BusinessMirror June 15, 2015

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BusinessMirror

THREETIME ROTARY CLUB OF MANILA JOURNALISM AWARDEE 2006, 2010, 2012

U.N. MEDIA AWARD 2008

A broader look at today’s business Saturday 18,June 201415, Vol.2015 10 No. 40 Monday, Vol. 10 No. 249

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COMMITTEE ON TRANSPORTATION WANTS DOTC, LTFRB TO STOP OPERATION OF TNVS, TNCs

House panel: Uber, GrabCar colorum ASEAN SINGLE AVIATION MARKET T Life B J M N.  C

INSIDE

HE House Committee on Transportation’s technical working group (TWG) has recommended the suspension of the operation of the Transportation Network Vehicles Services (TNVS) and transportation network companies (TNCs), such as Uber and GrabCar.

OF PARISIAN CHEEK

Life is but a call

ALL ACCESS: ONE BIG STEP TO FOREVER »D2

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EAR Lord, life is so full of success and defeat. Often, we struggle doubly and tempted to quit. Yet, when all things crumble at our feet, then we realize that it is You we all need. Success, after all, is not our life’s goal, for in this passing world, life is but a call. It is for us to be ever faithful to You, as You bless and forgive us all. Amen.

WORD AND LIFE, FR. VIC CERVANIA, VANIA, SDB AND LOUIE M. LACSON V Word&Life Publications • teacherlouie1965@yahoo.com

BusinessMirror

Editor: Gerard S. Ramos • lifestylebusinessmirror@gmail.com

Monday, June 15, 2015 D1

Of Parisian cheek

FRANCK MESNEL, the founder and chairman of the board of Eden Park Paris

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DEN Park Paris, with its ubiquitous pink bow tie, is a clothing brand that is relatively unknown in the Philippines. It was launched in 1987 in France by five rugby players and was named after the Auckland, New Zealand, stadium where the first rugby union World Cup was held. New Zealand defeated France, 29-9. So, I asked Franck Mesnel, the founder and chairman of the board who was recently in town to open the 99-square-meter Eden Park store at the Central Square, Bonifacio Global City: Why name your brand after a venue where you lost the final game? “When talking about rugby, it’s really

THE 99-square-meter Eden Park store at the Central Square, Bonifacio Global City in a blazer with a scarf strewn nonchalantly around his neck. “It’s the French way. You know, when you’re waiting for a French guy and he’s not in the place where you are meeting him, he’s always in another place. This is typically French, and I think we’re sharing that with Filipinos. We share the same sense of humor. And, may I say, we’re not too far in terms of culture?” The French gentleman continued: “I must be more French than I am. I’m in this casual world which is not haute couture. Haute couture is clear, especially for a woman. France means Paris-haute couture-woman. Paris doesn’t mean haute couture-men. It’s more Italy. So for me, I have to tell people that we are French, and I’m going to explain that through my garments and I’m playing a lot on the DNA of rugby, but not a lot because the items must be elegant before being rugby.” The gold medal success of the Philippine Rugby Team in the Sotheast Asian Games notwithstanding, the country doesn’t have a strong rugby tradition. That said, how optimistic is he about his brand’s prospects in the country? “It’s not so strong, but the Sevens is

about the All Blacks [New Zealand national rugby union team]. Even losing the game, it’s still a huge souvenir for me. It was a good way, as well, you know, four letters in Eden and Park, and I just have to put the bow tie in the middle. It looks very well like Hugo Boss,” he explained, with a chuckle. Having played for France 56 times in a nine-year international career, Mesnel and his teammates are all too familiar about rugby jerseys, making collections of the right quality, stitching and weight. Since their mascot was the Pink Panther, pink became the color for their bow-tie logo. He and his colleagues realized they had hit upon what they wanted to do with their new bow-tied fame. “We made the jerseys of just the right quality, stitching and weight—340 grams, I remember,” he said. “Our mascot was the Pink Panther, so we chose this pink color for our bow-tie logo.” “I’m happy to be able to talk about the true stories, people need this not just for marketing. I’m personally crazy about quality. Then when you have your quality, when you have your brand, it’s important to share your philosophy because this bow tie means something,” said Mesnel, so chic

