.A

Arce, Joeellng lrperal MBM '75 Mce President,Corp. Banking lnternationalCorporate Bank (the) InterbankBldg., 111 Paseode Roxas Makati,Metro Manila Tel. 8170046/818651 1 Aranza, Joroph Mldranca MBll '75 Manager, Freight Foruarding Operations national Trucking and Fomarding Corp. Ground Floor,ATMC Bldg. Amorsolo cor. Gamboa Sts. LegaspiVillago,Makati,M.M. Te|.8171696

Coecolluela, Eotob.n Henarcr MBM'75 CoscolluelaBros.,lnc. Gov. V.M. Gatuslao Street Bacolod Gity, Negros Occidental Tol. 25296

Baharll lhzan Harhlm MBM'75 Head, Security Services Malayan Banking Berhad SOthFloor, Menara Maybank 100JalanTun Perak KualaLumpur,Malaysia s0050 Tel. 230036,12308833 Barrolo, Reynaldo Aeunclon MBM '75 JoaillierFineJewelryShop G/F, Landmark Departmeni Store MakatiAvenue,Makati,M.M. Tel.8178855/8153191 Bedlonec, Albert Plneda MBM'75 'President Mdeo Horizons (USA)Corporation 9&1234 KaahumanuStreel Pearl City, Hawaii 96782 U.S.A. Tef. (808) 4€87052' Bernardlno-Gutlorlez,Eleonor MBM'75 Asst. Treasurer LoadstarShipping@., Inc. 1294 Romualdez Street Paco, Manila To1.598071-79 Brloncr, Jalme Beklng MBM'75 President Black Rock Traders, Inc. 4th Floor,Chemphil Building 851 Pasay Road, Makati, Metro Manila Tel.8176049/818871 1

Daza, Nilo Curtodlo MBM'75 President Carmerchants,Inc. 4zE Gregorio Ataneta Avenue Sta. Mesa, Quezon City, Metro Manila f eI73873917322'172 '75 De Joour-Salezer, Cynthla MBM Managor, Finance & Administration ProjectManagementConsultants,Inc. znd Floor,FacilitiesCenterBuilding 548 Shaw Blvd.,Mandaluyong,M.M. Tel. 785982 Local 52 '75 Dlcl, Claro J. MBM 2905 Maxson Road No. 12 El Monto,CA91732 U.S.A. Tel. 4437940 '75 Dlzon, Franclrco Agullar MBM President Anscor Capital and Investment Corp. 3rd Floor, Asian Plaza I TordesillasSt., Makati,Metro Manila Tel.8193l5l

Canlo, Tom.i Foo MBM '75 1M King{isher'Street MoonvilleSubd. Parafraque,Metro Manila Tel.8272194 Castan€dr, Edmundo llaglaya MBM President TechnologyMarketingCorporation 4lF,Mile Long CenterBuilding Amorsolo Street, Makati, Metro Manila Tel. 867t46/867549

Dadivae,N63tor Dimsyuga MBM'75Sr. Sr. Mce President,Finance Atlas FertilizerCorporation TuscanBldg., 114 HerreraStreet LegaspiVillage,Makati,Metro Manila Tel. 856971-75181048616/l

'75

'75 Duenls, Fellr Jr. Vlllar MBM ExecutiveOfficer A-S, Plans & Programs PhilippineAir Force VillamorAir Base Pasay City, Metro Manila Tel. 8321081/8321022 Enrlquez, Eduardo Shlnn MBM Deceased

'75

Cheong Klm Sang MBM'75 Corporate Planning Manager Esso Production (M) Berhad 17th/F, Komploks Antarabangsa KualaLumpur Jalan Sultanlsmail,5O25O Malaysia Tel.0$2,f85022

Fallarmc,Chlto Rlor MBM'75 ExocutiveMcg President First Pacific Gapital Corporation 2nd Floor,WIP Building 349 Sen.J. Gil PuyatAve.,Makati,M.M. To1.8189111

Choo Hoo, Androw MBM '75 Senior Project Manager Loo Proporty Mgt. Pte. Umited 15 Carpenter Street Singapore Tel.5925888

'75 Glrcla, Edgerdo Arcc MBM ExocutiveMc€ Ptosident Selectra ElectronicsCorp. of ihe Phils. NS Arnoranto cor. Apo Sts. Quezon City, iletro Manila Tol.73211335

Chua, Rlcardo Reclmo MBll '75 First Vico Pregident,Operations/Gontrol China Banking Corporation Ghina Bank Bldg., DasmarinasStreet Juan Luna,Manila Tol.,l82O41

Glllo, Jocc Curlodlo MBM'75 Presideni JGG International No. 8 Molets Road, Phase 5 PilarMllage, las Pinas,Metro Manila Te|.8013347

46 THE ASIAN MANAGERe JUNE 1989

Golrmco,JonelhenLlm l{Blrl'75 Mce President GotamcoWoodlndustries.Inc. Meycauyan Bulacan Tc|.341522 H.brluyrt.iloreze, Clnthlr llBl|'75 Professoriall€c'turer,Accounting&pt. De[a SalleC;ollege TaflAvenue Manila Te].504611 HedcnenAbdul&lll *|B['75 DeputySecretery,FinanceDv. Perbendaharaan Malaysia(Ireasury) UF, Blok9, KomplekKerajaan JalanDrta,5O480KualaLumpur Malaysia Tel.2349873/2546066 Hcnron,Joaqulnllencrcl ll8ll'75 Chairmanol the Board BeaconCommunications Sptem, Inc. 3rd Floor,NationalLifeEdg. AyalaAvenue,Makati,MetroManila Tel.81fi)311 Hcrnandez,GulllermoNlvel lrlBll'75 8250SamapguitaStroot MarcoloGreenMllage Parafiaque, tvletroManila Tal.8272161 Ho,JrmclYap ilBll'75 SeniorMce President MerrillLynchPhilippines, Inc. 18thFloor,BA-Lepanto Bldg. Paseode Roxae,Makati,iletro Manila To1.8101280 &mler, Kerlgod Vcl llBil'75 Partner SyCip,Gorres,Velap & Company Dela tusa Sireei LegaspiVillage,Makati,lt/letroManila Tol.819301 1 Ketlpunan,llarhno Jr. Tebucnr UBtt '75 c/o l,lo.8 PepperSlreet ValleVcrdeV, Pasig,lvletroManila Tel,6732391 Khorekhrah,Juzer SeltuddlnMBM'75 B<eculiveDrsctor WockhardtLimited Readymoney Terrace,2nd Floor 167t)r. AnnieBesantRd.,Bombay46p916 lndia Tel.4943U7t494334{l Kuen,Foberlo F. llBll '75 PresidenVGeneral Manager ChowkingFoodC.orporation ArroraBldg.,500BustosStreet Sta.Cruz,Manila Tel.4767U lr O', Jelmc Conrlng ItBll'75 G.JanFishFarmCorporation LacsonStreet,Mandalagan BacolodCity, l{egros Occidental Tel.22080 try Sloc Ho, Frenclr m8t ?5 &JnasIntitsmaLcasingIndonesia BUNBuilding,3rdFloor Jl. fiielawaiRayal.lo. 10,Jakarta Indonesia

loc Sok Jeo l|Bl{ '75 GeneralManager,Machinery Ssangpng @rporation C.P.O.Box4@ Seoul Korea Tel.27C444O

Fcycl-Llo, llonoilo Ong ilBt'75 FirstMco Prasident,MakatiBranch ChinaBankingCorporation Paseode Roxae Makati,lvletroManila fel8726'r/l8;t?911 Seldenhe,C.tfyfc llBll ?5 Financs Manager,International l-bng l(ong& ShanghaiBankingOotp.fihe) 314DriveDadabhoy,l.lakojiRoad Bombay46Pgg1 lndia lel.2o4$21128;t1118 Sclhenendhl Khrnlt llBll '75 President FundteconStandardStatisticsLtd 25221 Sukhumvit71 10110 Bangkok Thailand Tol.39001t4/390012

Lopcz,Aurcllo Jr. lrgor llBil 75 DolePhilippines, Inc. Polomolok SouthCotabato Tcl.8102601 tecrpegal, Iloodado Jr. t. HBH 75 Und€rsecrstary Dopartmsnt of Finance CentralBankBuilding MabiniStreet.Manila Te|.501633 llelgar, Juan dcl Ronrlo tBli '75 Exec.VicePresidenUCi€neral Manager lnc. UnitedSouthDockhandlers. 2nd Floor,TritonHotel M.J.CuencoAvenue,GebuCity,@bu Tel.624il1

