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Alunan and Malou Araneta-Romero. “I would like the FDcP to be actively involved in fashion education by recognizing the works of the senior group of designers to the millennials. We are also continuing the development of indigenous products by working with factories and ngos,” nocom stressed. “We must all be united as one in bringing back the business of fashion. As the founder of the FDcP, Josie natori, once remarked, ‘For you designers to make it big, whether in fashion, furniture and accessories, start here in the country and, then, eventually, your business will go global.”’
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“Next is Now” with the all-new Samsung Galaxy S6 and S6 edge
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why self-image matters in businessto-business sales BusinessMirror
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Monday, April 13, 2015 E 1
Why Self-Image matterS In BuSIneSS-to-BuSIneSS SaleS B By Brent Adamson, Karl Schmidt & Anna Bird
usiness-to-consumer marketers have long known that the key to customers’ hearts and minds is to make the connection between the brand and their sense of self. Powerful brands (think Apple and nike) reinforce customers’ positive self-image. Business-to-business marketers, on the other hand, have approached selling as a rational, numbers-driven process where the best value proposition wins.
Consequently, they’ve paid little attention to the psychological needs of individual stakeholders in a purchasing organization. our research shows that understanding the personal motivations of key people in a buyer organization is every bit as important to a sale as convincing them of the superiority of your solution. Today between five and six decision-makers typically have to agree on a purchase before it can happen. If a seller doesn’t have an advocate in the organization to help drive the consensus, a so-called mobilizer who is motivated to champion the deal, the sale can stall. To find out what might motivate someone to take on this mobilizer role, corporate executive board surveyed over 4,000 individual customer stakeholders involved in a B2B purchase. we found that customers perceive three distinct types of value provided by suppliers: n Company value captures ways in which your offering is perceived to help customers win at the company level - things like allowing the firm to achieve operational goals. n Professional value is about the ways an offering might improve the individual productivity
Brent Adamson is CEB’s managing director of advisory services. Karl Schmidt is the practice manager of CEB Marketing. Anna Bird is a director of strategic research for CEB Marketing.
By David Lancefield & Carlo Gagliardi
oARds are starting to use more digital tools to gather information, connect people in remote locations and present ideas more visually. But there are plenty of other tools they could be using to do their jobs better. Through virtual-reality technology, for instance, boards could gain a deeper understanding of their companies and the value that they create. By using the technology to play the role of customer, investor, product developer and so on, board members could see the business from various stakeholders’ vantage points. It’s an antidote to the insularity that so many boards are criticized for. And why not incorporate artificial intelligence into boards’ decisionmaking? AI has the capacity to collate and interpret far greater amounts of information than people can; it’s able to spot patterns and trends that are not immediately obvious to us. with AI’s assistance, boards can analyze with greater rigor all the market, customer and competitor data at their disposal. AI tools also free up valuable meeting time, allowing people to focus on what they do best - asking the right questions, using their judgment, inspiring others. Also consider enterprise social-network tools and workflow management programs, like Yammer and Trello,
The skills doctors and nurses need to be effective executives By Sachin H. Jain
ReImagInIng the BoaRdRoom foR an age of VIRtual RealIty
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which can facilitate more dynamic communication among board members and help them analyze their activities, interactions, voting patterns and so on. with a central repository for communications, it’s easier to share presentations, budgets, quality reports, compliance reviews and supporting analyses. The pressure for boards to become more digital is coming from a number of sources. Increasingly, investors are expecting boards to match or surpass their own ability to collect and analyze information. Progressive chairs will appoint more board members with digital backgrounds. of course, executives may worry that more information in board members’ hands could lead to poorer decisions if it’s not being examined with the right set of lenses. so there will certainly be tension around boards’ becoming more digital. Roles will need to be redefined. The chair’s job will inevitably change. But boards that embrace this technology will also gain a clearer perspective on what’s going on with their companies and the environment in which they’re competing. They’ll become more productive and more transparent to stakeholders. The growing pains are more than worthwhile. David Lancefield is a strategy and economics partner at PwC. Carlo Gagliardi is a strategy partner at PwC.