coming. The Sevens is taking off. It’s a different kind of rugby, but it is extremely famous in Asia, like the Hong Kong Sevens and I’ve already seen the Philippines [the Volcanoes, as the national team is also called] in this tournament,” Mesnel explained. “So, it doesn’t matter. What is important is to link rugby, which for me is crucial, which is education. I’m a little bit disappointed by adults. So waiting for adults to be more mature, I have this obsession to give knowledge to the kids, to let them be able to get the right choice.” After his rugby days, Mesnel studied architecture at the Beaux Arts. “It is not so far from fashion, talking about colors, about graphics. So it wasn’t hard for me at the beginning to input my designs. It was more

difficult for me to discover what was textile and understanding the way to do it. But for the design, I wouldn’t say that I was comfortable, but we had a design team from outside to build the first collection,” Mesnel revealed. As he tells Together magazine, there isn’t much difference between sports and fashion: “There are many similarities between rugby and business— you need motivation in both. I have to be under pressure in my business life; I am built like that, and sport gave me that feeling. Even back then, I [and quite a few other rugby players] were quite fashion-conscious. I was always conscious of my appearance and so, for me, the link between the rough world of my sport and fashion was not as distant as you might think. I love color and design and wanted to do something that involved this.”

TOKIDOKI’S SUMMER TOUR

TOKIDOKI sneakers by Asics

TOKIDOKI’S black and white shirt with Karl Lagerfeld’s image

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ALLGOERS had the rare opportunity to meet Simone Legno, founder and creative director of the young and fun global lifestyle brand Tokidoki, during the recent launch of “Tokidoki in the City” at SM Aura Premier. Tokidoki, which translates as “sometimes” in Japanese, is the vision of Italian artist Legno and his partners that has amassed a cult-like following for its larger-than-life characters since it was launched in 2005. Now a sought-after global lifestyle brand, this innovative company is known, not only for its eye-popping aesthetic and criminally cute characters, but also its collaborations with premium brands. These include Karl Lagerfeld, LeSportsac, Onitsuka Tiger, Marvel, New Era, Hello Kitty, Fujitsu, Levi’s, Smashbox cosmetics, Xbox, T-mobile, Fornarina, Skullcandy and Medicom Toy.

During the event, avid Tokidoki collectors brought their most prized collection to be signed and sketched by Legno himself. Among these were Tim Yap, fashion stylist Cat Arambulo-Antonio and JM Rodriguez. Legno also graciously treated his fans to a live art painting session where he had personalized character drawing and a photo-op. The Tokidoki exhibit showcases of the brand’s most exclusive and collectible items of the brand, like the limited-edition Karl Lagerfeld x, The Tokidoki doll, Tokidoki Sneakers by Asic, LeSportssac bags and the Tokidoki pouches. After SM Aura and a stop at SM Megamall, Tokidoki now transforms SM Southmall into a delightful gallery with larger-than-life installations of Tokidoki characters Adios, Kaiju, Cactus Friend, Ciao Ciao and Unicorno, White Tiger and Cactus

LIFE

TOKIDOKI creator and founder Simone Legno (right) with SM SVP for Operations Steven Tan Friend, along with a showcase of some Tokidoki collectible items. Shoppers may also have their photos taken at the lineup of Tokidoki art panels at the exhibit, which is ongoing until June 21. Its next stop will be SM Mall of Asia from June 24 to 30.