Slreh,Avcnl Krtllal ltl8tl'75 Manager PresidenUGaneral Inc. JardexResourcce, c/o EllenShah,A,l.M. 123Pasoods Roxas,l{akati,liletroManila Tel.87zO11

llcnon, Nereyrn Brlakrlrhnr llBll'75 Chief Executive KonsultanSubhanBasuki,P.T. J.|.H.R.Flasuna SaidKav.10 Kuningan, Jakarta lndonesia

Slcem,EdmundLcgarpl ilBM'75 Editor Entertainment ManilaChronicle(fhe) 371BonitacioDrivs PortArea,Manila Te|.478261

tont no, Gelo Abrloyrn llBll ?5 76 JuanLunaStreet TaclobanCity, Loyto l{oo{ehan Karlm(KS. Cltcong)llBltl'75 SeniorManager,Banking tltama WardleyBerhad lnh Floor,PlazaSce I'by Chan JalanRajaChulan,5O2q)KualaLumpur Malaysia Te|.032388814 Obn, EdgnrA l|BlU|'75 Asst.Vic€President,Financo AtlasFsrtilizsrCorporation TuscanEdg., 114l'lerreraStre6t LegaspiVillage,Makati,illetroManila Tol.8104861/85d[1-75 Ong,Andrcw Senlot ilBil 75 VicePresident OceanicHardware 303 P. MartinezStreet Mandalulong,lt/letroManila Tel.782398 Prlllco, QulnllnAgra MBI{'75 Deceasod Prlhmrral, Gunrntnrm R. liBt'75 ManagingPartner GinemasUmited t{o. 117}.lewChettyStreet Colombo13 Sri Lanka Tel.3{29i1 Pecz,.SrlvadorQulmpoHBil '75 PresidenUGeneral Manager IntegralMaintenancs Systems Feliciano&.rilding,SantillanStroet Makati,Meto Manila Frmlrcz, Arturo Jr. Tlronr tBt '75 7 &rcnviajeStreet,Plainview Mandalulong,MetroManila Tel.781184

Slron, Edurrdo Hcrnrndcz llBil ?5 8015WagonTrailWay Caliiornia95282 Sacramento, U.S.A Tef.(916)917472 Surrc4 Alborl Krpunen llBll'75 VicoRcaidont,Corp.PlanningGroup lntornNtionelCorporateBank (the) 111Pasoode fuxas Makati,fttotroManila Tcl.81896iI9/817@46 $nrcz, Robcrl KapunenilBm'75 VicoPresident, GIB Citibank,N.A 8741Pasoode Roxas Makati,MetroManila Tel.8157861/81570q) Tlnb, Allrcdo Vil.vlccntc llBll '75 Block1 Lot6, 12 LubangStro€t AyalaAabangVillage,Muntinlupa,M.M. Tcl.842{F9 Tongco,Sonlln PlncdetBt'75 Asst.Mco Presidcnt,Finance& Admin. PhilexMiningCorporation BrixtoncornerFairlaneSts, Pasig,illetro Manila Te|.6731971 Tooomboon,Vrnchd ilBttl '75 Exocutiw Droc{or T G SanitarprarcCo.,Ltd. gth Floor,i/lahatunPlazaBdg. 888 PloenchitRoad,Bangkok Thailand To1.253682S38 Trlnlded, Fenrndo dc Lcon llBM '75 President Pryce,lnc. 2nd Floor,BasicPctroleumEdg. Avarado Sircct, Makati,MetroManila Tc|.8162426

THE ASIAN MANAGER O JUNE 1989 47

Vlllarcal, Ernecl Orcullo MBM'75 Vice President Aboitiz Air Transport Corporation GeneralAviation Area Domestic Airport, Pasay Gity, M.M. Tel. 8i]1229418321950 Yang Tre-Oy, ftlarh MBil'75 Nassim Hill #0G38 Nassim Mansion Singapore 7326981 Ylagan, Pedro Florsl llBM '75 Deceased Yuhlco, Declel Nuyda llBM'75 Mce Pr€sident,Corp. BankingDiv. ll lnternationalCorporate Bank fihe) 111 Paseode Roxas Makati, Metro Manila Tel.8186511/8170046 Zamora-Canlo, Rhodore ilBM '75 Gl-CMce President,Oigination CiMrust Investmentof the Philippines CitibankBuilding,Paseode Roxas Makati, Metro Manila Tel. 8180411/866571 Zawlah blntl Hall laldln llBM'75 Locturor.School of BusinessStudies Institut T€knologi MARA 4O150Kuala Lumpur Malaysia Tel. 0+5592311

MasterIn Management

Chang Kong MM'75 Asst. General Manager/Direclor Winston Merchanls Limited Room 2001,lnternationalBldg. 141 DesVoeux Fbad, @ntral Hongkong Te|.20321 Chla Kay lleng, lan llil'75 ManagingDirector IntornationalBusinessCorp. Sdn. Bhd. Pusat Bandar Damansara Block 5 South, Lot 2 Level 4 DamansaraHeights, Kuala Lumpur Malaysia Tel.03-259€63X1 Chlongblan, Benho P. MM'75 Exec. Mce President Manila Sealink Corporation Room 105,MercantileInsuranceBldg. Gen. Luna Street,lntramuros,Manila Te|.488083 Gorpur, Marcellno Bagoyo MM'75 Asst. Vice President,Auditing Dept. United Laboratories,lnc. 3if United Street Mandaluyong, Metro Manila Te|.7216501Local581 Dc Lcon, Salvedor Pcrcz MM '75 Managoment Consultant Lsnobel'sGarments 15 Plata Street,Tugatog Malabon,Metro Manila Te|.221990

Abenlna,Edgardoll.gnayon MM'75 Philippine Constabulary CampCrame EDSAQuezonCity,MetroManila TeI.787961

Flrolan, Ramon Jamlar MM'75 13 llang-llang Street Cubao,QuezonCity, M.M. Tel.72175315172175./0

Abola,RamonErlcva MM'75 Sr.VicePres./Tech. ServicesDirector Coca-ColaBoftlersPhilippines,Inc. 7th Floor,AceBldg.,Dela RosaStreet LegaspiVillage,Makati,MelroManila Te|.8188741 Advanl,KlahorcShankorllM '75 RegionalSalesManager IELLimited lOl House,34 Chowringhee Road 7@o71 Calcutta lndia Tel.2968/tO/298688 Aguar, Vlctor Llemer lill '75 Deceased Antonlo,EdgerdoZarrlr Mil '75 President OebuCenterfor Development, Inc. Room306,GoronesBuilding JuanLunaStreet,CebuCity,Oebu Tel.75308

Garcle, l{edor Durlan MM'75 (Associato)Officer-in- Charge Central Bank of the Philippines Security Plant Complex, East Avenue Dliman, QuezonCity, Metro Manila Tel.977071 Local 262

Eerbor,Alden ltenry Jr. Mll'75 Captain,FlightOporations ArnericanArlines,Inc. MD11€, P.O.Box619047(DFW Dallas/Fortworth Int'|.Airport,Texas U.S.A Tel.(214)57451 s1/5745153 Bcrlolo, Roquclhrrllmh Mll'75 VicoPresidenUTroasu rer Tupperware-Dart Philippines,lnc. 12thFloor,AlliodConterBuilding AyalaAvenue,Makati,lt/letroManila Te|.8159622-25

Hadlrurllo, Hadl Tlokro MM'75 President Director Sumarno Pabottingi Jl. Kambojal.lo.9 Tomang, Jakarta lndonesia Hlra, Manohar Bh.gwrn lltl'75 Vice President,Personnel& Admin. Herbertson Limited ?2,l+omi Mody Street Bombay 46P 923 lndia Tel.2740031272 Lrrkln, Lco Jr. Hubcrl tM'75 $C UrdanetaApartment, 6735 Ayala Ave. Makali, Metro Manila Tel.8190307 Llcllcan, Blenvenldo Mil'75 AssistantAdministrator PC/INPService Stores System Camp Crame EDSA"Quezon City, Metro Manila To1.799595 Llcllcrn-Ylp, Ofclh llll'75 B€03, The Ritz Tower, 6745 Ayala Avenue Makati, i/btro Manila Tel.815ABO

