A PROPOSED SERVICE PLAN FOR JOBSTREET.COM PHILIPPINES INC.

(CAMPUS SEGMENT)

A Service Plan presented to the Faculty of the College of Business, Economics, Accountancy & Management De La Salle Lipa

In partial fulfilment of the requirements for the Degree Bachelor of Science in Business Administration Major in Marketing Management

By Dhing L. Patulot Brian Cedrix I. Salvador Jessica S. Manguiat Kenneth Paul E. Patajo

March 2012

TABLE OF CONTENTS
DEDICATION ACKNOWLEDGEMENT LIST OF FIGURES LIST OF TABLES Chapter I. II. EXECUTIVE SUMMARY CURRENT INDUSTRY SITUATION ANALYSIS A. The Industry Overview Composition of the Industry Characteristics and Size of the Target Market Significant Behaviors of People in the Industry Usership Patterns Industrys Market Share Growth/Decline Patterns B. The Service Business Jobstreet.com Philippines Inc.s History Profile of the Management Team Service Segments Targeted Products and Services Offered Positioning Strategies Adopted Past Performance vis--vis Objectives and Goals Stated Process Growth Pattern C. Competition SWOT ANALYSIS GOALS AND OBJECTIVES TACTICS, STRATEGIES AND PROGRAMS A. Market Targeting B. Tactics C. Programs D. Strategies INVESTMENT PLANS AND PROFITABILITY ESTIMATES A. Investment Plan B. Estimate of Profitability for Year 2012 C. Estimates of Profitability for Short Term, Medium Term and Long Term EVALUATION AND MONITORING OF RESULTS 1 3 4 4 8 9 12 20 22 23 25 25 26 30 32 38 39 43 44 46 53 63 65 66 66 68 78 79 89 89 89 90 i ii iv vi

III. IV. V.

VI.

VII.

DEDICATION

This service plan proposal is wholeheartedly dedicated to my family, friends and mentors who infinitely and untiringly inspired me in the completion of this noble work. Above all, I dedicate this to Almighty God for His eternal support.

Dhing L. Patulot

ACKNOWLEDGEMENT

The proponent extends his sincerest gratitude to the following people; who in one way or another, have extended their assistance and support in the completion of this noble work. First of all and above all, the proponent would like to thank the Almighty God for all His blessings and for the strength to overcome the challenges that the proponent encountered during the completion of this paper and during the on the job training (OJT); To the proponents family, for giving him unconditional love and patience. In addition, for the moral and financial support that they had provided him all throughout; To Mr. Joel Osorio, the proponents most supportive mentor and adviser for his never ending solid support; To Mr. Alan Pagsuyuin, the courses teacher-in-charge, for the knowledge, guidance, consideration and patience that he had given despite of the proponents impromptness in submitting requirements; To the set of panellists during proposal, Ms. Teodora Gatus and Mr. Edgar Allan Castro, for their constructive criticisms for the improvement of the proposal and for the betterment of this paper; To Mr. Florentino D. Magsino Jr., for proofreading the final paper and for giving his constructive comments for the betterment of the technicalities of the proposal; To JobStreet.com Philippines marketing department: Ms. Maricar Olaivar Estrabo, Ms. Ruiza Cauguiran and Mr. Marvin Guardo, for setting a the best training grounds and for imparting knowledge to the proponent; To the M4B class (2011-2012), for the support all through out the accomplishment of this work through laughters and tears; To all those whom the proponent failed to mention, a heartfelt thanks.

LIST OF FIGURES
page Figure

2.1 2.2 2.3 2.4 2.5

Unemployment Rate in the Philippines 1994 2011 Internet User Population in the Philippines as of 2011 Unemployed Population by Behavior as of 2011 Unemployed Segments of the Labor Force as of 2011 Unemployed Persons Looking for Work by Job Search as of 2011

5 9 10 11

12

2.6

Unemployed Persons Not Looking for Work by Reasons as of 2011 13 15 16 17 18 20 21

2.7 2.8 2.9 2.10 2.11 2.12 2.13 F

Perceived Difficulties on Job Seeking Perceived Success Parameters on Job Seeking Rationale on Shifting Jobs Rationale on Not Shifting Jobs Jobseekers Preferences on Job Searching Jobseekers Perceived Benefits on Job Search Websites orecasted online Recruitment Industrys Market Share as of 2011

22 30

2.14 2.15

Jobstreet.com Inc. Philippines Target Service Segments Projected Population of Tertiary Enrollees for A.Y. 2011 2012

32

2.16

Jobstreet.com Online Recruitment Process through Three Powerful Systems for Jobseekers 43 44 45 51 52

2.17 2.18 2.19 2.20

Client Base Growth of JobStreet.com Jobseeker Database Growth of JobStreet.com JobStreet Campus Webpage JobsDbs CampNet

5.1

JobStreet Campus Webpage Enhancements Layout Proposal 70

LIST OF TABLES
page Table

2.1 2.2 2.3

Products Offered for Clients (Job Advertisers) Services Offered for Jobseekers Past and Current Marketing Strategies vis--vis Objectives and Goals

33 35

39 47 54 59 62 64 66 84 85 86 87 88 88

2.4 3.1 3.2 3.3 4.1 5.1 6.1 6.2 6.3 .1 6.3.2 6.4 6.5 7.1

Competitive Environment Matrix SWOT Matrix Summary of SWOT Analysis Implications of SWOT Analysis Proponents' Goals vis--vis Objectives Set Demographic Characteristics of Target Market Proponents Assumptions of Budget Allocation Financial Plan for Campus Webpage Enhancement Financial Plan for Privilege Career Card Forecasted Revenue for Privilege Career Card Financial Plan for 65K Challenge Financial Plan for Career Congress 2012 Evaluation and Monitoring of Results for Service Development Programs

90

7.2

Evaluation and Monitoring of Results for Privilege Career Card 90

7.3 7.4

Evaluation and Monitoring of Results for 65K Challenge 91 Gantt Chart for Programs and Strategies 91

Chapter I

EXECUTIVE SUMMARY
The recruitment landscape in the Philippines is proven to be a rolling one. Introduction of Internet and economic conditions redefined this landscape and gave birth for online recruitment industry. Jobstreet.com Philippines Inc. is one of those businesses that thrived from the changes of recruitment capabilities. Jobstreet.com Philippines Inc. began in 1999 with a noble mission of Improving Lives Through Better Careers. With this mission in mind, the company aimed to provide quality service for the jobseeker segment of the industry. Through the years, the company gained positive reputation in the market and as a result, the company is continuously hailed as the No.1 Jobsite in the Philippines with most job postings, most jobseeker database and most number of employers or recruiters. However, being the market leader in the industry is never an impediment to limit marketing efforts but a lead to improve more and maintain its current standing. Because of this, the proponents propose this service plan with the goals of increasing usage, increasing or expanding market share and providing additional revenues. To make these goals attainable, the proponents would like to implement several tactics, strategies and programs for the company as Service Development Programs (JobStreet.com campus Webpage Enhancement, Scholarship Integration Movement, JobStreet.com.Privilege.Career Card and 65K Challenge) and corresponding advertising strategies for each programs.

Aforementioned marketing efforts are aimed to be implemented for the benefit of the company and of the primary, secondary and tertiary target markets. However, there is no established budget for the marketing activities of the company, thus, the proponents assumed 7% of the revenue (Php405, 000,000) amounting to PHP 28, 350,000 as the budget for the whole marketing activities for all segments. Since the proponents only focused on the campus segment, the proponents likewise assume a 20% of the total budget for marketing activities (PHP 28, 350, 000) amounting to PHP 5, 670, 000 as the campus segment marketing budget. The assumption is based on studies established in Chapter 6 of this proposal and to the equal distribution of budget among three jobseeker segments. In addition, the segment focused by this proposal is considered as self-liquidating segment of the company, meaning estimates of profitability will computed by determining the total revenue from privilege career card and career congress proposal amounting to Php 9, 922, 096.25 and then deducting the total expenses amounting to Php 6, 110, 918.00. Through these, the proponents arrived at a 62.37% increase in revenue which amounts to Php 3, 811, 178.00. To evaluate and monitor results of the proposal, the proponents provided Gantt charts, KPI and Alexa.com Statistics monitoring table which are to be filled out for the monitoring of results.