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ROBOT JOBS BusinessMirror

www.businessmirror.com.ph

Monday, June 15, 2015 E 1

WE SHOULD WANT ROBOT ROBOTS

A tournament pits strategists against each other

TO TAKE AKE SOME JOBS I T

According to Ray Kurzweil, Elon Musk and others, once artificially intelligent machines are able to design other machines, humans will become an endangered species. We appear to be subscribing to the narrow view that crowds man and machine onto the same tasks. But there is an alternative view. While in the minority, arguments exist for a symbiotic man-machine future. They celebrate that which is uniquely human—meaning and creativity—and which, in my opinion, should be the primary business of humans in the first place. In a recent TechCrunch article, David Nordfors distinguishes between a task- and human-centered economy. In the task-centered economy, humans have no value beyond the tasks they perform. Consequently, they are indistinguishable from machines and will be replaced by them. In the humancentered economy, machines liberate humans from predefined tasks with prestated outcomes. This allows them to exercise the value that emerges from collaborating with other humans on open-ended, creativeendeavors.In Reinventing the Sacred, Stuart Kauff-

man points out that higher-order human mental processes are beyond algorithms. He eloquently describes how machine algorithms can only solve problems bounded by prestated assumptions. Why do I subscribe to their vivi sions? Because, as a consultant, I constantly see how the task econoecono my dehumanizes people into gloriglori fied algorithm machines. Most of my clients have forgotten how to solve problems that aren’t tamable by algorithms. In the 21st century, creating meaning and innovatinnovat ing will be democratized through technology. We are on the verge of forever eliminating the last form of human slavery: meaningless, dehudehu manizing, algorithmic work. Any task that has an outcome that can be prestated or even guessed, should eventually be performed by a machine. Humans should be left to deal with open-ended endeavors that generate new organic value. As Peter Drucker surmised, effectiveeffective ness should be a human pursuit, while efficiency should be delegated to machines. Liviu Nedelescu is the founder and CEO of Avansys Solutions.

HOW PINTEREST’S BUY BUTTONS CAN CHANGE ECOMMERCE A S

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ILL buyable pins turn Pinterest into the Web’s new shopping mecca? That’s the question marketing and e-commerce professionals need to answer now that Pinterest has announced it will soon offer “buy” buttons to let users buy products directly within its app. And while there are plenty of reasons to think that buyable pins could turn the platform into an e-commerce powerhouse, it stands a greater chance of succeeding if it adapts key features offered by other online retailers to the Pinterest community’s unique habits. What will Pinterest get out of my spending the entire weekend online shopping for dresses? Well, it won’t take a direct cut; for now all the revenue earned through buyable pins will go straight to retailers—though Pinterest will make money by charging companies to promote their pins. An the platform stands to win big by plugging what is currently a major hole in its user experience: For all the time for all the time that shoppers spend curating potential purchases on Pinterest, we have to go elsewhere to take out our credit cards. By making it easier for shoppers to buy directly from Pinterest, brands may shift some

offline shopping back online, which would allow Pinterest to establish more clearly the return on investment of promoted pins. One of the platform’s unique strengths is the power of curacura tion: Forty-three percent of Pinterest purchasers said that the platform inin fluenced their purchase by providing product reviews, usually from other users. An affiliate program, for example, would allow dedicated tastemakers to earn some portion of the revenue of any item purchased through a buyable pin on their boards. This would encourage curators to prioritize buyable pins— which gives retailers a reason for paying to promote their pins. Facebook, Twitter and Instagram have already created their own “buy” tools, blurring the line between social networks and e-commerce sites. What will make on-site purchasing work— particularly for Pinterest—is treating instant purchase as an extra feature in the content, rather than as a reason for putting it in front of them. Well-handled, a purchase feature means that the stuff our friends or favorite style-setters share is easier for us to buy. Handled badly, it turns our social relationships into just another shopping mall.