48 THEASIANMANAGERo JUNE1989

Um Klm len,Alerlur lrM'75 l.lo.2LengkokMansion, MansionPark 30250lpoh,Perak Malaysia Un Jeng ShoungMM '75 Manager,QualityControl TatungCompany 102MinshengRoad,Nei-haiTsun TaoyuanHsiang,TaoyuanHsien Taiwan Tel.03$863123 Macalagay,Rocaurodela Cruz MM '75 FirstMce President,Operations AlliedBanking C;orporation 6754AyalaAvenue Makati,MetroManila Te|.816331'l Magno,JuanlloArmadaMll'75 Partner,AuditDvision SyCip,Gorres,Velayo& Company AssociatedBankBuilding,TaalStreet Cagayande oro City,MisamisOriental Tel.&584 M.lrtc, lhrccllno Reglr ilM'75 Asst.RegionalDirector Bureauof lands GeneralAlvarezStrset ZamboangaCity,Zamboangadel Sur Tel,4?€€,n827 Nlk Abdul Aiz bln lid. Kamll trlM '75 Mgt. GeneralManager,HumanResources PetroliamNasionalBerhad And floor, ltilenaraDayabumi 50050K.L. JalanSultenHishahuddin, Malaysia Tel. (03)2743833 Peet,HenkGcovenlMll '75 Manager HurnanResources HUFFCO Indonesia Kuningan Plaza,11/F,S.Tower Jl. H.R.RasunaSaid,Jakarta lndonesia Pelalor, llanucl llcndoze MM'75 Boardlvlember/Treasurer LaongNasa,Inc. AntonioRiveraStroet Tondo,Manila Tel.21884 Rlgor,Thomar Jr. ValdezMM '75 SeniorContractl.l€gotiator ot hfense U.S.Department P.O.Box21109,LongBoach California90801 U.S.A Tel.(213)4364400 Rodrlgucz,Nlcerlo Jr. P. ilM '75 WingCommander-250th Pres'|,AirliftW. Philippine Ar Force MllamorAr Base PasayGity,MetroManila Tol.tlil2 1023/tlixl2285 Salvoca,Jsrur 8. Mll '75 Treasurer FilipinasDRAVO ZF, PNCCBldg.,EDSAcor.RelianceSt. Mandaluyong, lt/letroManila f el. 785?IJ7 131t788911 1791 Slngh,Parhuprtl Neth MM'75 Sr Mce Presidcnt,HRD IndianRayonand IndustriesLimited 107Jolly MakcrGhambersl.lo.2 NarimanPoint,Bombay4oo021 lndia Tol.2024015/2024056

Som, llrlnal Kanll llM'75 Dirsctor, Marketing Kuljian Corporation 3700 Science Center Philadelphia,PA 19104 U.S.A Tel. (21s)24319s9 Topaclo, Teodulo Reyet llM '75 Manager,Managem€ntServices SyGip, Gorres,Velayo & Company 6760 Ayala Avenue Makati, Met.o Manila Te|.8170301 Wu lleng Cheong MM'75 Manager,Supply/Admin.& Programs Mobil Oil SingaporePte. Ltd. 18 Pioneer Street Singapore To1.6606214 Ylp SeckWah MM'75 Director,Phil.Operations Soa GateTechnology,Inc. Bo. Almanza, Las Pinas Metro Manila Tel.8018711

Marambe, Fellx Jr. TllPJapanerc Mgt. '75 Senior Mcs President Liberty Flour Mills, Inc. 7th Floor, Liberty Building Pasay Road, Makati, Metro Manila Te|.861345 Olague, Eduardo TilP-lap.n€e Mgt. 75 Chairman of the Board Asian Agro Aquatic ResourcesCorp. Dominion Building, Pasay Road Makati, Metro Manila Tel.81814n5/81&5068 Slntoa, Ernoilo Dlonlsla TMP-lapanese Mgt.'75 Sr. Mce President,Operations Group Far East Bank & Trust Company FEBTCBuilding,MurallaStreet lntramuros, Manila Te|.481273

Zalnel bln Mohd. Yusoff ft|il '75 Marketing Manager United Asbestos Cement Berhad l.lo. 9 Jalan SS13/4,Subang Jaya 47500 Potaling Jaya, Selangor Malaysia Tel. (03) 7343303

TopManagementProgram (JapaneseManagement) Alfonro, Fldel ll. TilP-Japanere ilg[. '75 President FGU InsuranceGroup 8th Floor, Insular Life Bldg, Ayala Avenue, Makati, Metro Manila To1.8170971 Blltazar, Jolc TilP-fapaneo Mgt. '75 10465Unit,3 tlew Home Avenus 9rn Land, California 9102O U.S.A 8s1180(Phils.) Bnvo, Edllborto TllP-lapancrc President U-Ex Corporation 1331Angono Strset Makati, Melro Manila Tel.8187501{5

Lagm&on, l-orona TilPrhpolw Mgt 75 PresidenVChairmanof the Board OverseasAgricultural Devt. Corp. 220 Wilson Street,Greenhills San Juan, Metro Manila Tel. 7917,16793868 lrrdlzabal, Crrbs TfrlP-lapano3c Mgt. '75 1044 Don Robles Drive Arcadia, California 91006 U.S.A.

Sanvlctorer, Arluro TMP-lap.ne.c '75 President SEA Commercial Co., Inc. 3085 R. MagsaysayBlvd. Sta. [t/hsa. Manila Tel. 602114161 1521

Mgt.

Mgt 75

Mgt. '75

Cemecho, lylarlo TllP-Japanese Mgt. '75 Chairman/President IntornationalCapitol Corporation 14th Floor, It/btrobank Plaza Sen.Gil J. PuyatAvenue,Makati,M.M. Tel.8105110/8103991 Cordero, lrzaro ll. TilP.tpancc llgt 75 Presideni Pamana Marketing Corporation Phil.SavingsBank Building Ayala Avenue, Makati, Metro Manila Tel. 853to6/85t182 Dc Luzurrlaga, Claudlo Jr. TMPJapanerc Mgt. '75 P,esident VictoriasMillingCompany,Inc. 165 Legaspi Street, Legaspi Village Makati, Metro Manila Te|.8158101

Benliez, Pollcarplo Jr. C. MDP'75 Mce President,lligan Plant National Steel Corporation Camp Overtone lligan City, Lanao del Norte Tel.ffi1'l?f€,42 Bernar, Joaquln Gucvare MDP'75 President At€neo de Manila University Loyola Heights Quezon City, Metro Manila Tel. 998721/982541 Bugayong, Fablan Jr. Munoz MDP'75 Operations Drector Packaging Products Gorporation Dr. A Santos Avenue Sucat, Paranaque,Metro Manila Tel. 8285541/8289841 Carplo, Erpcdho Jr. Santlago MDP'75 36 Pascual Street Malabon,Metro Manila Tel.23&996 Carllllo, Lruro Jr, mDP '75 Lot I, Block 12 Phase 2 V & G Subdivision Tacloban City teyie Chang Hrlng Chu Sales Manager Tatung Company 2,*c.3, Chung Shan N. Road Taipei Taiwan Tel.02-5963915

Sanvlctorc, Benlamln TtlPJapanese Mgt.'75 Ambassador Philippine Embassy 11-24Nampeidaicho Shibuya-ku,Tokyo 15O Japan Tol.0&4962731€ UnlAbd[., Alicdo TilP.lrpancc Decoased

Ayuy.o, Jolc R. llDP'75 Director, EXCOM las Mvas Transport, Inc. 17@ Maria Orosa corner Malvar Sts. Malate,Manila Te|.5216563

Cruz, Jorc ilcdlnr ilDP'75 President CD lnternationalTraders, Inc. 6th Floor, Merchants Building Ssn. Gil J. Puyat Avenue, Makati, M.M. Tel.81&4968

ManagementDevelopment Program(March)

Dc loo Rcycr, Zecerlar T. MDP'75 Asst. Mcs President Ayala Corporation MSE Building, Ayala Avenue Makati, ltletro Manila Tol.81511O{

Advenl, Ralkumar Hotchand ilDP'75 Director,Consulting A.F.Fergusons& Go. ExpressTowers, 11th Floor Nariman Point, Bombay-4oo021 lndia Tel.n22427

Farrcl, Tcrcdlr Barco MDP'75 Controller, Accounting Department De la Salle University 2,001Tatt Avenue Manila Tol. 582/91/50,1610

Alvcro, Menucl Gonzaler MDP'75 Operations Manager Merit StainlessSteel, Inc. CarmelbCompound,Guadalupe Makati, Metro Manila Te!.87il27 Apelerlor, Angel Caballero MDP'75 Mce President,AgencyMarketing Filipinas Life AssuranceC;ompany Ayala Avenue Makati, ltlctro Manila Tel.8160511