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E are witnessing an unprecedented transformation of the health-care industry. There has been a rapid growth in jobs and an explosion in the number of startups, including new types of insurance and health information technology companies. Now, physicians and nurses are being called upon to lead these new healthcare enterprises. Maximizing the effectiveness of physicians and nurses in these new positions will require different skills than the ones they developed during their clinical training. Having managed clinical leaders in care-delivery organizations, the pharmaceutical
industry and government, I have observed three skills that are critical to the success of doctors and nurses as they transition to management:
1. operations management and execution. operations man-
agement requires the same kind of detail and complexity that is required to effectively manage a large clinical load. still, many clinicians fail to appropriately distinguish between urgent tasks and important, nonurgent tasks. Just as a first-year resident physician must learn to manage his workflows, so too must a new clinician executive learn to act with urgency and ownership to build an organization’s workflows and address its problems.
That means making sure that tasks are appropriately triaged by priority level. 2. People leadership. Many clinicians have never hired or fired anyone in their lives. The instincts crucial to deciding whom to hire and managing others’ performance are often underdeveloped. To accelerate the development of their peoplemanagement skills, clinicians should partner closely with fellow business leaders and HR professionals. These colleagues can help them identify tactics to build and manage highperformance teams.
3. Setting and defining strategy.
Many clinician leaders are drawn to roles in which they can actively work to define organizational structure
and strategy. But they often forget about the trade-offs—the decision to pursue one set of activities is often a decision not to pursue another. Clinicians must work to develop organizational strategies with this simple and important maxim constantly in mind. As they transition to careers in the business of health care, clinicians must hold onto the heart and practice of medicine as they develop the core executive skills required to effectively lead and shape their organizations. Health care will be markedly better for it. Dr. Sachin H. Jain is chief medical officer of the CareMore Health System, a division of Anthem Inc., and a lecturer in health-care policy at Harvard Medical School.
Young people need to know that entrepreneurship is hard By Shawn Osborne
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ow’s this for an entrepreneurship-education outcome: The proportion of high school students saying they’d like to start a business declined over the course of a summer program, according to research from New York University. But that’s not a failure. Prior to the BizCamp program, funded by the Citi Foundation, 91 percent of the participants indicated they would like to own a business. But then they learned how much time it takes to run one, and about the risk. After completing the program, the proportion of students saying they’d like to start a business was
down to 85 percent. Any decline in entrepreneurial ambitions might be seen as cause for alarm, considering the acute need for new-business starts (for the first time in 30 years, business closings are outpacing business openings in the Us). But investors, educational institutions and taxpayers want to see healthy new businesses. Changing what young people know about and expect from starting a business can avert early miscalculations and more efficiently allocate limited resources. The two-week camp did fire up some students. “By the end of the program, significantly more students indicated that they were likely to start a business in the next
year,” the researchers found. “Approximately two-fifths of students reported it was likely that they would start a business in the next year, compared to one-quarter of students at the beginning of BizCamp.” There are real market, economic and social benefits to putting slightly fewer but better prepared and more motivated entrepreneurs into the business pipeline. Research reinforces that learning about entrepreneurship ignites an entrepreneurial mindset in young people—they begin to think and act like entrepreneurs. They communicate better. They persist through failure. They take smart risks. They turn into problem solvers and op-
By David Cagahastian
portunity finders. Entrepreneurial thinkers, in other words, can also become great employees even if they don’t start businesses. They can become intrapreneurs (those who innovate inside organizations) or social entrepreneurs, who improve social and government institutions. If it’s possible to spark the entrepreneurship mindset through one brief summer program, imagine what a school-based commitment to entrepreneurship education would do. It’s time to make teaching entrepreneurship a part of our national education and economic strategy. Shawn Osborne is the CEO of the Network for Teaching Entrepreneurship.