Chapter II

CURRENT INDUSTRY SITUATION ANALYSIS

This chapter presents the proponents analysis of the quantitative and qualitative aspects of the industry, service business or company (Jobstreet.com Inc., Philippines) and competitors. The analyses for each aspect were consisted in three sections: First section tackles the industry and its characteristics wherein the proponents delimited major analysis on the target market (Jobseekers specifically the campus segment) and to a minor discussion of the counterpart target market (Employers) for some sort of clarification and identification, due to the broadness of the industry. Moreover, the proponents analysis on this section were based on unbiased studies administered by companies and prevailing facts and statistics that the government sector specifically, Department of Labor and Employment (DOLE) provided, as public documents. These were also considered as the proponents alternative to the systematic analysis of the industrys market - UAI (Usage, Attitude and Image) survey. Second section presents all about the service company, including all relevant information gathered from the history of the company to services offered and the strategies used to attain goals for business operation. Third and last section for this chapter differentiates the service business from other businesses belonging to the same industry. This section was also delimited to (direct) competitor catering to the same segment of jobseeker campus segment. However, top three (3) indirect competitors were also analyzed in this section.

A. The Industry

Overview

The recruitment landscape, as well as job hunting activities both internationally and in Philippines, is a rolling one. In the past, applicants looked for jobs in newspapers classified advertisement section, personally visited offices, or looked for signs in office doors. But this has dramatically changed with the introduction of the Internet (Philippine Business Magazine: Volume 12 No. 7). The Internet, since its birth in the Philippines on March 29, 1994 was the most threatening issue on the recruitment companies horizon. The fear was that the Internet would change the industry for good and recruitment agencies would die. The International Communication Union (ITU) estimates that from a mere 4,000 Internet users in 1994, there were about 27.9 million of Filipino Internet users in 2011(http://www.mvfglobal.com/philippines). As the use of Internet increased from 0.005% of the total population in 1994 to 29.7% in 2011 in the Philippines, a marginal change to the industry happened. Recruiters then used the Internet as a platform for their trading (www.positionignition.com). Moreover, the fluctuations of unemployment rate in the Philippines as established in Figure 2.1 entitled Unemployed Population in the Philippines 1994 2011, also led to the improvement of strategies and media of the conventional recruitment activities. This subscribes to the fact that increasing levels of unemployment and skills shortages in many areas have led to increased competition to recruit the best people. The increased competitiveness in the

recruitment market has led to organizations spending more time, effort and resources on developing their recruitment brand and expanding the range of traditional and online advertising methods used, to try and attract quality applicants from as broad and diverse a pool as possible. Practices and trends in Ireland, 2006). Figure 2.1: Unemployment Rate in the Philippines 1994 2011 14.0 12.0 Unemployment Rates 10.0 8.0 6.0 4.0 2.0 0.0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 (e-Recruitment

Year
Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO) Implication: Unemployment rates fluctuate along with the growth in the Internet use from 1994 2011 serving as key indicators on the advent of online recruitment industry.

As we travel through this current economic rollercoaster and as recruitment industry continually redefines itself along with the phenomenal growth in the use of the Internet in anticipation of hiring needs, things really have changed (www.positionignition.com). Job seekers no longer have to pound pavements or suffer foot-sores and blisters. Neither do employers have to wait

for their openings to be posted in the Sunday papers or go through the lengthy process of reading resumes (Philippine Business Magazine: Volume 12 No. 7). Candidates were easier to register and the searching processing for those recruiters using such techniques became more effective and efficient (eRecruitment Practices and trends in Ireland, 2006).. The use of the Internet as a means of connecting the job seeker and the employer, and as a medium for conducting certain elements of the recruitment process is described by a number of different terms including online recruitment, Internet recruitment, web-based recruiting and e-recruitment. The online recruitment or e - recruiting industry as it is also known thrived in mid 1990s in the Philippines when unemployment rates continuously swing and when there is a phenomenal growth in the use of the Internet allied to a great necessity for this recruitment system from two sectors: employers and employees. With online recruitment, the employer has a fast, straightforward means of being able to offer a job. Likewise the online recruitment industry has a similar easy method for making an application for employment. Furthermore, this industry requires using the Internet to match job vacancies with potential employees. Online recruitment is about much more than creating an online version of the old jobs vacant section of the newspaper. It is also about streamlining the recruiting process, making the system of recruiting more efficient and automating many of the processes that would previously have to be done by human.

Tracing the chronological highlights discussed earlier, not only has the recruitment industry been adversely affected by economic changes brought by the marginal fluctuations on unemployment rates, but also, there has been a significant shift towards recruitment online not just advertising vacancies but in the use of social media processes (www.positionignition.com). Whereas, according to Eileen C. Ang, in her article entitled Marketing for Start ups in May 2011 issue of Entrepreneur Magazine, the Internet has proved to be the best and cheapest marketing tool with its reach as global and cost as virtually free and as a result, social media is fast becoming an overlooked marketing weapon which the online recruitment industry seeks for supplementary strategies on reaching jobseekers. In addition, most online recruitment companies do not limit services via online or the Web. Nowadays, online recruitment businesses also reinforce services through on - ground activities as career fairs and job fairs which are the major areas of concentration for employers to absorb fresh talent. This is due to what whereismyboss.com believes that current student expectations and general job seekers need is personal attention and this is not provided fully by current online job portals or online recruitment industries. This trend is highly evident among fresh college graduates who are increasingly concerned that current electronic recruiting strategies are impersonal and do not satisfy their needs for human interaction in the initial stages of recruiting via job portals.

Composition of the Industry

Online recruitment industry in the Philippines is dominated by the following online recruitment companies (Jeffrey O. Valisno, 2011): 1. Big Players a. Jobstreet Philippines b. JobsDb Philippines c. Workabroad.ph 2. Smaller players a. JobQuest.ph
b.

Trabaho.com

c. JobOpenings.ph d. Monster Philippines e. Best Jobs Philippines f. Jobs Online Philippines 3. Government web site a. PHIL-JobNet
Source: http://www.bworldonline.com/weekender/content.php?id=28601

Each online recruitment businesses have two sectors namely: jobseekers or candidates for employment and the employers or recruiters. These sectors are considered as the target market of the industry and will be further discussed in the next section.

Characteristics and Size of the Target Market The overview section of this chapter mainly discusses the history of online recruitment industry in the Philippines from which the Filipino Internet users and unemployed population were considered key indicators on the emergence of the said industry. Hitherto, Internet users are basically the online recruitment industrys target market considering Web or Internet as the media of online recruitment activities. Whereas, the Philippines, has a population of over ninety-four million (94, 013,000 to be exact) people (Yearbook of Labor Statistics 2011), of which 27.9 million are Internet users. Figure 2.2: Internet User Population in the Philippines as of 2011

Internet Users 29.68%

Non - Internet Users 70.32%

Source: http://www.mvfglobal.com/philippines Implication: Target market based on the medium of online recruitment industry is 29.68% of the total population of the Philippines as of 2011.

Overview section also discussed that unemployment rate is one of the key indicators in the introduction of the online recruitment industry. According to NSOs Labor Force Survey, unemployed Filipinos were characterized according to behavior as: unemployed persons looking for work and unemployed persons not looking for work. Unemployed individuals looking for work define the behavior of Filipinos being jobseekers who are the major sector composing the industry. Jobseekers comprised 47.15% of the unemployed population or a total of 1, 348,000 Filipinos as compared to 1,511,000 Filipinos who are unemployed but not looking for work. Figure 2.3: Unemployed Population by Behavior as of 2011

Not Looking for Work 52.85%

Looking for Work 47.15%

Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO) Implication: Target market based on behavioral choice of online recruitment industry is 47.15% only of the total unemployed population.

Moreover, it is also critical that online recruitment industry does not solely rely on online activities but also through on - ground activities as career fairs and job fairs that are held on universities in the Philippines to attract fresh talents. Fresh talents include the graduating students for the current academic year and the undergraduates. Figure 2.4 entitled Unemployed Segments of the Labor Force as of 2011 shows the percentage of fresh graduates, undergraduates and general unemployed population. They are the target market of the industry along with Internet users. Figure 2.4: Unemployed Segments of the Labor Force as of 2011

Undergrads 17.52% General Unemployed 48.97%

Fresh Grads 33.51%

Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO) Implication: All segments of the unemployed population are the target market of online recruitment industry.

Significant Behaviors of People in the Industry Jobseekers Previous section tackled online recruitment industrys target market wherein jobseekers seemed to have dominated. In this section, rationale of unemployed population on job searching or not job searching is worth pointing out for a thorough analysis of significant behavior. Figure 2.5 entitled Unemployed Persons Looking for Work by Job Search as of 2011, establishes the significant behaviors of a jobseeker in dealing with their current status quo. Figure 2.5: Unemployed Persons Looking for Work by Job Search as of 2011
Placed or Others Answered 2.37% Advertisements 6.38% Registered in Employment Agency 22.11%

Approached Relatives/Frien ds 32.49%

Approached Employer Directly 36.65%

Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO) Implications: Online recruitment industry can only intervene on unemployed persona rationales as: Placed or answered advertisements, registered in employment agency and others comprising a total percentage of 30.86 of the unemployed population looking for work. Industrys intervention is assumed zero on the remaining rationales due to direct and indirect contact of jobseekers to the employer.