Gaerlan, ilenucl San Jorc ilDP '75 Chairman ol thc Board/Stockholder HealthPlan Phils..Inc. Znd Floor,LimketkaiBuilding San Juan, Metro Manila Tel.72100,25172100,6 Gordon, Zenalde Gonzaler MDP'75 PresidenUOlner Gordon Enterprises,lnc. Suite8, Tola Mart Building MagallanesC,omm'1. Complex, Makati,M.M. To1.8335625

THEASIANMANAGERo JUNE1989 49

Lucar, Ell Duldulao MDP'75 Vice PresidenUOperationsManager AtlanticGulf & PacificCo. of Manila.Inc. A. Bautista Strset Punta,Sta.Ana, Manila Tel. 785931/790950

Url.rlo, Albcrlo Jr. Bucnaflor MDP'75 Marketing & Service FletrofitManager AtlaniicGull & PacificCo. ol Manila,Inc. 351 Sen. Gil J. PuyatAvenue Makati. Metro Manila Te|.878071

Martl, Thomar Joeeph MDP'75 Liaison/Director InternationalSoldarity Network Desk P.O. Box 10238,Broadway Centrum Ouezon City, Metro Manila Te|.793478

Valencla, Domlnador Calonge MDP'75 Mce PresidenVceneralManager Benguet Corporation B€nguetGold Operations,P.O. Box 100 BaguioCity, Eenguet fel.442-4852

Matavordo, Roman Relova MDP'75 11 Bogonia Street, Roxas District Quezon Citr-, Metro Manila Te|.995704 Pablo, Pepilo Andro. MDP '75 Sr. Manager, System Operations ManilaElectricCompany MeralcoBuilding,OrtigasAvenue Pasig,Metro Manila Te!.7219777

Vlllanueva,Ricardo Jr. M. MDP'75 Mce President,Engineering Dept. Erectors,Inc. MantradeBuilding,PasongTamo Ext. Makati.MetroManila Te|.8187721

Papa, Rlcardo Jr. Dlonisio MDP'75 Vice President,Motor Car Division Paramount InsuranceCorporation 434 ParamountBuilding Quintin ParedesStreet,Binondo,Manila Tel. 472061/4O4936 Plncde, Vlctor Jr. Cruz llDP'75 Vice President,Reg. Otfice (WV) PhilippineNationalBank PNB Bacolod Branch Building Lacson Street, Bacolod Gity, Negros Occ. To1.24148 Qucmldo, Romulo F. P. MDP'75 Chairman and President Brimstone Development Corporation lAh Floor, Strata 100 Bldg. EmeraldAve.,Pasig,M.M. Te|.6735784/528 Racch, Conruelo Fourler MDP'75 President Food and Such, Inc. UnitB&CPlaza Padre Faura, Manila Tel.522;1682 Regudo, Fllonllo Corpuz ilDP'75 Sr. Vice President,Comm'|. Operations Phil. Phosphate FertilizerCorporation Glass Tower, Avarado Street LegaspiMllage, Makati,Metro Manila Tel.817tn74 Bicth, Hanr P.G. MDP'75 Associaie Murray Management Room /m2, Filipinas Lile Edg. 6786 Ayala Avenue, Makati, M.M. TeL 8183844/8170732 S.nloe, Jor D. MDP'75 50 Hanoi Street BF Homes, Parafiaque Metro Manila Ttmcdr, Angcllnr Rrvrl l|DP'75 Fairmount Hills Subd. C;ainta,Rizal Uprdhyr, Buddhl S.gar ilDP'75 Manager, Kathmandu Branch Rastriya Banijya Bank Bsal Bazar Kathmandu l*.lepal To1.223794

Vlllanueva,Ruben Aldama MDP'75 Asst. Vice PresidenUDiv.Manager AtlanticGull & PacificCo. of Manila,Inc HonironDivision,2nd cor. TacomaSts. PortArea.Manila Tel.47'197'11471951

ManagementDevelopment Program(July) Abelnzr. Erlrnlrho G. MDP'75 9706 L. Garcia StrSet,Jet Lane Baltao, Paranaque,lt/letroManila Te|.8322888 Abdul Karlm llDP'75 Chief Accountant,Finance Pakistan Burmah Shell Limited P.O. Box 3901 Karachi Pakistan Tel. 511376 Alano, Rodrlgo llagan MDP'75 Mcs President,Finance InterpressEntorprisos Room $A APMC Bldg., Gamboa Street Makati, i/letro Manila Tel. 81s1895/8151872 Albrrrecln, Lulrlto B. UDP'75 Mce President,Exploraiion DeC. Benguet Corporation 12 San MiguelAvenue Mandaluyong, Metro Manila Tel.7216801-35 Almogcla, Domln.dor Hldelgo MDP'75 Regional Diroctor Bureau of Mines & Geo-Sciences San Fernando, La Union Tel.442€392 Alvrrc4 Reul Pobledor ilDP'75 Sr. Vice President,Marketing Dept. ProgressiveDovolopmsnt Corporation 16th Floor, A.rroraTowor, Cubao Ouezon City, lrrotroManila ral 921270119212372 Andrrdc, Scrglo Adcller tDP'75 Asst. Regional Manager,Mministration Bacolod Murcia Milling Gompany, lnc. 16th Floor, A.rroraTower, Cubao Ouezon City, liletro Manila 1e1.2451 Argucllcr, Angcl Llenr ilDP ?5 Mce President,Marketing Atlantic Gull & Pacific @. of Manila, Inc 351 Sen. Gil J. Puyat Avenue Makati, ilelro Manila To1.8176324

50 THE ASIAN MANAGER o JUNE 1989

Bate, Roclorlno S. Lluch Compound,Camque lligan City, Lanao del Norte Buencamlno, Blenvcnldo Vlrl MDP '75 Vice PresidenVDrector AssociatedConstuction ExponentsSeMces Room 208, HanstonBldg., EmeraldAve. OrtigasGommercialCenter,Pasig,M.M. Tel.6736i'5G57 Cabel, G6rve3la Ozoa MDP'75 Mce Presidenl,Administration Mamson University San Marcelino Street Manila Tel. 502011 Carrelero, Ernoilo Alarzar MDP'75 President Ateneode Zamboanga Zamboanga City Zamboangadel Sur T e l .5 1 5 1 Caeae,Honor Reyer MDP'75 Partner,Audit Dvision SyGip, Gorres,Velayo & Company 6760 Ayala Avenue Makati, Metro Manila Tel.8193)11 Chul, Hcrnenc Dulon MDP'75 Asst. Treasurer,Treasury Dole Philippines,lnc. 8th Floor, Madrigal Building Ayala Avenue, Makati, Metro Manila Tel. 8181438/8102601 Chur, lloderlo T. MDP'75 Professor Atenso de Manila University Loyola Heights Quezon City, lvleiro Manila Te|.96738f Chung Jeng Ho llDP'75 ExocutivcVice President CroldstarCo., Ltd. 20 Yoidodong, Youngdungpogu Scoul Koaea Tel.78$2582 '75 Cruz, Jolc Jr. P. tDP l-lead ol Adm inistraiion/Asst,Vics President First Phillipine lndustrial @rporation 8th Floor, Producer's Bank Bldg. 8737 Paseode Roxas. Makati, M.M. Tel. 81&5746/8184480 D. Co.t , Ramon L MDP'75 Asst. Mco Pres./SpecialProjs. Manager San Miguel Corporation Magnolia Ddry Producis Plant 710 AuroraBlvd.,OuezonCity, M.M. '1.1.721?041n212o41 '75 D. Gumln, Rolendo Alvaroz llDP Mcc President Horizons C;ommercialTrading Corp. lOth Floor, PBCom &ilding Ayala Avenuc, Makati, l\letro Manila Tcl. 8180207/8175991 Do le Torrc, Prblo Nlcolr tlDP'75 General Manager Ossiana Sakti Enterprises,P.T. P.O. Box 230 Balikpapan, Kalimantan Timur lndonesia Tel.M2-22131

Dorla, Anaataclo Jr. Eaplnoce MDP'75 General Manager/President PioneerBuildingAdministration,Inc. 97rE Kamagong Street, San Antonio Mllage Makati,Metro Manila Tel. 8s9374/8161933

llurtrc, Clerllo Munoz llDP'75 Group President,S.P.S.G. Atlantic Gulf & Pacific Co. of Manila. lnc. 2nd corner Tacoma Streots Port Area, Manila Te|.471951

llollnyawc, Orcer Sallcl MDP'75 Mce President,Corp. Banking Bank of the Philippinelslands Ayala Avenue Makati,Metro Manila Tel. 8185561/81744O4

Encarnaclon,Edmundo C. MDP'75 Manager Energy.Purchasing PNOG Exploration Corporation PetrophilBuilding,MakatiAvenue Makati. Metro Manila T81.859061