MONDAY MORNING
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Under control Sports BusinessMirror
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| Monday, april 13, 2015 mirror_sports@yahoo.com.ph sports@businessmirror.com.ph Editor: Jun Lomibao
UNDER CONTROL A
By Doug Ferguson The Associated Press
UGUSTA, Georgia—Jordan Spieth seized control of the Masters with a performance not seen since another 21-year-old, Tiger Woods, first blazed his way around Augusta National. He made four birdies in five holes on the back nine to stretch his lead to seven shots. Standing on the 17th tee, he already was on the same score—18-under par—that only Woods had ever reached in the Masters. And then it all changed on Saturday in two holes. Out of nowhere, Spieth made a double bogey. Ahead of him, former US Open champion Justin Rose poured in a 20-foot birdie. In the worst spot he had been all week, Spieth ended 30 minutes of chaos with a bold shot that saved his par, set another Masters scoring record and gave the 21-year-old Texan a four-shot lead over Rose going into the final round. On a day of charges and cheers for the biggest names in golf—Tiger Woods, Rory McIlroy and Phil Mickelson—Spieth now gets to return and do this all over again. “We’ve got a long way to go,” Spieth said after his two-under 70. It might have felt even longer without one last display of his exquisite short game. Spieth put his approach on the 18th into the gallery, right of the green, behind a bunker with the green below and running away from him. He took the highrisk option that offered his best chance to save par—a flop shot off a tight lie—and pulled it off to perfection. Spieth saved par from 10 feet to stay at 16-under 200, breaking by one the 54-hole record held by Woods (1997) and Raymond Floyd (1976). “That just took some guts,” Spieth said. “And having been in this scenario, or having been in contention enough, having been on tour for a few years, I felt comfortable enough playing that full flop. If you caught me a year-and-a-half ago, I probably never would have played that shot in that scenario. “Seeing any putts go in on 18 is nice,” he said. “I would like to have maybe a couple of them” on Sunday. Considering the shrinking size of his lead and the caliber of players behind him, Spieth might need them. Rose closed with five birdies on his last six holes for a 67, and that birdie on the 18th put him in the final group for the first time in a major. “Jordan was so far ahead that it was almost... you were just playing your own game,” Rose said. “It was nice to stay patient and get rewarded with a hot finish. It’s amazing, and it put me in with a great opportunity tomorrow.” Mickelson wore a pink shirt in honor of Arnold Palmer because he knew he needed a big charge, and the threetime Masters champion delivered a 40-foot birdie putt on the 16th hole on his way to a 67, despite two bogeys on the back nine. Mickelson was five shots behind. Woods and McIlroy will play together in the final round of a major for the first time, though both are 10 shots behind. Spieth knew what he was facing even
before he started. Woods, who for three rounds has made everyone forget about that guy who shot 82 in the Phoenix Open earlier this year, ran off three straight birdies early in the round, and he threw a victorious fist pump after a most improbable birdie on the 13th hole. McIlroy made eagle on his second hole, went out in 32 and inched closer to Spieth on the back nine. Both of them stalled at the end. McIlroy made bogey on two of the last three holes for a 68. Woods made a bogey from the bunker on the 18th for his 68. For a short time late in the afternoon, Spieth made the green jacket ceremony seem like a formality. Four shots ahead of Charley Hoffman, Spieth buried a 10-foot putt on the 12th hole and another birdie from about the same distance at the 13th. He followed a three-putt bogey on the 14th hole by making two more birdies, and his lead was up to seven shots as the trees began casting long shadows. He looked in total control at what is the most peaceful time of the day at Augusta National. And then it was shattered. Spieth chipped weakly to the 17th green and three-putted for a double bogey. It was a reminder how quickly comfort can vanish. A year ago Spieth was on the wrong end of a four-shot swing over two holes in the final round at Augusta. He went from a two-shot lead to a two-shot deficit and never caught up to Bubba Watson. “Last year definitely left a bad taste in my mouth,” Spieth said. “I’ve been looking to get back, looking at trying to get some revenge.” The story line should sound familiar—a 21-year-old with a four-shot lead going after his first major at Augusta National. Four years ago that was McIlroy, who shot 80 in the final round. Now it’s Spieth’s turn, and he at least knows what to expect. “I think the good thing for him is he’s already experienced it once,” McIlroy said. “He’s played in the final group at the Masters before. It didn’t quite happen for him last year, but I think he’ll have learned from that experience. I think all that put together, he’ll definitely handle it a lot better than I did.” McIlroy all but ruled out his chances of adding the Masters to his collection of majors. Only one player in major championship history has rallied from 10 shots behind on the final day. That was Paul Lawrie at Carnoustie in the 1999 British Open, and Jean Van de Velde is nowhere to be found. Woods wasn’t willing to concede. He mentioned Greg Norman’s collapse in 1996 after the second round, and McIlroy’s collapse after he finished up his third round. “I’m going to have to put together a really special round of golf tomorrow,” Woods said. “You never know around this golf course.”