Moreover, analysis of significant behaviors of jobseekers would not solely be sufficed by analysis on unemployed persons looking for work but also with

analysis on unemployed persons not looking for work. In lieu of, the researchers and proponents would like to establish the rationales of unemployed persons on not looking for work in Figure 2.6. Figure 2.6: Unemployed Persons Not Looking for Work by Reasons as of 2011

Waiting for Rehire/Job Recall 29.05%

Believed No Work Available (Discouraged) 31.11%

Bad Weather 2.12% Temporary Illness/Disability 10.66%

Awaiting Results of Previous Job Applications 27.07%

Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO) Implications: Online recruitment industry can only recapture unemployed persons who are waiting for results of previous job applications and for rehire/job recall as market in the future by influencing them to look for other works available in the jobsites. However, these segments would not be considered target market since the reference characterized them as unemployed not looking for work and thus, non jobseekers.

A statement from the managing director of JobsDb.com Philippines, Ms. Jayjay Viray added a credible analysis on jobseekers significant behavior. She asserted that as more and more jobseekers are finding it convenient to search for jobs through the Net, the job trend has gone online. The traditional way would cost him (jobseeker) at least P200 a day just to commute, have merienda

(snack), buy envelopes, and print several resumes as he goes from one interview to another, or attempt to find a job by walking in. With the online job search, a job-seeker need only spend P20 an hour at the cheapest Internet caf where he can craft his online resume, and send it to several openings

(www.BusinessWorld.com). A study on the Filipino search habits was also established and is worthy of analysis considering them as the primary target market of online recruitment industry. The result says that the search terms facebook, download, youtube and games were the top searches carried out by the Filipino online searcher during the three month period up to June 2011. Studying search behavior in the Philippines is one of the best ways to discover hot products or services that are likely to be well received and can help lead generation campaigns to target the correct audiences using a variety of favored media types and media channels. A recent report also stated that the Philippines is 10th in the world for the percentage of the online population that access the Internet from their mobile phones. Using games or video content that is sharable across Facebook, Linkedin and a variety of social media, can increase brand awareness and can use lead generation techniques to collect user data. The implication of this study on online recruitment industry is that, as the searching habits of Filipinos boost through online and mobile Internet, online recruitment industry could expand their market through offering trend related services as service development programs that are mediated to mobile and to those trending search terms as facebook, download, youtube and games. Wherein, good examples are the use of

Facebook as a supplementary media to reach jobseekers and the use of mobile applications as a media for providing more convenient service

(www.BusinessWorld.com). Moreover, Jobstreet.com Philippines country manager, Ms. Grace Colet shared a study administered by the company to 160 senior executives and executives in the Philippines last March 2011. The respondents were asked on their difficulties on job seeking. Most respondents said they have difficulty in choosing a suitable job, while others said they have problems handling interviews, faced difficulty in writing a good resume, and least had language proficiency issues. Further discussions of the results are shown below in Figure 2.7. Figure 2.7: Perceived Difficulties on Job Seeking
Language Proficiency Issues 8%

Writing a Good Resume 7%

Handling Interviews 23%

Choosing a Suitable Job 62%

Source: March 2011 Jobstreet.coms Survey Implication: Perceived difficulties on Job Seeking will be good opportunities to online recruitment companies in providing a better service development programs for jobseekers through making these as topics on their on-ground activities.

When asked about what would make job seeking more successful, respondents said that having better qualifications is most helpful, while having better problem-solving and decision-making skills followed and another perceived that having better communication skills would be the deciding factor. These perceptions are further discussed in Figure 2.8. Figure 2.8: Perceived Success Parameters on Job Seeking

Others 17% Better Communication Skills 18% Better problemsolving and decisionmaking skills 22% Better Qualifications 43%

Source: March 2011 Jobstreet.coms Survey Implications: The perceived success parameters on job seeking will also be good topics as supplements to the topics on perceived difficulties on job seeking.

According to a recent survey done by JobStreet.com to about 300 senior executives and executives in the Philippines last February 2011, Filipino jobseekers have proven themselves to be a rather mobile bunch. The survey revealed that when asked about why they would want to change jobs, majority of respondents gave the reason as (looking for a better salary, while some wanted to explore a different career path, looking for better

work exposure and wanted a better work-life balance). These rationales are elaborated in Figure 2.9. Figure 2.9: Rationale on Shifting Jobs
Wanted a better Work-life Balance 16%

Others 11%

Looking for better Salary 38%

Looking for Better Work Exposure 17%

Want to explore different Career Path 18%

Source: February 2011 Jobstreet.coms Survey Implications: The rationale of looking for better salary being the most responded rationale implies that online recruitment companies could also capture employed sectors that opt to shift jobs by establishing the salary advantages of the employers who are also their clients.

However, for those who are happy to remain at their present jobs, some say that they are used to the work culture and environment garnered the most answer. While the remaining reasons include: they are used to their bosses and colleagues; they are happy with their present salaries.

Figure 2.10: Rationale on Not Shifting Jobs

Others 23% Used to the Work culture and Environment 40%

Happy with their Present Salaries 21%

Used to their Bosses and Colleagues 16%

Source: February 2011 Jobstreet.coms Survey Implication: The results can also be used by businesses in the industry by describing each client companies benefits as more likely to be the rationales of those who do not opt to shift jobs.

Employers Jobstreet.com Philippines country manager, Ms. Grace Colet also shared a study administered by the company to analyze behaviors of employers or clients in the industry. The study revealed that in a survey of about 900 clients, managers and senior managers across various industries in the Philippines conducted last January 2011, 35% of the employers were rather guarded when it comes to likely hiring activities, saying that they are hiring less for the next 12 months. Respondents were also asked about what kinds of job specializations are in current demand. The result says that people with skills in computers and IT, business development and sales and marketing are most needed, followed by workers with knowledge of customer service, computers and information technology and human resources. People with knowledge in accounting,

engineering, and clerical work and general administration are also needed at this point in time. The study simply implies that employers base their hiring decisions on the parameters of specializations of the candidates. Also most industries will be hiring base on the demands of products and services and base on the current trends in the economy.

Online Recruitment Companies Analyzing significant behaviors of the two sectors in the industry will not define the whole behavior of the industry. To suffice the need for a complete analysis, the proponents included a review of service providers or online recruitment companies significant behavior in this section. As the overview section discusses, most online recruitment companies do not limit services via online or the Web, but also reinforces services through on - ground activities as career fairs and job fairs which are the major areas of concentration for employers to absorb fresh talent. It is also critical that online recruitment companies also put additional services as several career and skill assessments in their websites. Moreover, it is also significant that most online recruitment companies capitalize on making supplementary strategies in reaching jobseekers through social media. This is supported by the fact that there has been a significant shift towards recruitment online not just advertising vacancies but in the use of social media processes.

Usership Patterns

A survey was administered by Jobstreet.com last March 2011 to analyze the usership patterns of jobseekers. The results revealed that Filipino jobseekers have concluded that they prefer to use job search websites when they look for jobs. Figure 2.7 shows the percentages on the use of job search websites and other ways on how the respondents seek for work. However, same study was also administered by National Statistics Office in their Labor Force Survey last April 2011 and which is established in Figure 2.5 entitled Unemployed Persons Looking for Work by Job Search as of 2011. Figure 2.11: Jobseekers Preferences on Job Searching

Ask Friends/ Relatives 10%

Others 13%

Prefer to use Job Search Websites 77%

Source: March 2011 Jobstreet.coms Survey Implication: There is a wider usage of job search websites than indirect approaches to companies and other preferences which may likewise include those significant behaviors of jobseekers that are established by Labor Force Survey.

The survey also found the perceived benefits of job search websites to the respondents or jobseekers. These benefits include: job search websites can match them with the right job; can help them get job interviews and; can give them job seeking tips. Figure 2.12: Jobseekers Perceived Benefits on Job Search Websites
Can give them jobseeking tips 8% Others 1%

Can help them get job interviews 21%

Can match them with the right job 70%

Source: March 2011 Jobstreet.coms Survey Implications: These perceived benefits should likewise be included on the companies objectives and goals which will in return be their strength in the future.