Korca, Antonlo Jr. Makallnao MDP'75 Mce President,Admin. & Treasury EngineeringEquipment,Inc. 188 E. RodriguezJr. Avenue Libis,QuezonCity, Metro Manila Tel.722O5Og

Ong, Jalmc Selvador MDP'75 Sr. Asst. Mce Pres./ExecutiveAssistant San Miguel Corporation Office of the Sr. Mce Pres.,Services 4OSan MiguelAvenue,Mandaluyong,M.M. fel.722324O

ladrldo, Eugcnlo P. MDP'75 Principal,Managemonl Services SyGip, Gorres,Velayo and Company 1G5De la Bosa Street LegaspiMllage,Makati,Metro Manila Tel.8170301/8151 135

Oroca, Ccrar P. MDP'75 Vice President,Operations Unitedlaboratories,Inc. #66 United Stroet Mandaluyong,Metro Manila Tel.721A5O1

Llgot, Lorenzo Pledad MDP'75 Asst.Chairman, Luzon Packaging Products Pulp & PaperGroup/PHINtUA Group of Cos. 3rd Floor,PHINMABuildinE 166 SalcedoStreet.Makati,Metro Manila Tel.8109526

Oeothslnlp, Klaileakdl MDP'75 Director,Mgt. Info./Consulting SGV-NAThalangand Company,Umited 514/l LarnluangRoad Dusit, Bangkok 10.300 Thailand Tel.280@00

Madamba,Ramon Agcaolll MDP'75 Deceased

Pagulo, Rlc.rdo Ramor MDP'75 OperationsSuperintendent Dole Philippines,lnc. STANFILCODivision General Santos City, South Cotabato Te|.8102601(Manila)

Eeplrltu,llagdalena P. MDP'75 Mco P.osidenuOontroller InvestmentCorp. Trans-Philippines 4th Floor,SGV Building 6760 Ayala Avenue, Makati, M€tro Manila Tel.8172360/818&361 Evangellsir, Matoo Ca3tlllo MDP'75 Manager PresidenVGeneral Matrix FlealtyDevelopmentCorporation NBI Compound, Boni Senano Road,EDSA QuezonCity, Metro Manila Tel. 702189 Ferrarlr, Gulllermo Calacat MDP'75 DoloresC,ompound,RER Kauswagan,Cagayan de Oro City MisamisOriental Gonzaler, Edgardo Salo! MDP'75 Regional Manager, Pacific Alcon [aboratories, Inc. 1020Auahi Street Honolulu,Hawaii,Hl 96814 U.S.A Tel. (808) s212683 Gorgonla, Florcnclo E.caroal MDP'75 Sr. Mce President,Mkig. Operations InsularLile AssuranceCompany, Ltd. InsularLile Building 6781AyalaAvenue,Makati,M.M. Tel.8173051/8178859 Granda, Enrlquc Ma.lnoz MDP'75 Vice Pres./General Manager,Pharma. United Laboratories,lnc. GreenfieldBldg.,750 Shaw Blvd. Mandaluyong,Meko Manila Tel. 7216501n74996 GueYarl, Rob€?toB. MDP'75 President/ExecutiveDirector Urban Food Foundation BPI NurseryCompound,VisayasAvenue Diliman,QuezonCity, Metro Manila Te|.978311 Horca, Benedlcto Jr. Sabller MDP'75 Sr. Vice President Filipinas Life Assuranc€Company FilipinasLife Building 6786AyalaAvenue,Makati,M.M. Tel.815o3dl llou, Davld H. MDP'75 FlegionalManager York Aircondiiioning & Flefrigeration,Inc. Unit5A, Sime Darby Ind'|.Center 420 Kwun Tong Road, Kowloon Hong Kong Tol. $423281 lbrahlm Sapll Mohamad MDP'75 Chief ExecutiveOfficer Malayan Pineapple Industry Board [Ihe) 5 Miles,Jalan Skudai 8O200Johor Bharu, Johor Malaysia Tel.07-36121 1/12

Manuel, Erllnda Slapno MDP'75 President PoarlInternationalTradingCorporation No. 15 HillsideDrive,Blue Ridge QuezonCity, MetroManila Tel.721&505 Marchadeech,AMon Sabalza MDP'75 Decoased Marlano,Jocc C. MDP'75 Chiel. RecordsDivision Bureauof Lands Plaza Moraga Binondo,Manila Te|.,161526 Marlano,Vlrglllo Cruz MDP'75 Asst.Mce President,Distribution United Laboratories,Inc. 66 United Slre€t Mandaluyong,Metro Manila Te|.7216501 Marquez, Manue! Cruz MDP '75 Company Controller Chemphil Manulacturing Corporation 851 Pasay Road Makati,Metro Manila Tel.8188711

Palmarlo, Reynaldo Srnto3 MOP'75 Manager Vice PresidenVDivision Packaging Produc'tion/CorporateTechnical San Miguel Corporation ,10San Miguel Avenue Mandaluyong,Metro Manila Te!.7223ffi17223121 Paullno, Con3uelo Aquino MDP Deceased

'75

Pcdron, Lulr Ollvcroe MDP'75 PresidenVGeneralManager LFP Placement Services 208 Kalantiao Street, Project 4 Quezon Gity, Metro Manila Tel. 9217554 Percz, Rogello Semron MDP'75 First Vice President,Deposit Mgt. Far East Bank and Trust C,ompany Muralla Street Intramuros,Manila 1 Tel. 401021/,()601

Mllarce, Hermencglldo Kho MDP'75 St. Michael \4llage, Banilad Cebu City, Cebu Te|.75069

Pcrllle, Rcynlldo V.ngurrdh MDP'75 Accounting Manager Rico General InsuranceCorporation Union Bank Building, 84i| Pasay Road Makati, Metro Manila Tel. 8162752/862019

Mohd. Zehudl Jalll bln Abdul ltDP'75 Majlis Amanah Rakyat Bangunan Baru MARA Jalan RajaLaut,5O350KualaLumpur Malaysia

'75 Plaza, Prudcnclo Jr. T. MDP CATIMCO Puntod Cagayan de oro City, Misamis Orienlal Tel.3O89

Mollna, ExequlelS. MDP'75 Sr. EdiiorMce President,Corp. Affairs Businessworld 4th Floor, Diamond Motor Bldg. Ortigas Avenue, San Juan, Metro Manila Te|.799291-96

Ouccada, Hrctor A3unclon MDP President,Projects NationalDevelopmentCompany 3z Son. Gil J. PuyatAvenue Makati, Metro Manila Tel. 8149910/8183284

'75

THE ASIAN MANAGERO JUNE 1989 51

Qulcho,Mrnucl FodrlguczMDP'75 Manager MROServiceContractor MarianeStreet Oion, Bataan Tel.44144 RalaAbdulAdz MDP'75 ManagingDirector Gestetner(M)Sdn.Berhad 3rd Floor,Lot 1,Jalan13/6 46200PetalingJaya,Selangor Malaysia Tel.0}75731i,1 1

Tacardon, Deanne She l{DP'75 Vico President Equitable Computer Services,Inc. EBC Bldg., 262 Juan Luna Street Binondo,Manila Tel. 4782211407396

Rrmor, Ccrer ErmllaMDP'75 Mcs Presid€nt, Mgt.& Tech.Services MctoriasMillingGompany,Inc. 4th Floor,VMCBuilding 165LegaspiStreet,Makati,MetroManila Tel.8184545

Taludln bln llohd. Aller lloM. MDP '75 Staff Training Officer Majlis Amanah Rakyat 21 Jalan Raja Laut 50350 Kuala Lumpur Malaysia Tel.2915111

Rlzote, AlelandroBrrganzr llDP'75 Sr.VicePresident TimesSurety& Insurance Co.,Inc. ABCDevt.Corp.Building 2251PasongTamo,Makati,MetroManila Tol.8175859/81508,16 Rodilguoz,RuflnoRcyct MDP'75 Agency/Mass Sr.VicePresident, Mhg. FilipinasLileAssuranco Company Filipinas LlfeBuilding 6786AyalaAvenue,Makati,MetroManila Tel.81@511-25181 G]164 Rorlcy bln Hueraln*lDP'75 DeputyDirector,Educ'|.Sponsorship MajlisAmanahRakyat HeadOfiice,21 JalanRajaLaut 50350KualaLumpur Malaysia Tel.0&2915111 Salcon,Leo AlvarezMDP'75 PresidenVGeneral Manager Fuller-O'Brien PaintCo.,Inc. ReliancoSt.oetcor. EDSA Mandaluyong, MetroManila To1.792040 Sendoval,Albodo HldalgoMDP'75 c/o Corplan- KNPC P.O.Box70 13001, Sasap Kuwait S.nlo., RogelloG. trlDP'75 Presideni ValgosonsManagement Gorporation Valgosons Building 2151PasongTamoMakati,M.M. Tel.8188283/8178206 SucnTlan-HlngMDP'75 GencralManager

c!\s

P.O.Box4 Siingapore Te|.5425589 Suhlmen,EcrnerdJamerlr llDP'75 FieldDrector Good;oarSumatraPlantations Co.,P.T. Dolokfubrangu,P.O.Scrbalawan $rmatra Utara lndonesia Tel.62-23623