B M C

T is hard to study competitive strategy. As a result, we don’t know much about what actually works. There’s plenty of evidence about what’s profitable to have. For example, The PIMS Program, an observational study on thousands of businesses, showed that it’s profitable to have low investment intensity, high market share and positive differentiation. But there’s much less evidence about how businesses can getwhat’s profitable to have. That takes strategy. If we can’t experiment on real-life strategists running real-life businesses, how about if we experiment on real-life strategists running simulated businesses? I’ve conducted the Top Pricer Tournament for several years. Over 650 people—managers, consultants, academics and students from the US and elsewhere—have entered. So far, no human has found the best possible tournament strategies. The computer running the tournament has found them. Its solutions made slap-my-forehead sense. The tournament is based on three fictitious industries: Ailing, Fast Growth and Mature. Each industry has three competitors that start out identical in every way. The time horizon is three years and entrants devise strategies that make quarterly moves. Price is the only lever entrants can pull. The tournament analyzes over 139 million simulations per industry. The number of possible outcomes in each industry is more than 3 billion. Here’s what I’ve observed from the data: n People selected different strategies in the three industries. Only 11 people out of 653 used the same strategy in all three, and only 35 used the same strategy in two. n People specified their goals— profitability, market share or a combination—differently in the three industries. Market share was heavily favored in Fast Growth, and profitability in the others. That matches conventional wisdom. n Some people selected their strategies saying they wanted to achieve high profits without regard to market share. Others adopted precisely the same strategies saying they wanted to achieve high market share without regard to profits. That suggests people find it hard to predict a strategy’s outcome. n The range of outcomes that their strategies produce is very wide, which suggests that people find it hard to tell the difference between a good strategy and a bad one. Until we know what works—or are more skilled at letting computers test strategies for us—human strategists must continue to guess and gamble with competitive strategy. No computer will find a (legal) strategy guaranteed to work. But it takes only a few percentage points to separate the casino from the gambler.

B L N

HE latest witch hunt is under way and gaining momentum. The witches are the rapid innovation in robotics and computing, slated to replace humans in performing increasingly sophisticated tasks and thus, to displace jobs across the employment spectrum. The dominant dismal view is that rapid technological innovation has been gobbling up jobs faster than it is creating them.

Mark Chussil is the founder and CEO of Advanced Competitive Strategies Inc.

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T seems like every company is trying to tap into the millennial market. And for good reason: This year Pew predicts that millennials will overtake the baby boomers in number, with around 75 million people in the US under 34. And they are reaching the age of independent consumption, starting to have children and becoming a presence in the work force. So when research comes out showing that millennials behave differently from the rest of the population, it’s no surprise that everyone’s ears perk up. A recent Gallup survey, showed that 44 percent of US millennials believe firms will keep

their personal data private all or most of the time, compared to 32 percent of Gen X and baby boomers. Does this mean that millennials are willing to share more of their personal data in exchange for your services? Should you design your products and services with this in mind? In our view, such thinking is misguided. Designing for generational cohorts brings little value because so little unites them other than perhaps life stage. And when companies do attempt to place a generational lens on a product or service, we find that the outcomes are either meaningless or potentially damaging. A better approach is to design for archetypes representative of certain attitudinal and behavioral traits, and

then combine these with social, market and emerging technology trends—all things that transcend age or generation.This allows you to create solutions that resonate with a larger group of people. We find it hard to identify one emotional or functional aspiration—such as the desire for adventure or wellpriced goods—that is exclusive to one generation. We may look to particular age groups to inspire our thinking about specific attitudes, beliefs and marketplace behaviors, but we quickly expand this view to include a broader emotional and behavioral appeal. For example, a financial services firm recently asked us to redesign their tablet experience to attract a segment of wealthy, generally more elderly cus-

tomers. But our design research showed that the people who wanted to interact with the bank via a tablet were technologically savvy and financially literate, an attitudinal group spread across age and wealth. What started as a simple app project turned into a companywide rethinking of how they should interact with their customers. This is how product design should work. Meeting the functional and emotional needs of a group of people is much more likely to generate transformative results than targeting a generational cohort with tenuous links.

MONDAY MORNING

Alexandra Samuel is an expert in online engagement and the author of Work Smarter

Timothy Morey is the vice president of innovation strategy at frog, a global product strategy and design firm. Allison Schoop is an associate strategy director at frog.