Industrys Market Share

This section discusses the forecasted market share of online recruitment industry. The proponents found it comprehensive to explain how market share is computed through Venn diagram which is shown in Figure 2.13. The diagram consists of the target markets as Internet users and unemployed population looking for work which are derived from previous sections as size of target market, significant behavior and usership patterns. Figure 2.13: Forecasted Online Recruitment Industrys Market Share as of 2011

Internet Users 27,900,000

Industrys Market Share 416,000 1,037,960

Unemployed Population Looking for Work 1,348,000

Source: April 2011 Labor Force Survey (LFS) of the National Statistics Office (NSO); http://www.mvfglobal.com/philippines and; March 2011 Jobstreet.coms Survey Implications: Not all unemployed persons looking for work are Internet users and vice versa. Thus, the components of online recruitment industrys market share are unemployed population looking for work through the use of Internet. There are minimum and maximum numbers of industrys market share due to two different sources of data.

The analysis of the industrys market share shows that a minimum of 416,000 persons and maximum of 1,037,960 persons are unemployed population looking for work through the use of Internet and from this population, percentages of segments as undergrads, fresh grads and general unemployed population can be derived and which can be seen in Figure 2.4 entitled Unemployed Segments of the Labor Force as of 2011.

Growth/Decline Patterns

Industry growth over the past eighteen years is largely attributable to increase in Internet use and accompanying demand for jobs due to rises in unemployment rates. A decade ago, the former country manager of the number one jobsite in the Philippines, Ms. Candice Albanza Iyog said, The online recruitment industry is still very small in the Philippines, having started only few years ago. It accounts for less than 5% of the total recruitment advertising industry compared to 12% in the United States." This statement accounts for the decade that had passed but not with the specific patterns that the industry underwent. In lieu of a better explanation of the pattern is a review on the growth of Internet use and unemployment rates established in the overview section of this chapter. The information from the overview section of this chapter suffices the need for understanding the growth patterns of online recruitment industry. It is also worth pointing out in this section that the proponents were not equipped with such information on revenue which accounts for a non-inclusion of the discussion of growth or decline pattern through revenue. However, growth or

decline pattern also defines future growth or decline on the industrys market and revenue. For a discussion of future growth or decline pattern, the proponents rely on the forecasts of IBISWorld, the nations largest publisher of industry research. According to IBISWorld, projected improvement in the labor market for 2012 and beyond will stimulate further revenue growth for online recruitment services. IBISWorld expects that the general unemployment rate will decline from 8.8% in 2011 to 5.3% in 2016. This factor will improve industry performance, as businesses start hiring employees again. Furthermore, growth in corporate profit will cause hiring activities to increase. As a result, IBISWorld forecasts that the Online Recruitment Sites industry's revenue will grow at an average annualized rate of 4.7% to $1.8 billion in the five years to 2016. In the five years to 2011, IBISWorld estimates that revenue from the Online Recruitment Sites industry has declined at an average annualized rate of 2.5% to $1.4 billion. Until the Great Recession, the industry experienced significant growth throughout the 2000s. While the rising prevalence of digital media has ensured that more consumers than ever are viewing job listings online rather than in their local paper, the recession caused a rapid decline in industry revenue. The demand for online job listings dropped in 2008 and 2009 when companies looked to cut costs by reducing employee head count and delaying hiring decisions. Poor performance has resulted in double-digit revenue declines, ultimately causing profit margins to decline. Improvement in the labor market over the next five years will stimulate further revenue growth for online recruitment services. The industry is expected

to recover slightly in 2011, with revenue growth of 3.2%. Furthermore, the unemployment rate is forecast to fall from 8.8% in 2011 to 5.3% in 2016, boosting demand for online recruitment sites as businesses start hiring employees again. More career sites will serve specific markets. Healthcare and IT will likely represent an increasingly large proportion of online recruitment. An increasing number of firms will develop mobile smartphone applications, allowing job seekers to submit resumes on the go. As a result of these changes, IBISWorld projects that Online Recruitment Sites revenue will increase at an average annualized rate of 4.7% to $1.8 billion in the five years to 2016.

B. The Service Business Jobstreet.com Inc. Philippines History

JobStreet

operates

the

JobStreet.com

(www.jobstreet.com)

online

recruitment web sites presently covering the employment markets in Malaysia, Singapore, Philippines, Indonesia, India, Japan and Thailand. Since 1995, JobStreet.com has served over 60,000 corporate customers and over seven million job-seekers and has grown to become one of the leading Internet Recruitment websites in the Asia-Pacific, revolutionizing the way recruitment is done today. JobStreet.com offers a comprehensive suite of interactive recruitment services. International and Asian corporations recruit from

JobStreet.com's ever-increasing pool of top talent and manage their recruitment process through uniquely developed software applications via the Internet.

JobStreet is listed on the Main Board of Bursa Malaysia Securities (JOBST). In the Philippines, JobStreet started in 1999 as a joint venture between JobStreet Malaysia, and the Gokongwei-led conglomerate JG Summit Holdings, Inc. It is said that Lance Gokongwei and one of the directors of JobStreet were classmates in the University of Pennsylvania where they got to talking about the business model and decided to do a partnership to bring it here to the Philippines.

Profile of the Management Team

Mark Chang - Chief Executive Officer, JobStreet.com Mark Chang is an Executive Director and Founder of JobStreet.com. He has also been its Chief Executive Officer since its inception. He obtained his Bachelor of Science in Mechanical Engineering from the University of Texas, Austin, USA in 1988 and a Master of Science in Mechanical Engineering from the Massachusetts Institute of Technology, USA in 1990. Prior to founding MOL Online Sdn Bhd in 1995 and subsequently JobStreet.com in 1997, Mark was with Kendall International, a US healthcare company, for six years, starting as a process engineer in 1990 before being promoted to manufacturing manager in 1992 and regional director of sales and marketing for Malaysia in 1994. He left Kendall International in 1996 to establish JobStreet.com. Under his direction, the JobStreet Group has expanded regionally.

Dr. Albert Wong - Chief Product & Technology Officer, JobStreet.com Dr. Albert Wong is the Chief Product & Technology Officer of JobStreet.com where he heads the Product and Technology department. He obtained his Bachelor of Engineering (Civil) from the University of Western Australia in 1987, a Master of Science in Civil Engineering from the Massachusetts Institute of Technology, USA in 1991 and a PhD degree in Computer-Aided Engineering from the Massachusetts Institute of Technology, USA in 1993. Albert started his career with Schlumberger Austin Product Center before moving to Genesis Development Corporation, USA in 1998. Albert joined the JobStreet Group in 2000 where he has overall responsibility for JobStreet.com's technology including product development, website platform architecture, sales technologies, technical operations and technical support.

Suresh Thiru - Chief Operating Officer, JobStreet.com Suresh A/L Thirugnanam is an Executive Director and the Chief Operating Officer of JobStreet.com with overall responsibility for the operations and customer care of the JobStreet Group. He obtained his Bachelor of Science in Mechanical Engineering from the Massachusetts Institute of Technology in 1989, USA and a Master of Science in Mechanical Engineering from the Massachusetts Institute of Technology, USA in 1989. Suresh started his career with Digital Equipment Corp, USA in 1989. In 1992, he worked briefly in Maxoptix Corporation, San Jose, USA before relocating back to Malaysia to join Motorola Malaysia Sdn Bhd ("Motorola") as a manufacturing engineer. He left Motorola in

1994 to join Maxis Communications Sdn Bhd where he held several positions, including Head of Network Services Operations and Head of Fixed Network Product and Planning Group before joining JobStreet.com in 2000.

Greg Poarch - Chief Financial Officer, JobStreet.com Gregory Poarch is the Chief Financial Officer who is responsible for the overall financial operations of the JobStreet Group. Greg obtained his Bachelor of Science degree with a major in Accountancy from Southwestern Oklahoma State University in Oklahoma, USA in 1988. Subsequently, he obtained his Certified Public Accountant designation in the USA in 1991. He started his career with the public accounting firm of Finley & Cook in 1988 as an auditor. In 1991, he moved to Occidental Petroleum Corporation as a senior auditor. After a posting to Occidental's Malaysian subsidiary in 1993, he joined Measat Broadcast Network Systems Sdn Bhd ("Astro") in Malaysia in 1996 as Manager, Systems and Methods. Subsequently, in 1997, he was promoted to senior finance manager with additional operational finance responsibilities until leaving Astro for the JobStreet Group in mid-2000.

Ng Kay Yip Director, JobStreet.com Ng Kay Yip is a Non-Executive Director and co-founder of JobStreet.com. He graduated in 1988 with a Bachelor of Science in Electrical Engineering from the School of Engineering and Applied Science, University of Pennsylvania, USA and a Bachelor of Science in Economics from the Wharton School of Business,

University of Pennsylvania, USA . In 1990, he obtained a Master of Science in Electrical Engineering from Massachusetts Institute of Technology. While completing his education in the United States, he worked as a research officer with Bell Communications Research. Since 1990, he has been the executive director of the Maran group of companies, a family business that is involved in timber, property and construction.