Sury.nto, Tony llDP'75 Managing Parlner Drs. Mustofa, Tomy and Suryadinata Wsma Antara, 12th Floor Jl. Merdeka Solatan 17 Jekarta lndonesia

Tlongron, Wlllredo S. MDP'75 Vice President,Credit Evaluation lnternationalCorporate Bank flhe) 111 Passo de Roxas Mekati.Metro Manila Tel. 8189654/8186511 Tolentlno, Benho Aplgo MOP '75 Asst.Mce President,Operations Phil.CommunicatiOns SatelliteCorp. Telecoms Plaza,Sen Gil J. Puyat Avenue Makati, Metro Manila Tel.8158406/8159610 Urrutlr, Lulr dcl Roorlo MDP '75 Finance & AdministrativeManager San Miguel Corporation Beer Dvision/lnt'|.BusinessUnit 6766 Ayala Avenue, Makati, irlotro Manila To1.8194291 Valbuena, Rlcardo Plmcnlel ilDP'75 President AssuranceMgt. & BusinessAdvisors,Inc. 2nd Floor,Alta Bldg. Cacino Street cor. South Superhighway makati,Metro Manila Tel. 882189/852,186 Vctgara, ScAundo R. MDP'75 18 lVlercuryStreet, Meteor Homes . Marikina,Metro Manila fe!.9477148 Vlllaruz, Ploqulnto A. MDP'75 Chairman of the Eoard SeahorsoTransport, Inc. 8266 Dr. A Santos Avenue Paranaque,Metro Manila fe!.827122118271222

Baslc ManagementProgram (July) Abrehem, Grbrlcl llollne BMP'75 Sr. Manager, togistic/Prop. Management Phil. Commercial InternationalBank PCIB Building, Makati Avenue Makati, Metro Manila Tel. 8171021/875375 Agbunag, Rlcerdo Jr. C. BMP'75 FlealEstato Manager, Logal Dept. Philippine National Railwap Tutuban Terminal 943 Claro M. Reclo, Manila Tel.27356 7 Aldc, Alfonro Orclleno BMP'75 23 Libis Espina Streot Caloocan City, tvletroManila Te|.233314 Arlnal, Bcnlcmln Lhranag BMP'75 Div. Maneger Land Technical Sorvices Maintenance First Philippino Industrial Corporation 8th Floor. Producers Bank Center 8737 Pas€o de Roxas, Makati, M.M. Tel. 81854O6/81&4486 Arrlclvlie, Jo.o G. BMP'75 Manager, Technical Servicos Atlantic Gulf & Pacific Co. of Manila, Inc. 2nd corner Tacoma Streots Port Area, Manila Te|.471951-58 Ay'ton., Flo?.ntc llerlallrrc BllP'75 Sales Manager, Telecommunication System PhilipsIndustrialDevelopment,Inc. 2246 Pasong Tamo Extension Makati, lvl€tro Manila Te|.8010161 Brgla., Melvyn R. BMP'75 Manager CardinalIndustries,lnc. #1 Juno Street cor. Makati Avenue Makati, Metro Manila To1.8178862 Brqulren, Serglo Aranlego BMP '75 Presidentand General Manager l.lewgroup Industrial Sales Corporation Room 810, Oriigas Building Ortigas Avenue, Pasig, It €tro Manila Tel. @34311/6732024 Bcrcrdcr, Rcn.to Blgcer BMP'75 Chairman & General Manager llocandia lnd'|. Products Marketing, Inc. € Scout Rallos Street, Dliman Quezon City, iletro Manila Tol. 995522/981078

Wong Fook Nycn, Hcnry MDP'75 Marketing Dirsctor Weslil AustraliaPty. Ltd. Units 4/5 30 PrindivilleDrive Wangara Trade Center, Wanneroo Arstralia Te|.4O98950

Cebureo, Hlpoltlo Jr. llaneleng BMP'75 22 San Juan, l(apitolyo Pasic, l\,/btroManila fe!.679792

Wong Soh Har llDP 75 22 Jalan SS2/47 47300 Petaling Jaya, Selangor Malaysia

Celagdey, Rodolfo Crmarlorr BMP'75 3135 KansasAvonue South Gate, California 90280 U.S.A

arluctr, Vlrglllo Ertcvr MDP'75 Mcc President,Coatings Div. Pacific Products, Inc. 6th Floor, Insular Life Edg. Ayala Avenue, Makati, iretro Manila Tel.817'm6S72

Geruncho, Emlllano lll R BMP'75 Propriotor Mr. Quickic Mariposa Lodge, Canley Road Pasig, i/btro Manila Tel.6733895

52 THEASIANMANAGERo JUNE1989

D,cLeon, Orcer Jr. Dlaz BMP'75 Vice PresidenVGeneralManager De Leon lmport and Export Oompany, Ltd. Odelco Bldg., 128 lGlayaan Avenue Dliman, QuezonCity, Metro Manila Tel. 9214588/9229603 Dc Vere, Alelandro Callanta BMP '75 Deceased Dellzo, Urclslo del Rocarlo BMP '75 Deceased Dungan, Rodolfo Suguhan BMP'75 3875 San Matias Street San Antonio Valley X, Paranaque,M.M. fol.82717U Fcna1 Pablo Q. BMP'75 BarretoCompound, Bukal Calamba,Laguna

llcndoza, Romco Saldarol BMP'75 Financial Officer/Ac,tingCorporate Seoetary Pacific Equipment Corporation 2430 Macopa Street, DasmarinasVillage Makati, Metro Manila Tal.81747421859$5 Itlcrcado, Juanlto M. BMP'75 Div. Manager,AdministrativeServices Benguet Corporation P.O. Box 100 Baguio City, Benguet Tel.4424852

Tlong3on, Cl*ar Nlcolar BMP'75 Production Manager W.R.Grace (Phils.),Inc. SilanganCanlubangIndustrialPark Calamba,taguna fel7343

Mora, Lconardo Dacuycuy BMP'75 Manager, ProjectAdministrativo ManilaElectricCompany Lopez Building,OrtigasAvenue Pasig,Metro Manila Tel.7219777

Wong Koon Yrn BMP'75 10 Jalan Pasar Batu Gajah, Perak Malaysia

Grddl, Rogello tlamgon BMP'75 Asst. Budget Division Senate,Republicol the Philippines FinanceBuilding,T.M. KalawStreet Ermita,Manila Gayla, Lope Ambrosio BMP '75 Vice PresidenVGeneralManager Benguet Corporation MasinlocChromiteOperations 12 San MiguelAvenue,Mandaluyong,M.M. Te|.7216801

Oliveros, Fulgenclo Carlgma BMP'75 General Manager/O,vner Denmar 241 KawilihanCompound,Shaw Blvd. Mandaluyong,MetroManila Te!.792726

Goklm, Manuel C€on BMP'75 Exec.Mce PresidenVGeneral Manager PilhinoSalesCorporation 76 EDSAcor. Madison Street Mandaluyong,Metro Manila Tel.774222

Ongslapco, Lulr Macaeo BMP'75 President UGPBFoundation,Inc. UCPBBuilding,MakatiAvenue Makati,Meko Manila Tel. 8188361/81 53939

Gugrrcro, Rolando Obeum BMP'75 GeneralManager Cebu Premier Gas Corporation Mandaue City Oebu Te|.81538 Lecaror, Joec Jr. Arana BMP '75 GeneralManager Koppel,Inc. Km 16, SeverinaDiamondSubd. SouthSuperhighway,Paranaque,M.M. Tel.8274941-47

Pangllinan,Honorlo FernandezBMP'75 Group Manager BenguetManagementCorporation 12 San MiguelAvenue Mandaluyong,Metro Manila Tel. 7216801 Pe, DamianUm BMP'75 SalesManager,ChemicalDivision BayerPhilippines,Inc. Ortigas Avenuecor. RooseveltStreet San Juan, MetroManila Tel.7216011

Luang, Eduardo label BMP'75 Asst.Mce President,Branches Dv. RepublicPlantersBank 2nd Floor, Logaspi Towers 300 Roxas Blvd., Pasay City, Metro Manila Tel. 5216122/582936

Perez,Gonzalo S. BMP'75 Director,Technical Services Asian Instituteof Managoment 123 Paseode Roxas Makati,Metro Manild Tol.874011-19

Mallcrl, Amable Sioeon BMP'75 1 Magsaysaycor. QuirinoSts. Life Homes Subd., Pasig,M.M.