Green jacket within reach By Tim Dahlberg The Associated Press
UGUSTA, Georgia—Go ahead and measure the kid for a green jacket. Soon they may be crowning him as the best player in golf. The Masters isn’t supposed to begin until the back nine on Sunday. Jordan Spieth all but wrapped it up before the mowers came out on Saturday night. Forget the unfortunate mess he made on the 17th hole to trim his lead to four shots. Ignore the iron shot he pushed way right on No. 18 that nearly cost him another shot. Look instead at the brilliant flop shot he hit to recover from a place no player ever wants to be. Watch again the 10-footer he rolled confidently in the cup for a clue how he’ll react if things suddenly start to get tough. “That just took some guts,” Spieth said.
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The kid isn’t just calm, he’s unflappable. Kind of like another 21-year-old who set some records of his own here with a breakthrough win in 1997. The comparisons to Tiger Woods are inevitable, at least when it comes to scoring low on Augusta National. And there’s reason to believe that he, like Woods, has figured out how to play with a lead when the greatest prize in golf is on the line. Behind him is an all-star collection of talent bent on taking him down, including three-time champion Phil Mickelson. Ahead of him is a chance to make history by breaking the scoring record set by Woods in 1997. And all around him on Sunday will be the roars that echo across Augusta National like no other golf course. “Especially in the group in front of us,” Spieth said. “Everyone loves Phil. Why wouldn’t you love Phil? And he’s going to make some noise and he’s going to make a run.” Still, it doesn’t seem there are enough mistakes left in
Spieth to make things interesting in the final round. Even on a course ripe for the taking, you don’t get the sense that he will be taken, too. Remember that Spieth was right there in his first Masters last year, when he had the lead by two shots on Sunday only to lose to Bubba Watson. He’s not going to be intimidated by the names behind him, just like he wasn’t on Saturday when he made seven birdies on his way to a two-under 70. And if he does get into a spot of trouble, Spieth showed on the 18th hole that he’s got some serious short game under pressure. From a hill to the right of the green he played a risky full flop shot that landed gently and stayed within makeable distance. It could have been as disastrous as the double bogey he made the hole before. Spieth not only pulled it off, but did it at a time when anything but perfection might have been disastrous.
the Masters isn’t supposed to begin until the back nine on Sunday. jordan Spieth all but wrapped it up before the mowers came out on Saturday night.