Lim Chao Li Director, JobStreet.com Lim Chao Li is a Non-Executive Director and co-founder of JobStreet.com. He obtained a Bachelor of Science in Economics majoring in Accounting and Finance from the Wharton School of Business, University of Pennsylvania, USA and a Bachelor of Applied Science in Systems Engineering from the School of Engineering and Applied Science, University of Pennsylvania, USA. He commenced his career in 1989 as an Audit Assistant with Deloitte & Touche in Philadelphia, USA. In 1991, he moved back to Malaysia and joined Johnson & Johnson Sdn Bhd as an Accountant. He was promoted as its Finance & Administration Manager in 1993. He joined the Hotel Equatorial Group in 1994 as a Project Manager and became Vice-President of Finance in 1997. He currently oversees the hotel's finance department as well as several other companies in the group. His geographical area of responsibility includes Malaysia, China and Vietnam.

Service Segments Targeted Jobsreet.com Inc. Philippines service segment targeted would be better understood if illustrated through a flowchart which is shown below in Figure 2.14. Figure 2.14: Jobstreet.com Inc. Philippines Target Service Segments

Jobstreet.com Inc. Philippines

Jobseekers
Clients (Advertisers)

Campus

Overseas

Local

Employers

Recruiters

Fresh Grads

School Admins

OJT/Intern Seekers

Luzon

VisMin

Source: www.Jobstreet.com.ph

The hierarchy shows the two major segments of the company which are the jobseekers and clients or job advertisers. Clients or job advertisers are considered as the revenue earning segment of the company. Through this segment, several products and services which the company is offering will be transacted. These products and services will be further discussed in the next

section of this chapter. Moreover, clients are sub-segmented into employers and recruiters. Employers are those companies who post job advertisements for direct job hiring while recruiters are the agencies that are headhunting or indirect job hiring through the use of JobStreet job postings. On the other hand, jobseeker segment as discussed earlier are those unemployed people who are looking for work through the use of online recruitment media as jobstreet.com. Jobseeker segment is sub-segmented into campus, local and overseas segments. Overseas segment caters services to jobseekers looking for work abroad. Local segment which is sub-segmented into Luzon and VisMin area caters services to general jobseekers in local vicinities. Campus segment offers services to states and universities in the Philippines. Primary target market of the campus segment is the Fresh Graduates while secondary target markets are the School administrators and Undergraduates seeking for OJT/Intern position. This segment is the main focus of this service plan proposal and Figure 2.15 shows further elaboration of the aforementioned target segments, Undergraduates and Fresh Graduates as Non-graduating Tertiary Enrollees and Graduating Tertiary Enrollees respectively. As forecasted by CHED, there are 2,881,352 tertiary enrollees, wherein 509, 707 or 18% of the total enrollees are Graduating and 2,371,645 or 82% are Non Graduating.

Figure 2.15: Projected Population of Tertiary Enrollees for A.Y. 2011 - 2012

Graduating Enrollees 18%

Non-graduating Enrollees 82%

Source: Commission on Higher Education (CHED)

Products and Services Offered

As demonstrated by the service segments targeted section of this chapter, Jobstreet.com Inc. Philippines clearly has two major segments as jobseekers and clients who are also known as job advertisers. The company offers both products and services for these segments. Products are offered to the client or job advertisers segments while services are for jobseekers. More comprehensible details of these services and products are shown in tables 2.1 and 2.2.

Table 2.1: Products Offered for Clients (Job Advertisers)

Purpose/Category Products Online Job Posting Positioning Description Advertise your vacancies on the Allows employers to advertise job vacancies No. 1 Job Site in the Philippines. through job postings HIRE qualified candidates! Search and download resume from our database for suitable candidates - no need to wait for them to apply. Identify "best-fit" candidates with our extensive executive and staffing placement services. Allows employers to recruit directly rather than waiting for the candidates to respond on ads and eliminate the need to review hundreds of unqualified resumes JobStreet Select is the preferred talent provider & recruitment partner of the countrys top Call Center and Business Process Outsourcing (BPO) employers. JobStreet SELECT Staffing handles volume hiring requirements for Call Center Agents while Jobstreet SELECT Executive Search is a key player in mid to top management hiring in the BPO industry. JobStreet Select Executive Search division has helped transform organizations by ensuring right fit and right match in the talents we provide. Meet thousands of potential JobStreet.com's Career Fairs and Walk-in Hiring applicants and hire on-the-spot Events are high profile events deployed to attract through our professionally the right candidates to your organization. managed and well-attended recruitment events. An online recruitment solution JobStreet IMPACT allows recruiters, hiring that channels all candidates into managers, and HR personnel to focus on core your own interactive corporate recruitment activities while minimizing costs, career website to help you improve quality-per-hire and reduce administrative develop and process your own processing. centralized talent bank.

Resume Search

For Sourcing

Executive Search and Staffing (JobStreet Select)

Career Fairs and Walk-in Hiring Events

JobStreet Impact

Table 2.1: Products Offered for Clients (Job Advertisers) (continuation)

Purpose/Category Products Positioning Description Market your products, services JobStreet Direct allows you to target millions of and events to the millions of working professionals who are online through working professionals online. email-based and web-based services. For Recruitment & Employment Branding You can use this branding service to target and attract the right candidates to your organization through customized messages that best distinguish a company in the eyes of potential recruits. For Marketing You can promote your products and services, conduct surveys, generate leads and prospects for these cost-effective, measurable and extremely focused targeted advertising tools. Formulate Salary Guidelines for Get your answers from the JobStreet Salary your company's needs. Report. Are the salaries scales in your organization reasonable and competitive? Are employees over-paid, sufficiently paid or under-paid? How do your salaries compare with the standard pay-scales within the industry and region? Promote your training courses, JobStreet Learning features a wide selection of seminars, and conferences to our training and academic programs offered by various corporate clients and jobseekers. training companies, schools, and universities. You can use this to source the best training providers and their programs for your organizations needs. It also allows professionals to get matched via-email to learning programs suited to his or her current field of specialization and preferences

For Recruitment Management

JobStreet Online Advertising

For Corporate Branding and Attraction

Salary Report

For Accessing Other Relevant Information

JobStreet Learning

Table2.2: Services Offered for Jobseekers

Purpose/Category Services Positioning Let Employers See You First and Get Closer to Your Dream Job! Description Each employer will normally receive hundreds or more applications for each position they advertise. To get ahead of the competition, you need to make your resume visible to employers. Allows the jobseekers to be on top priority of employers.

Priority Application

Career Enhancers

Apply jobs by SMS

Apply instantly to jobs using Mobile Phone Let JobStreet.com deliver job alerts straight to your phone.

Job Alerts via SMS

Job Fair CoSponsorships On-Ground Services Career Talks on Seminars Allows thousands of graduating students to benefit from these on-ground activities.

Table2.2: Services Offered for Jobseekers (continuation) Purpose/Category Services Positioning Description Articles giving tips on resume writing, cover letter, interview, job search, at the work place and career advancement.
Test your English with JobStreet English Language Assessment. Compare your score with your peers and find out where you stand. Increase your chances of being hired. Assessment with the options of practicing and improving English through 40 questions from various subjects and an immediate assessment of English with 40 questions for 20minutes.

Career Articles

Career Resources

Jobstreet Assessments (JobStreet English Language Assessment)

JobStreet Resume Assessment

Check the quality of your resume with JobStreet Resume Assessment. Get tips to improve your resume. Increase your chances of being hired.

This assessment contains 25 questions, which are based on frequently made mistakes in resume writing. This assessment helps to check the quality of your resume, and from there, identify areas for improvement. It helps to increase your chances of being hired.

Table2.2: Services Offered for Jobseekers (continuation)

Purpose/Category Services Positioning Check your readiness level for interviews with JobStreet Interview Assessment. Get tips to improve your interview skills. Increase your chances of being hired. Are you paid competitively? Find out here. Interview questions & how to write winning resumes Your online resource for jobseeking tips Description This assessment contains 25 questions, which are based on frequently made mistakes in interviews. This assessment helps to check your readiness level for interviews, and from there, identify areas for improvement. It helps to increase your chances of being hired. This assessment is for your learning purposes only. Your score will NOT be reflected in your JobStreet account or sent to employers.

JobStreet Interview Assessment

Salary Report and Resources Career Resources JobStreet Video

Offers insights on salaries and direct links to immigration, relocation and government.