© 2013 Harvard Business School Publishing Corp. (Distributed by The New York Times Syndicate)

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CLINTON PROMISE Perspective BusinessMirror

E4 Monday, June 15, 2015

Clinton calling for new era of shared economic prosperity

DEMOCRATIC presidential candidate, former Secretary of State Hillary Rodham Clinton acknowledges supporters as her husband, former President Bill Clinton (center right), their daughter Chelsea Clinton (center left), and her husband Marc Mezvinsky watch after a speech on Saturday on Roosevelt Island in New York. AP/JULIO CORTEZ

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B L L | The Associated Press

ILLARY RODHAM CLINTON formally opened her presidential bid with a deeply personal address that promised thousands of supporters gathered at a rally in New York City that she would champion “an economy for everyday Americans.”

Hillary’s unfavorable score ticks up Favorable

Unfavorable

59%

AP/FRANK FRANKLIN II

The former first lady, secretary of state and favored candidate for the Democratic presidential nomination offered a fullthroated embrace of the populist rhetoric backed by the party’s progressive wing, cit-

No opinion

50%

37%

50% 46%

4% March 2014

CHELSEA (center) hugs Hillary, as Bill watches them on Saturday on Roosevelt Island in New York.

on Saturday. Speaking on Roosevelt Island on Saturday, Clinton described her broad vision for her second presidential campaign—with a platform designed to appeal to the coalition of young and minority voters that twice boosted Obama to 39% victory. “Prosperity can’t be just for CEOs and hedge11% fund managers,” she said. 4% “You brought our country back, now it’s time your March May time to secure the gains 2015 2015 and move ahead.” While she shied away from specific policy proposals, she laid out a wish list of Democratic policies to the cheering crowd. Over the course of her roughly 45-minute remarks, Clinton backed universal pre-K education, Wall Street regulation, paid sick leave, a path to citizenship for immigrants, equal pay, campaign finance reform, and banning discrimination against gay workers and their families. Aides said she plans to give a policy address almost every week during the summer and fall, detailing her positions on issues including college affordability, jobs and the economy. Clinton dedicated only a short section of her remarks to the foreign policy, vowing to “do whatever it takes to keep Americans safe.” But unlike in the early Republican primary contest, where more than a dozen candidates often describe a nation under pressing threat from global terrorism, Clinton said she sees an America far more secure in its global position.

Hillary Clinton’s favorable rating from the American people has been steady all spring, but her unfavorable rating has inched higher and is now 46%, up from 39% in March.

ing the liberal legacy of former president Franklin D. Roosevelt and her husband, Bill Clinton. And she made clear that her potential to make history as the country’s first female president would be a major part of that liberal message. “I’ve been called many things by many people,” Clinton told the 5,550 cheering voters. “Quitter is not one of them.” Her focus marked a sharp departure from her previous presidential bid, when Clinton was reluctant to dwell on her gender during until nearly the final moments of her campaign. After a months-long primary contest against President Barack Obama, she conceded defeat with an address that acknowledged the “18 million cracks” her bid put in the “that highest, hardest glass ceiling.” The path, she said then, “will be a little easier next time.” “I may not be the youngest candidate in this race but I will be the youngest woman president in the history of the United States and the first grandmother,” she said

“I was in the situation room on the day we got bin Laden, but I know we have to be smart as well as strong,” she said. “I believe the future holds far more opportunity than threats.” While Clinton has been particularly vocal on immigration and other issues important to key parts of the Democratic base, she stayed silent on policy questions that have divided the party, including a current debate over trade. Her remarks come in the midst of a contentious debate over the Trans-Pacific Partnership, a trade deal backed by Obama and opposed by organized labor, liberals and others who say such pacts cost the US jobs. Liberal activists and labor union organizers have been pushing Clinton to take a stronger position against the deal. “This was mostly a typical Democratic speech—much better than the direction Republicans offer America, but not the bold economic vision that most Americans want and need,” said activist Adam Green, cofounder, Progressive Change Campaign Committee. Clinton, meanwhile, cast the race as a choice about the economic future of the middle class, saying the Republican field is “singing the same old song.” “They reject what it takes to build an inclusive economy,” she said. “What I once called a village that has a place for everyone. My values and lifetime of experience have given me a different vision for America.” As part of an effort by her campaign to reintroduce Clinton to the public, she stressed her career history of advocacy work—a calling she said that was inspired by her mother’s difficult upbringing. After the Saturday speech, she’ll embark on a tour of early-voting states, with events focused on her relationship with her mother and her father’s background as a veteran and small businessman.