Reyca, Nsrto. Enrlquez.BMP'75 No. 19 Firefly Streei ValleVerdeVl, Pasig,M.M. Tel.673O54O

Marr, Jorc Danle P.ngan BMP'75 Mce PresidenVGeneralManager De Leon lmport & Export Co., Ltd. Odelco Bldg., 128 KalayaanAve. Diliman,QuezonCity Metro Manila Tel. 9214588/9229603 Mrrfll, Wlnnlc Tongron BMP'75 EquipmentSuperintendent M/S Alsuwaidi Company P.O.Box 12.CRT7 Rdhima Flastanura,Pharan SaudiArabia Tel.6672805 Martlllo, Jovenclo dc Paz BMP'75 113 Sunbirdcor. Maya-MayaSts. Mctoria Valley,Antipolo, Rizal Tel.665O5O1

Ng, Conchhe C. BMP'75 Equidata(Phils.) M.C.C.P.O.Box 766 Makati,Metro Manila Tel.5211561

Robles,Joro Alvaran BMP'75 Orvner Rommel'sAgro-vetTrading BarangayTangos Baliuag,Bulacan RonqullloDc Vcyrr, Emerlta BMP '75 Director,Alumni Flelations Asian lnstitute of Management 123 Paseode Roxas Makati, lvbtro Manila Tel.874011-19 Sandlco, Frenclrco A. BMP'75 Manager,SalesElivision FGU InsuranceCorporation 6th Floor, Insular Life Building AyalaAvenue,Makati,Metro Manila Tel.81709711817?652

Tan Sec Klan, Erlc BMP'75 Managing Director MHH Enterprise(M) Sdn. Bhd. 16A PersiaraanTaaba Taman Tun Dr. lsmail,6O000KualaLumpur Malaysia Tel.7173ei:31n197192

lVong Yu BMP'75 ManagingDirector Union HarvestSdn. Bhd. 2nd Floor,BangunanJurukur,6466 Jln. 5214,46710 PetalingJaya, Selangor Malaysia f el7572A)7n672630

BaslcManagement Program (November) Cagud, Josc Candldlcr 8MP '75 Deceased Callao, Orlando Tanalgo BMP'75 AssistantController Standard(Phils.)Fruit Corporation LadislawaMllage,Buhangin Davao City, Davao del Sur Tel.78r',41-45 Canlara, Fldenclo T. BMP '75 ExecutiveAssistant Lopez Sugar CorporAtion sth Floor,Uberty Building Pasay Road, Makati, Metro Manila Tel. 87297181A3306 Carplo, Hcrnando P, 8MP'75 Deceased Chlen Chcn Chcng, Tony BMP'75 Special Asst. to the President Chung Hua PictureTubes Ltd. 1127,Hogin Rd., DananVillage PadehHsiang,Taoyuan Taiwan Tel.033€15151 Coronl, Jocc Domlnguez BMP'75 117 N. ArmstrongAve.,MoonwalkSubd. ll Paranaque,Metro Manila fel.8273172 Cortcz, Robcrto Cr3tro 8MP'75 Fleg.Sales Coordinator, North Luzon Insular Life AssuranceCo., Ltd. Ayala Avenue Makati, Metro Manila Tel.8173051Local 194 Cruz, Domlnador Moralcr BMP'75 Presidont Stracons, Inc. Room 3)3, HanstonBuilding EmeraldAw., Ortigas Commercial Complex Pasig,M.M. Tol. 673635ti!

THE ASIAN MANAGERo JUNE 1989 53

Ile Torrer, Edgardo Jecur BMP '75 PurchasingManager RictorEngineering 9@ San Clemente Street Mandaluyong, ir€iro Manila Te|.793561 llocdocll, larry Zryar 8ilP '75 J & L Trading 42 Dr. Montalvan Stroet Cagayan de oro City, Misamis Oriental Tel.2$7

|..al,John Y. BMP'75 PresidenUGeneralManager Metro Construction,Inc. 747 hroJa Boulevard Quezon City, illetro Manila fe172127#'

Pcralta, Claro Jr. Tamayo BMP '75 General Manager Lawin Security Service, Inc. lGB New York Street, Cubao Quezon CiV; filetro Manila Tel.9962O{

Lalap, Tcrcdte Rezon BMP '75 Chief, MIS Division ' NationalAgricultural FisheryCouncil DA Bldg., Elliptical Road Dliman, QuezonCity Tel. 988614/998741

Ps3tano, lledrdo Lcgacpl BMP'75 457 Malaya Strset Mandaluyong,Metro Manila

Edano, Tlburclo Jr. Abrlgo BMP'75 Senior Partner Edano, Leynes & FarralesLaw Offics lba Zambales Tel.623|

lrnrl-Cohon, Maillyn BMP'75 3559 Dango Stre€t, Palanan Makati.MetroManila' Tel.8338948

Erplrllu, Benlamln lgnaclo BMP'75 Rural Bank of Calapan Galapan, Mindoro Oiental Te|.709518(Mla.)

Lederma, Edgardo G. BMP'75 PresidenVconeial Manager PrudentialInterTradePhilippines 10SA BF CondominiumBuilding A. Soriano Street, Intramuros,Manila Tsl. 408801/408702

Federa, Justlno lsmael BltlP'75 Projecl Manager Stracons,Inc. Room 303 HanstonBuilding EmeraldA\re.,OrtigasCommercialComplex Pasig,M.M. Te|.6736353 Fctmln, Joeefina Tamayo BMP'75 Asst. Director,Administration PhilippineGeneralHospital Tatt Avenue, Ermita Manila Tel.593445 Goco, Leodegarlo Jr. T. BMP '75 Genetal Manager C.S. SantiagoConstruction Delta Sales Building, West Avenue Qr.rezonCity, Metro Manila Tal.92222451997954 Gomez, Juan Jr. Francirco BMP'75 Mce President,Production JR Garments Corporation #13 WilliamsStreet Mandaluyong,Metro Manila Tel. 701176 Goarm, Antonlo A. BMP'75 45 Main Avenue, Merville Park Subd. Paranaque,Metro Manila Te|.8286s69 Hcrnandez, Hermlnlo Cruz BllP'75 General Manager San Donisio Credit Cooporative, lnc. San Donisio Paranaque,Metro Manila fel.82714161828672f, Jembaloe, Bcrnardo lll Nl€yr BMP'75 Industrial FlolationsManager, Personnel PhilippineRefiningCompany 1351U"N.Avenue' Manila Te|.5213951loc.348 Klng, Grtherlnc B. BMP'75 Corporato Secretary Belman taboralories, Inc. 78 Cordillera Street ChlezonCity, Metro Manila Tel.71fr2o117114394 Klng, Dallon Buen BMP'75 General Manager/Prosident Belman Laboratorios,Inc. 78 CordilleraStreet' Qtrezon Clity,iletro Manila f el.71nn1n 114394

Luclano, Andrer Ine3 BMP'75 Finance Direc-tor.Administration Inter-Technical Phil.Flesources. lnc. Room 236, Asian Plaza I Bldg. TordesillasStreet,Makati,Metro Manila Te|.8152436 Lulr, Vlrglnla Sagulgutt BMP'75 Manager PCARRFoundation,Inc. PCARRDHeadquarters Los Banos, Laguna Te|.5001$21 Lule-Balleeleroc,Vlrglnla BMP'75 Asst. Direcior.AIPPEO .PresidentialManagement Staff 9th Floor,PMS Building Arlegui Street, San Miguel, Manila fa!.741U97n4166472 Macll-lng,Lcto F. BMP'75 Deceased .Magtlbay, Homobono Ninon BMP'75 EquipmentManager DMC Construction Equipment Flesources, lnc.. lmeldaAvenui Cainta, Rizal Tel. 6650289/6652527 U.ngonon, Jo.c Jr. Rcycr BllP'75 z M. Roxas Strest Baguio City, Benguet. llaram.g, Romulo Romoro BtrlP'75 .445 East 68th Stroei; #4-D llew York, New York 1002:

u.s.A.