Compilation of videos that gives tips on resume writing. Interviews and etc.

Jobstreet.com Forum for Career and Education

This Forum is meant to provide an avenue for you to share information or discuss issues relating to career and education. Please read the Terms & Conditions and familiarize yourself with our posting policies. Blogs from the company which include series of articles about making Jobseeking experience more meaningful. Include Employee confidence index, polls and reports regarding careers and trending issues.

Blogstreet Jobstreet Surveys

Your online resource for jobseeking tips Find out the results from our Surveys & Polls

Positioning Strategies Adopted

Since foundation in 1994 and establishment in the Philippines in 1999, JobStreet.com has instilled its mission of Improving Lives through Better Careers while envisioning to be Asias No. 1 Talent Bank. Having been inspired by the mission and motivated to attain their vision, the company adopted several positioning strategies which mirrored the companys credibility to its target market. Primarily and as what is prevailing, the company stands for being the No.1 Job Site in the Philippines as supported by its being the top ranker on web traffics among job sites according to Alexa.com. Moreover, several supporting positioning strategies for being the number one job site in the Philippines are being adopted by the company, including: Largest Jobseeker Database; Largest Employer Advertisers; Largest No. of Jobs Available Online and Highest number of Unique Visitors per month. These propositions were supported by updated statistics as seen on the company website. Moreover, different positioning strategies for the company relating to different activities organized in previous times were adopted and which will be partly discussed in the next section of this chapter specifically in the discussion of companys past performances and marketing strategies.

Past Performance vis--vis Objectives and Goals Stated

Table 2.3: Past and Current Marketing Strategies vis--vis Objectives and Goals Marketing Strategies/Programs Type Events Marketing Positioning Biggest career resource gathering for school administrators and student leaders. Brief Description Jobstreet.com signature annual event series for the campus segment. Objectives To increase brand awareness To increase sign ups of UG/FG which will increase jobseeker database To generate additional revenues by selling Event booths to Corporate exhibitors Goals To bring together the key influencers of the campus segment (school administrators and student leaders) To learn and discuss issues, as well as measures that can increase the employability of the students after graduation.

Career Congress

Table 2.3: Past and Current Marketing Strategies vis--vis Objectives and Goals (continuation) Marketing Strategies/Programs Type Service Development Programs Positioning WE make INTERNSHIPS WORK! Brief Description The National Internship Movement is a year-round partnership program between the National Youth Commission and JobStreet.com Objectives To promote internship as a means of preparing the youth for the workplace while creating an efficient and effective talent pipeline for employers. Goals To engage 1,000 employers and schools to create effective, efficient and sustainable internship programs that will lead to increased employability of graduating students in three (3) years; To create an avenue for the employer and academic sectors to professionalize, document and continuously improve internship programs

National Internship Movement

Table 2.3: Past and Current Marketing Strategies vis--vis Objectives and Goals (continuation) Marketing Strategies/Programs

Type Service Development Programs

Positioning

Brief Description Service development program/strategy that is used by the company to set quota on database.

Objectives To penetrate more the campus segment through direct on the spot sign up; to provide service through career talk modules to the schools To assist and educate jobseekers directly through ground activities, coupled with online communications and tools.

Goals To create brand awareness To generate target number of sign ups that will be added on databases

Sign-Up Challenge

Service Development Programs Jobsteet Career Services

At Jobstreet.com, we don't just provide jobs, we improve lives through better careers.

Jobstreet Career Services include Career Hubs at Manila and Cebu, Career Guide Cd, Mobile apps, Facebook Fan page and twitter account.

To provide full information about careers and jobs in the Philippines through various tools.

Table 2.3: Past and Current Marketing Strategies vis--vis Objectives and Goals (continuation)
Marketing Strategies/Programs Type Advertising (Above the line) and promotions Print, TV and Radio Positioning Jobstreet.com commands strong media presence Brief Description Print advertisements through tabloids and newspapers as well as broadcast advertising through channels as television and radio. Outdoor and online advertising and promotions include billboards, bus wrap, taxi ads and online news articles. Objectives To reach with ease the most number of talents across all media channels. Goals To build or increase brand awareness.

Advertising (Above the line) and promotions Outdoor and Online

To maintain and further increase brand visibility

Events

Advertising (Below the line) and promotions

Jobstreet.com is the authority in career events in the Philippines!

Promotions Project - Shout Out Challenge

Events that include Jobgantic Career Fair, Career Congress, career talks and job fair co-sponsorship services. A competition whose output will be projects that came from the learning on Career Congress 2011

To allow thousand of students to benefit from career talks and other campus events.

To give companies top of mind brand recall that draws high traffic, high page views and the most number of unique visitors per month (over 5 times higher compared to other sites) To attract thousands of jobseekers and hundreds of leading employers here and abroad. To extract and evaluate learning of participants from different schools on career congress 2011

To SHOUT OUT THE participants LEARNINGS obtained from the Career Congress 2011

Process

Jobstreet.com is operated by three powerful systems that bridge jobseekers to employers. Figure 2.15 demonstrates how this systems simplifies the flow of online recruitment process. Figure 2.16: Jobstreet.com Online Recruitment Process through Three Powerful Systems for Jobseekers

MyJS (JobSeeker's Account)

LiNa (Matching Agent)

SiVA (Employer's Account)

Application Process in Folder

Interview Scheduling

Hiring

Source: www.jobstreet.com

MyJs is Jobseekers career agent who allows members to create and edit resume, view application status, check ranking vs. co-applicants, take the English Language Assessment and access different career resources. This agent sends jobseekers resume to LiNa, a matching agent that sends applicants information from resume to SiVA, a virtual HR assistant posts job openings, stores resumes in virtual folders/drawers, screens, filters and processes applicants, communicates with applicants and schedules interviews.

Growth Pattern JobStreet.coms growth pattern on clients since 1999 has an average of 21% until 2011. Moreover, increase of companys revenue is attributable to the increase of clients over the years. Further illustration of pattern is shown below in Figure 2.17. Figure 2.17: Client Base Growth of JobStreet.com
25,000 21,700 22,000 20,000 16,000 15,000 12,100 10,000 10,000 4,900 1,000 1,200 1,300 1,500 1,700 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Source: www.Jobstreet.com.ph

19,000

8,000

5,000

Moreover, jobseeker database growth since 1999 is shown in Figure 2.18. Jobstreet.com established an average increase of 37% up to 2011.

Figure 2.18: Jobseeker Database Growth of JobStreet.com

5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 4,686 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 44,356 104,149 297,711 183,202 500,974 726,449 2,315,670 1,745,670 1,306,022 975,976 4,400,000

Through the information established earlier, the proponents would like to assume that the increase in revenue is attributable to the increase of clients and the increase in jobseekers signals the clients to advertise on JobStreet.com.

C. Competition JobStreet.com has lot of competitors as established in Composition of the Industry section of this chapter. However, the proponents only delimit the competitive analysis on top 5 job sites which include Jobstreet.com itself, direct competitor JobsDb.com and three (3) indirect competitors (onlinejobs.ph, bestjobs.ph and workabroad.ph) and which belong to top 500 sites in the Philippines according to alexa.com. To make it clear, JobsDb.com is considered as the sole - direct competitor of JobStreet.com due to the same segment focused as the campus segment. Moreover, the proponents preferred to discuss the analysis through Competitive Environment Matrix which is established in Table 2.4 so as to provide a clear comparison among companies. The matrix is subdivided into analysis of each companys: Company profile which deals with the basic information about the company; Website Statistics dealing with the company success via website; Jobseeker Market showing the market shares of direct competing companies; and as well as their Strategic Marketing Efforts.

Table 2.4: Competitive Environment Matrix Direct Competitor Competition Indicators Company Profile Analysis Corporate Name Company Logo Year of Establishment in Phil. Campus Page Country Manager Jobstreet.com JobsDb.com Online Jobs Philippines Indirect Competitors Best Jobs Philippines WorkAbroad.ph

Reference : Company Websites

JobStreet.com Philippines Inc.

JobsDb Philippines

Online Jobs Philippines

Best Jobs Philippines

WorkAbroad.ph

1999 Fresh Grad/OJT Ms. Grace Colet To improve lives through better careers To be Asia's no.1 talent bank

1998 CampNet Ms. Jayjay Viray To bring employers and job seekers together for fast, efficient and cost effective recruitment To be largest recruitment portal in the Asia-Pacific region

n/e none n/e

n/e none n/e

n/e None n/e To assist job hunters in finding overseas work that meets their needs and qualifications n/e

Mission

n/e

n/e

Vision

n/e

n/e

Table 2.4: Competitive Environment Matrix (continuation) Direct Competitor Competition Indicators Company Profile Analysis Jobstreet.com JobsDb.com Online Jobs Philippines Indirect Competitors Best Jobs Philippines WorkAbroad.ph

Reference : Company Websites

Positioning

The No. 1 job site in the Philippines

Recruitment Network without Boundaries Australia, China, Hong Kong, India, Indonesia, Korea, Malaysia, the Philippines, Singapore, Taiwan, Thailand, and the US. ph.jobsdb.com

Find The Best And The Brightest Filipino Employees n/e and Virtual Assistants Online.