jOrDan SPieth sets another Masters record and holds a four-shot lead entering the final round. AP
“I don’t recommend ever hitting it there,” Spieth said. “That wasn’t easy. It was kind of maybe one in five [chance], if you make a putt.” Spieth came to the Masters in the midst of a remarkable run of golf—including one win and two second-place finishes in his last three events. Not a terribly long hitter by today’s standards, he’s precise with his irons and is arguably the best putter on earth. That’s a good combination on Augusta National, especially this year when rain has kept the course soft and almost every flagstick is accessible. “What I learned about myself is that I saw a lot of putts go in today,” Spieth said. “That’s something in the weekend under pressure that’s kind of hurt me a little bit and recently I’ve been making a lot of putts. The downside of it was that I had to make a lot of putts today with five dropped shots, and I’m not going to be able to have that [on Sunday]. I can’t rely
on the putter that much to save me with two major champions right behind.” That would be Mickelson and Justin Rose, who can both claim experience winning majors that Spieth lacks. Mickelson in particular would seem his biggest threat, though he will be starting from five shots back. Mickelson said he would be wearing black because it helps remind him to stay aggressive. Spieth plans to be aggressive, too, but he’ll be relying on some other motivation. “Last year definitely left a bad taste in my mouth,” Spieth said. “I’ve been looking to get back, looking at trying to get some revenge on the year. I’ve got a long way to go still.” Not that long, actually. Eighteen more holes, to be exact, in what has already been a record-setting week. No better way for the kid to cap it off than with his first green jacket.
sports
As provided under Section 34 of the Elecric Power Industry Reform Act (Epira), the PSALM is authorized to impose such a charge from all end users to compensate for any remaining deficit. The UC is a separate line item in the consumers’ electric bills. It has different subcomponents, depending on the utilization of the funds as specified in the UC collection.
PSALM President Emmanuel R. Ledesma Jr. refused to detail such adjustments, saying that the state firm has yet to finalize its numbers. He stressed, though, that this was allowed under the Energy Regulatory Commission (ERC) guidelines. “PSALM shall file the annual true-up adjustments for both universal charge for stranded See “Psalm,” A2
B.I.R. DEFERS ELECTRONIC FILING OF SOME RETURNS
of employees, by increasing employees’ workflow, for example. n Identity value describes the ways an offering might impact how employees perceive themselves by, for example, boosting their pride, helping them win respect or strengthening their sense of community. It is less about “how the firm does” or “what I do” than “who I am.” we found that the most effective way to create internal advocates for your offering is to make sure that, in addition to explaining the company and professional value it provides, you reinforce the ways it will deliver identity value n making them feel proud and respected, and strengthening their sense of community within the organization. If you fail to inspire individual customer stakeholders with the promise of identity value, they may not advocate for you. And, without them, it will be an uphill battle getting the consensus you need for a purchase.
By Lenie Lectura
HE Power Sector Assets and Liabilities Management Corp. (PSALM) dropped broad hints on Sunday about collecting a higher universal charge (UC) from consumers to address a funding gap.
Fashion on Call echnology continues to court the favors of the fashion cluster to become, well, more fashionable and be more attractive to the indulgent, discerning set. one such “visionary collaboration” is between mobile-phone giant Samsung and some of the country’s most celebrated creative talents: acclaimed sculptor Ramon orlina, jeweler Marilou co and the elitist Fashion and Design council of the Philippines (FDcP). Always ahead of the tech-savvy pack, Samsung is set to unleash its gorgeous galaxy S6 and S6 edge at the invitational event, S Carpet: Art & Fashion, on Friday, April 17, 6 pm, at the Mega Fashion hall at SM Megamall with the newest brand ambassador, Solenn heussaff, in attendance. “The collaboration of Samsung and FDcP is a ‘renewal of vows.’ It was a decade ago when Thelma San Juan, then-editor of Metro magazine, and FDcP gave birth to Metrowear, her idea to combine fashion and technology, and when Samsung was emerging into the market through its slide-style cell phones. Samsung was targeting the lifestyle set, and the shows were a resounding success,” said Anthony nocom, the new FDcP president. For the upcoming fashion spectacle, the designers “worked on the color variants of the S6 phones as the inspiration for our creations—Black Sapphire, White Pearl, Blue Topaz, green emerald and gold Platinum,” nocom said. The council has 35 members, 28 for clothing and seven for accessories. nocom said the council is also reasserting its preeminence in the fashion scene through the members’ signature looks. one highlight of the show is the segment featuring the new accessories designers/members that include gerry Sunga, Joyce Makitalo, Amina Aranaz
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INSIDE
ood Lord, such is the wonderful gift of the ministerial priesthood which You donated to the Church at the Last Supper—something radically different from all other priesthoods. Nor was this gift just a “beautiful theory” or an “ideal figure,” which never existed in reality. Throughout her 20 wcenturies of history, the Church has known thousands and thousands of priests, who have risen to the challenge and have measured up to the ideal they were expected to actualize. Let us pray for more priests. Amen!