PERSPECTIVE

certificates of public convenience for public-utility vehicles. DO 2015-01 recognizes new forms of transportation services, such as the TNCs that include Uber, GrabCar and EasyCars, to promote mobility, and modernize and improve transport services. Abu said the meeting was conducted to determine whether the TNCs and TNVS are public utilities, and to discuss their liability in case of accidents, as well as their tax obligations. Abu added that the working

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HE tollways arm of Metro Pacific Investments Corp. is hoping that its petitions for tollrate increase before the Toll Regulatory Board (TRB) will be approved before it jump-starts its multibillion-peso expansion initiatives for the North Luzon Expressway (Nlex). Manila North Tollways Corp. (MNTC) President Rodrigo E. Franco said the company’s design proposal to expand the expressway to the North has been approved by the regulator last month. “But we still have to negotiate the investment recovery. It is a P5billion investment,” he said. “It will add one lane on each direction, from Santa Rita to San Fernando, and then another lane in Santa Inez.” The target, he said, will depend on when the whole proposal will be ap-

PESO EXCHANGE RATES n US 44.9660

TALKING REGIONAL BUT ACTING NATIONAL

C  A

Start of Nlex upgrade hinges on investment-recovery deal

Stop designing for millennials B T M  A S

At a recent TWG meeting, which was presided by Nacionalista Party Rep. Raneo E. Abu of Batangas City, working group members also criticized the Department of Transportation and Communications (DOTC) and the Land Transportation Franchising and Regulatory Board (LTFRB) for allowing private vehicles to be used as taxis while suspending the issuance of taxi franchises. DOTC Department Order (DO) 2015-01 amends DO 97-1097, and standardizes the classification of public-transport conveyances used as basis for the issuance of

SPECIAL REPORT

FRANCO said the company’s design proposal to expand the expressway to the North has been approved by the regulator last month.

proved. “We can start construction immediately after it is approved, as it doesn’t require the acquisition of any right-of-way,” Franco added. The executive is also hoping that the regulator approves the investment-recovery scheme soon. “It is not necessarily a toll-rate adjustment. There are several ways

THE Ninoy Aquino International Airport is expected to handle some 37.78 million passengers by yearend, way beyond its 30 million annual passenger capacity. BUTCH FERNANDEZ

B L S. M First of three parts

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EVELOPING an aviation sector bearing the Association of Southeast Asian Nations (Asean) brand is fraught with challenges and opportunities. And with the constraints on infrastructure and policy development still hounding the country, the Philippines is one of the least-enthusiastic participants in this endeavor. Experts and industry players all agreed that the integration of the aviation sectors in the Asean will be both a boon and a bane to each country. Some economies will enjoy faster growth, while others will be lagging behind. This will be inevitable, but progress will still depend on how a government and its private partners will respond to each arising need. The idea of developing an Asean Single Aviation

Market (Asam) was first introduced more than a decade-and-a-half ago, when Southeast Asian nations agreed to be integrated into one economic bloc. According to documents from the Asean Secretariat, the development of a single-aviation market will enable the economic bloc to leverage on its location at the crossroads of Northeast Asia, South Asia and Oceania. The development of Asam—which will include necessary actions and measures essential in improving the overall performance of the Asean airtransport sector with respect to the independence, sovereignty, equality, territorial integrity and national identity of all Asean member-states—is a key pillar to support the establishment of the Asean Economic Community (AEC). The single-aviation market will help facilitate free, efficient, safe and secure movement of people and goods within, and potentially beyond, Southeast Asia. C  A

S “N ,” A

n JAPAN 0.3667 n UK 69.8457 n HK 5.7997 n CHINA 7.2455 n SINGAPORE 33.3972 n AUSTRALIA 34.8763 n EU 50.9420 n SAUDI ARABIA 11.9916 Source: BSP (11 June 2015)


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