Overseas Jobs for the Filipinos

Malaysia, Singapore, Network Philippines, Coverage/Volume Indonesia, India, of Business Japan and Thailand

Philippines

Philippines

Philippines

Official Website

www.jobstreet.com

www.onlinejobs.ph www.bestjobs.com www.workabroad.ph

Table 2.4: Competitive Environment Matrix (continuation)

Direct Competitor Competition Indicators Website Analysis Traffic Rank in Philippines Global Traffic Rank Reach (%) Pageviews (%) Pageviews/User Bounce (%) Search (%) Jobseeker Market Analysis Jobstreet.com JobsDb.com Online Jobs Philippines Indirect Competitors Best Jobs Philippines WorkAbroad.ph

Reference : www.alexa.com (observation from January 22, 2012 - February 22, 2012) 37th 8904th 0.0143 0.001215 8.9 28.5 8.3 Reference : Company Websites Local Jobseekers (Luzon and VisMin); Overseas Jobseekers; and Campus (Undergrads looking for Intern/OJT position, Fresh Grads, School Administrators, Student Organizations and Professional Organizations) 3800000 4400000 Local Jobseekers (Luzon and VisMin); Overseas Jobseekers; and Campus (Undergrads looking for Intern/OJT position, Fresh Grads, School Administrators, Student Organizations and Professional Organizations) 1500000 1800000 General Jobseekers General Jobseekers Overseas Jobseekers 61st 1853rd 0.0569 0.00518 9.59 25.8 8.6 119th 12741st 0.0117 0.000807 7.3 25.2 4 186th 27972nd 0.0053 0.000264 5.2 38.1 9.6 221 24162
st

nd

0.0052 0.000545 11.1 23.6 8.5

Target Market

2010 Filipino Jobseeker Database 2011 Filipino Jobseeker Database Jobseeker Market Share over 1348000 jobseekers in the industry as of Dec. 2011

n/e n/e

n/e n/e

n/e n/e

44.51%

22.25%

< or = 33.24% (assumption)

Table 2.4: Competitive Environment Matrix (continuation)

Direct Competitor Competition Indicators Strategic Marketing Analysis Service Development Programs/Innovation Programs Pricing Programs Advertising (Below the Line and Above the Line) Promotions Direct Marketing Viral Marketing Jobstreet.com Reference : Company Websites Career Congress Sign-up Challenge, JobStreet Career Services and National Internship Programs Free Sign up Print, TV, Radio, Outdoor and Online Project - Shout Out Challenge Electronic Data Mail (EDMs) None Facebook (LiNa), Youtube, Twitter (JSPH, Cebu), Friendster and Blogspot. JobsDb.com

Career Card

Free Sign up Print, TV, Radio, Outdoor and Online Beats of Chance: A Dance to Success Competition Electronic Data Mail (EDMs) None Facebook, Twitter, Youtube, Plurk, Tumblr, Friendster, Wordpress, Blogspot. Includes Career Advice, Celebrity Profiles, Global Education, Work Abroad (warning articles), Testimonials 41 7 (JPMAP, PJMA, UST Student Coordinating Council, UP Architecture Forum, IECEP, UP 49ers ans AISEC) DOLE, TESDA, PICPA, PMAP, PHINMA CLASS (Career, Life and Success Symposium)- Mr. Boy Abunda as Keynote Speaker n/e

Social Media Marketing

Online Career Resources

Campus Student's Guide

Partner Schools as seen on Website Partner Organizations as seen on Website

2 (COMGUILD and UPITTC) DOLE, TESDA, PMAP, MOVE, NYC Career Congress for Student Leaders and Administrators; JobGantic Career Fair 30% (from 35,000 to 50,000 FG/UG)

General Partnerships Company Organized Campus Event Campus Segment Market Share (Increase on database)

53

Figure 2.19: JobStreet Campus Webpage

54

Figure 2.20: JobsDbs CampNet Webpage

55

Chapter III

SWOT ANALYSIS
This chapter presents the proponents Strengths, Weaknesses,

Opportunities and Threats (SWOT) analysis, listing the internal strengths and weaknesses of JobStreet.com Philippines Inc. (see Review of Service Business on pages 26 44 and Competition on pages 45 51) ; and opportunities and threats faced by Jobstreet.com Philippines Inc. due to the changes in the external environment (see Review of the Industry on pages 3 - 26) Moreover, this chapter tells where JobStreet.com Philippines Inc. currently sits and where it needs to go in the future. It also presents information which is the basis of proponents setting of organizational goals and objectives which are to be discussed in the next chapter of this proposal. Expanded marketing mix or the 8Ps of the service business are also considered in the analysis. However, price and other user outlays are considered not applicable for the analysis since there is no established pricing on the services offered by the company. The proponents discussed the analysis through a SWOT matrix which is believed to be more comprehensible wherein the aspects of analysis are also established along with 8ps and SWOT and through a customers perspective and established information in the previous sections.

56

Table 3.1: SWOT Matrix Expanded Marketing Mix (8P's) Aspects of Analysis Strengths Positioning strategy as the no.1 jobsite in the Philippines is supported by statistics as Alexa.com rankings Market leader in jobseeker database in the Philippines Webpage Includes part time jobs and on the job training (ojt) positions for students which sole-direct competitor does not have Offers career talks and job fair sponsorships with different modules concerning career Give aways after events as loot bags, pens, id laces, magazines and also photo booth. Weaknesses Lower number of established school partners, student/professional organizations on webpage as compared to direct competitor "Search Jobs" search bar is redundant with the menu tab along with "Home" and "Events" Campus logo as shown in campus webpage is informal due to the font style used No AVP's for the speaker and company which lead to students' low recall Opportunities Increase of Universities offering student assistant programs can expand demographics of target market and services offered of online recruitment companies catering to campus segment Continuous grow of unemployment rates can increase market share. Threats Due to perceived effectiveness of offering services via web, other traditional recruitment entities might shift on performing services as Jobstreet.com does

Services offered on Webpage

Product Elements

Services offered on on-ground Activities

Increase of Universities conducting job fairs and career seminars for career preparation of their students can increase services offered through on -ground activities.

Universities adopting eresume might be directly dealt by direct hiring companies and might decrease the performance of job fairs where Jobstreet.com offer services Type of magazine in terms of contents which are used as give aways may become an issue of the universities' culture

57

Table 3.1: SWOT Matrix (continuation) Expanded Marketing Mix (8P's) Price and Other user outlays Aspects of Analysis Strengths Weaknesses Opportunities Threats

n/a

n/a Bus full wrapped transit advertisements which the nearest competitor doesn't have ID lace print ads which are given to students during events Social media Marketing which communicates with students and gives advices on career. Career guides as: "Getting Started on your New Job", "Government links", "Internship Guidelines" and Assessments Information provision on the company's market share and significant statistics Offers Jobstreet Videos that give tips on resume wrting, interviews and etc. Blogstreet which also gives job seeking tips Career talks aided with modules about career guides, trainings.

n/a Events are not updated and lack information and advertisements of upcoming events (competition, etc.) Banners used in job fairs do not show the job vacancies that the company offers

n/a Increase on channels of advertising as is prevalent in the Philippines as transit ads mediated on public utility jeepneys (PUJ's), MRT's, LRT's and tricycles.

n/a International regulations on advertising online can affect advertising capabilities through web

Marketing Communication tools for Online and On Grounds Activities

Promotions and Education

Campus on ground activities and Webpage's Information about the Company, Guides and Training

Campus web page is static wherein jobseekers can't engage on adding content and notes Topics within the modules are almost the same as the topics of co-speakers leading to students' lost of interest to listen

Studies establishing positive perceptions on using online recruitment sites can increase word of mouth marketing or referrals

Advent of technology wherein everything is instant as information search engines, might decrease the reliabilities of career guides Possible adding of career preparation on curriculum of Universities might also affect the performance of Jobstreet.com via on ground activities in terms of educating students on their career paths