llarqucz, Clrllo Tueron BMP'75 Production Division Head UnionAinomoto, Inc. Bo. Ugong Pasig, Metro Manila Te|.6731151-3{ Morelcl, Ratrcl Vcnzon BMP'75 ExecutivaMcs President ItlcMasisr Resources, lnc. Suite'3,1-AColumbia Complex Nayong Pilipino, Pasay Oty, M.M. Te|.8313869 Pendlan r/o Kollplll.y BtlP'75 t,lo.6, Road 1214C Petaling Jaya, Selangor Mdaysia

54 THEASIANMANAGERo JUNE1989

Polon, Gllborto Valenarel. BIIIP'75 470 Fraternidad,Tabulo Naga City, Camarines Sur Preead, Regml Ralna BMP'75 Administrative Officer Nepal Transport Company, Sajha Yatayat Pulcho Lalitpur l{epal Tel.521@l Rafael, Erneito Z BMP'75 Director,Accounting Tupperware-Dart Phils.,Inc. 12th Floor,Allied CenterBldg. Ayala Avenue, Makati, Metro Manila Tel.815961e25 Fondaln, Martln Torrer BMP'75 PersonnelSupervisor,Administration Armco Marstsel C,orporation 2nd Floor,Alpap Building Alfaro Street, Makati, Metro Manila T o l .8 1 8 1 3 1 1 Sleon, Rolando P. BMP'75 Controller/y'icePresident FilipinasUfe AssuranceCompany 6786 Ayala Avenue Makati, Metro Manila Tel.8160511/8103167 Udaye, Kumrr Sharme BMP'75 Director,Financeand Admin. Nepal ElectricityAuthority Darbar Marg lGthmandu Nepal Tel.2-'t28151211863 Vlnoya, Hcrlbcrto tlclr Vege BMP'75 FlegionalLand Officer, Begion 3 Bureau of Lands Cleoler'sBuilding San Fernando Pampanga Tel.613679 Ypllan, Arrnlo Dlzon BMP'75 COA Staff Officer l, Admin Commission on Ardit Luna Stroet cor. Quirino Avenue Davao City, Davao del Sur Tel.6zlo66

BaslcManagementProgram (Marketlng) Allr bln Omer BMP-ltlhg.'75 CreneralManager Kolantan Baja Corporation Sdn. Bhd. Jalan Maju, Kota Bharu Kolantan Malaysia Tel.@-742321 Aqulno, Bcnlemln Fronde BMP-Mklg.'75 Sales Manager, Mindanao Jardine Davies,Inc. Km.8, Sasa Davao City, Davao del Sur Te|.64571

Earcelo, Anlonlo T. BMP-Mktg. '75 33 South Gliebe Fload #421 Arlington, Vrginia 22204

u.s.A.

Borres, Sandy Fargas BMP-Mhg.'75 Mce President,Operations Tandem ConstructionMarketingCorp. #4 llang-llangStreet,Cubao QuezonCity, Metro Manila Te!.7212ffi17212ffi7 Buenaseda,Antonio T. BMP-Mkrg.'75 TechnicalServicesManager FullerO'BrienPaintCo., Inc. FlelianceStreet Mandaluyong,Metro Manila Te|.795179 Caceres, lke Hinlo BMP-Mkrg.'75 Asst.Mce President,GABD/FMD FGU lnsuranceCorporation 7th Floor,InsularUfe Bldg AyalaAvenue,Makati,Metro Manila Tel.8170971/818109O Castro, Jimmy Perez BMP-Mktg.'75 MarketManager Kraft Foods Ltd./AsiaPacific Export ,lOOSt. Kilda Fbad 10F Melbourne300[, Mctoria Australia Tel. 6475656 Fong, Romeo David BMP-Mhg.'75 Asst.GeneralManager MarinaSales.Inc. Fleliancecorner BrixtonSts. Pasig,Metro Manila Tel.6731628 Garcla, Connie Guanzon BMP-Mktg.'75 Vice President,Sales& Promotion Oro Laboratories 370 QuezonAvenue QuezonCity, Metro Manila Te|.7123556 lanipa, Eduardo cuazon BMP-Mktg.'75 President Astral Port Handlers Corporation Port Area SurigaoCity, Surigaodel Norte Tel.684

Um, Jeannie BMP-Mktg.'75 Arab-Malaysian FinanceBerhad lOth Floor,BangunanArab- Malaysian Jalan RajaChulan,5O200KualaLumpur Malaysia Tel.03-2382100 Magsayeay,J. Gll Pulldo BMP-Mktg. '75 President MadisonTradingCorporation 5 MadisonStreet,New Manila QuezonCity, Metro Manila Tel.7O17O7 n211399 Prlmavera,Nelson Givera BMP-Mklg, '75 Manager,Photofinishing& ConsumerServ. Kodak PhilippinesUmited 2247 PasongTamo Makati,Metro Manila Te|.8158851 Qulrino, Carlog Jr. G. BMP-Mkrg.'75 FirstMce President/Sr. Trust Officer EbstonBank ot the Philippines Boston Bank Center,6764 Ayala Avenue Makati,Metro Manila Tel. 8100663/8174906 Quieumbing,Llb Barlobme BMP-Mklg.?5 President NorkisTradingCompany,Inc. 11 Libertadcor. CalbayogSts. Mandaluyong,Metro Manila Te|.780051-55 Reyes, Eduardo M. BMP-Mktg.'75 SalesManager,Cement JardineDavies,Inc. 222 *n. Gil J. PuyatAvenue Makati.Metro Manila Tel, 8158881

Vhal, Mayorico T. BMP-Mklg. '75 Deceased Zapanta, Toofflo Jr. Quimsing BMPMhg.'7s Salesand MarketingManager PascualLaboratories,Inc. 817 EDSA,SouthTriangle Diliman,QuezonCity, Metro Manila T e l .9 5 1 9 11 - 1 5 Zaragosa, Viconte Rosello BMP-Mktg. '75 3826 Peakwood, Sta. Ana California92707 U.S.A.

Alr TransportCourse Dlaz, Rlcardo C. ATC'75 Chief, PlanningService/Communications Dept.of Transportation& Communications 2nd Floor,PhilcomcentBldg. OrtigasAvenue,Pasig,Metro Manila Tel.7213781-89 Dumlao, Leticla B. ATC'75 InternationalAviationOfficer Civil AeronauticsBoard 7th Floor,PPL Building 1000U.N.Avenue,Ermita,Manila Tel. 582605 Hannen, James E. ATC '75 Director,MindanaoArea PhilippineAirlines,lnc. Davao City Davaodel Sur Te!.76272104..89

Sunlco, Rafael R. BMP-Mklg.'75 117 C.LopeK. SantosAvenue San Juan, Metro Manila Te|.704996

Lee Fal-Chung, Tlmothy ATC '75 PersonnelPlanningManager MalaysianAirlineSystem 33/F, BangunanMAS,Jalan Sultanlsmail 50250KualaLumour Malaysia

Tirol, Roberlo Lorca BMP-Mktg.'75 GeneralManager SocorroPharmaceuticals 831 EDSAcor. ScoutAlbano Street QuezonCity, MetroManila Tel. 987460/983907 Tolentino, Enrique M. BMP-Mhg. '75 Asst. Vice PresidenVAreaHead Cib rust BankingCorporation LopezJaenacor, FlegidonSts. San PabloCity, Laguna fel.n22ln44

Villareal,Joel ATC'75 Duty Manager,Cargo Sales& Services PhilippineAirlines,Inc. San FranciscoInt'l.Airport San Francisco,CA94128 U.S.A.

CareerMarwgunent and CareerRelntioru

AIMUpdate a l d e v e l o p m e n ct o u n s e l l i n gf o r T. Arroyo (Susie; is the exemployees. lesusa tfecutive director for Career Her corporateexperience includes Management andAlumni Relations eight yearsof management responat the Asian Instituteof Manage- sibilitymainlyin the areasof human ment.A psychologist by training, r e s o u r c ed e v e l o p n e n ta n d a d sheprovidescareercounsellingand ministration.In addition,shehas job placementassistance to studcnts servedaslecturerand facilitatorfor andalumni,aswcll asorganizal.ion- coursesand programsin industrial

psycholbgyand human resource managementin major universities and corporatetrainingprograms. Ms. Arroyo is a doctoralcandidate ar rhe universityof the Philippines. Her areasof specializationare social/organizationaland personality psychology.

THE ASIANMANAGERo JUNE 1989 55

MCC P.O. 8ox 898 Makati, Metro Manila,Philippines