TfridayNovember 18,2015 2014Vol. Vol.1010No. No.186 40 Monday, April 13,
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he Bureau of Internal Revenue (BIR) has clarified that because of the mandate to file one’s income-tax return (ITR) in electronic format by April 15, only the electronic filing of some specific returns has been deferred. The deferment of the electronic filing affects only the following returns due by April 15: Form 1600; Form 1601-C; Form 1601-E; Form 1601-F; Form 1602; Form 1603; and Form 1606. The other returns, enumerated under Revenue Regulations 6-2014, which were mandated to be filed electronically by the enumerated taxpayers in the cited regulations, will have to be filed in e-format by April 15. This clarification was made in Revenue Memorandum Circular 15-2015, dated April 1, 2015. The returns, if due on or before April 15, may be filed manu-
PESO exchange rates n US 44.5590
ally—through the use of the regular printed form or the offline eBIRForms—and the tax payments can be made to the concerned authorized agent banks. However, the same returns, if filed manually, would have to be refiled electronically even after April 15, but not beyond April 30. Moreover, the said circular provides that “no payment” returns may be filed in the concerned revenue district offices, provided that receipt of the returns shall be acknowledged through the Mobile Revenue Collection Officers System, and such manual filing shall also be refiled automatically even after April 15, but no later than April 30. The circular said that the penalties to be imposed on the manual filing of the said returns shall be waived, provided that the said returns have been refiled electronically in the BIR’s systems on or before April 30.
sideline A man rides his bicycle along the shores of Mogpog, Marinduque, just before sunset. ALYSA SALEN
Domestic air traffic posted flat growth in 2014–CAB By Lorenz S. Marasigan
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OMESTIC air traffic remained flat in 2014, after Philippine Airlines (PAL) experienced a sharp drop in customer volume during the period, a development helping moderate the increases that its competitors booked. Data obtained from the Civil Aeronautics Board (CAB) show domestic air travelers numbering 20.35 million as of end-December 2014, a hairline difference from 20.33 million passengers the year prior. This was traced to plummeting flag-carrier figures, which dropped 70 percent to 793,512 passengers
last year, from 2.58 million in 2013. PAL has struggled to keep pace with domestic competition for several years now. This was, by far, the most dismal performance the legacy carrier has shown. Its numbers started falling in 2010, after a successful year in 2009, when it flew 6.05 million passengers. Sister firm PAL Express, meanwhile, reported a sharp rise with 5.13 million domestic passengers served in 2014, an 18-percent increase from the year prior. PAL started realigning a large portion of its domestic operations to its low-cost brand two years ago, “for the alignment of service standards.”
Its main competitor, low-cost carrier Cebu Pacific, meanwhile, burnished its image as the preferred airline for domestic air travel by getting the lion’s share of 11.08 million passengers in 2014, which was better than the 10.24 million passengers the year before. Another Gokongwei-led airline, Tigerair Philippines, grew its localpassenger traffic by more than a third to 1.3 million passengers. Cebu Pacific acquired Tigerair Philippines in the first quarter last year, allowing the once-financially challenged carrier to rise from the dust and keep pace with the growing market. Continued on A5
n japan 0.3696 n UK 65.5775 n HK 5.7499 n CHINA 7.1800 n singapore 32.7881 n australia 34.3157 n EU 47.5133 n SAUDI arabia 11.8799 Source: BSP (10 April 2015)