58

Table 3.1: SWOT Matrix (continuation) Expanded Marketing Mix (8P's) Aspects of Analysis Strengths Convenience for students since the locations of events are always venued on their Universities; Career Congresses are annually venued at The SMX Convention Center which is wide and well ventilated Major events as career congresses are scheduled on non-school days which allow students to participate Job fairs save time by in job hunting and recruitment process. Partnered with Social networking sites as electronic channels Mobile phones as electronic channels whether through short messaging service (SMS) or Mobile Applications 24hrs. Jobseekers' capabilities to apply for jobs Weaknesses The span of time for service on a specific area given by the organizer were sometimes not enough for the speaker to elaborate the topic Different places but same schedule of events hinder the utilization of time Far locations of invitational events are not reached due to lacking of vehicle. No icons of social networking sites which the campus web page is associated Opportunities Increase of companies that are conducting events for students can be additional venues for online recruitment companies to render services Increase on infrastructures for entertainment in the Philippines wherein on ground big events of online recruitment companies can be venued and which can accommodate more participants. Rise of internet mobile industry could open more channels of service for online recruitment companies as Jobstreet.com Massive increase on the use of social networking sites by youth can maximize the channel of catering career services. Threats Advent of technology would possibly increase the use of virtual job fair machine as DOLE provided at malls which can serve as governed channels for job seeking wherein private online recruitment companies might not be able to intervene on

On Grounds Activities' geographic Locations and schedules

Place and time

Electronic channels and partner channels

59

Table 3.1: SWOT Matrix (continuation) Expanded Marketing Mix (8P's) Aspects of Analysis Strengths Online and offline sign up activation Updated LiNa job alerts Ease on searching jobs and intern position due to filtering capacity process of the website Free sign up process Weaknesses Homepage is cluttered making it hard for the job seeker to find the link to campus webpage No innovative process on job seeking for job seekers unlike nearest competitor's "Career Card" Misperception and confusion of LiNa No company vehicle which will signal and will help people recognize the company representatives upon arriving Opportunities Increasing knowledge of students on technology as internet and logic, can ease the processes adopted by online recruitment companies as Jobstreet.com Threats Increase of illegal recruitment issues in the Philippines which may lead to law provisions might limit the process of online recruiting.

Process

Signing up process, Job Seeking and Information provision processes

Physical environment

Service providers, physical appearance, Vehicles and other tangibles

People

Company's management Team

Staffs are well groomed during events and even in the office Uniform with company's branding as shirts and ID laces Staffs always wear smart casual attire during events and also in the office Management is composed with collaborating depts. Marketing team is divided accordingly to each segments targeted Each team is composed of staffs whose specializations are different from each others which lead to different bright ideas.

New trends on transit advertising as own company cars tinted with company logos and identity, can be adopted by Jobstreet.com which will also ease the flow of service due to ease on transportation

Government constraints on vehicle codlings

Not enough internal manpower to perform tasks during events Manpower is partly dominated by contractual employees or those from agencies

As more school institutions offer more specialized programs for students, the company can have a pool of future human resource that might build the next generation of company's management team

Better benefits offered by other companies might affect the performance of Jobstreet.com's manpower

60

Table 3.1: SWOT Matrix (continuation) Expanded Marketing Mix (8P's) Aspects of Analysis Strengths High bounce rate, number of page views and web traffic in the Philippines Continuous increase on jobseeker database Quota or KPI set on Sign ups through on ground activities are always met Increase on cosponsorship invitations on job fairs Weaknesses Lower global traffic rank, search rate and reach rates than the sole direct competitor Opportunities Department of Education and CHED's implementation of K+12 can increase the quality of Jobstreet.com's recruited jobseekers both online and ongrounds . Threats Productivity of Jobstreet.com's recruited jobseekers both online and on-grounds . will be at sake due to Department of Education and CHED's implementation of K+12

Recruitment online

Productivity and Quality

Recruitment on grounds

Lower invitations on events as school competition judging and other similar events than the sole direct competitor.

After a thorough analysis of the internal and external situation of the company, the proponents summarized each implication to the company. The proponents believe that through establishments of implications, it will be better for them to set goals and objectives for this proposal and so on provide tactics, strategies and programs. Table 3.2 discusses these implications.

61

Table 3.2: Summary of SWOT Analysis

Expanded Marketing Mix (8P's) Summary in Terms of: Strengths Jobstreet.com is established as the market leader in jobseeker database and jobsite usage and has more advantages and benefits offered for UG/FG Jobseekers segments than sole direct competitor. Weaknesses Jobstreet.com's campus segment is of sake with it's campus webpage for it shows less attractive page and information than sole direct competitor. On the other hand, for on- ground activities, there is a need to provide additional tools and strategies that will increase brand recall of students. n/a Opportunities Jobstreet.com can expand demographics of target market and increase more on services offered which will lead to an increase eon market share. Threats Jobstreet.com is threatened and bounded by these technological and cultural factors of the external environment.

Product Elements

Price and Other user outlays

n/a

n/a

n/a

Promotions and Education

JobStreet.com provides effective marketing efforts as well as informative tools for target market.

Jobstreet.com's campus webpage lacks online marketing efforts for their events and offers less social capabilities for the page viewers.

Jobstreet.com has more chances of fully marketing its services and brand due to advent of more marketing opportunities.

Place and time

Jobstreet.com's strategy on channels of service are strong enough to suffice the needs of the students during events and through electronic channels as well as the scheduling of events.

Jobstreet.com's campus webpage lacks links wherein page viewers can go through and learn more about the company and services.

Jobstreet.com can have more choices of venue to perform their events with more convenience in years to come as well as non-traditional channel as internet mobile and social networking sites that are rising can be a good ground for the company's services and elements.

Jobstreet.com is bounded by international regulations on advertising and threatened by the advent of technology capabilities in terms of education aspect of the company's services. Jobstreet.com is threatened by the government's complying on technological advancement in recruitment activities.

62

Table 3.2: Summary of SWOT Analysis (continuation)

Expanded Marketing Mix (8P's) Summary in Terms of: Strengths Jobstreet.com's processes are systematic and easy to cope with. Weaknesses Jobstreet.com's homepage misleads the jobseekers due to its clutterness. It also has less innovation on process as compared to sole direct competitor. Jobstreet.com lacks representation of company in terms of company vehicle. Opportunities Jobstreet.com's process can be eased by considering the increase on students' capabilities in the years to come. Jobstreet.com can adopt new trends of transit advertising in the long run. Threats Jobstreet.com can be associated with the issues on illegalities of possible recruiters applying for partnership. Jobstreet.com's vehicle if ever adopted will be subject to more expenses as implemented by LTO along with other expenses and limitations Jobstreet.com's manpower can be subject to pirating plans of other companies.

Process

Physical environment

Jobstreet.com provides services aided with appealing added value.

People

Productivity and Quality

Jobstreet.com is composed of efficient management team members and categorization of tasks to each member is appropriate. Jobstreet.com's productivity is efficient enough as to number of page views and bounce rates. Quality of service is also credible.

Jobstreet.com lacks manpower.

Jobstreet.com can pool more manpower who are competitive enough and who are equipped with specialize learning from their schools. Jobstreet.com's Quality of applicants in the years to come will be more efficient and effective.

Jobstreet.com is of low productivity and quality in terms of global ranks and in terms of event exclusive invites and partnerships.

Jobstreet.com's number of sign ups will be affected by CHED's implementation of K12.

The above implications of SWOT analysis can be considered as signals to make goals and objectives. However, these implications are also sought to collaborate strength implications to weaknesses and opportunities and then convert these to capabilities. Threat implications, on the other hand gave hints to the tactics that are needed by the company to

63

maintain and improve its standing. Table 3.3 discusses the presumed capabilities of the company and the recommended action plans of the proponents.

63

Table 3.3: Implications of SWOT Analysis

Expanded Marketing Mix (8P's) Capabilities Jobstreet.com can expand target market by putting additional services on website. Jobstreet can also use AVP in career talk seminars n/a Action Plan Recommendations Introduce a new segment which will cater to scholarship (Student assistant) jobseeker for those incoming college students and allocate a space on campus webpage. n/a

Product Elements

Price and Other user outlays

Promotions and Education

Place and time

Jobstreet.com can exert more effective marketing efforts but should begin with the enhancement of website since it is the primary medium of getting the company's services advertises and promoted. Jobstreet.com can capitalize on venuing services on internet mobile and social networking sites by providing value added services on this channel. Jobstreet.com can provide innovations on their process by catering to the needs and habits of students brought by the increase of their capabilities. Jobstreet.com can adopt new trend in transit advertising by making it as a representation of the company's identity and added value as well. Jobstreet.com can add more manpower who are specialized and familiar to the service operation in relation to their learning during school days. Jobstreet.com can heightened productivity by adding services or expanding market other than those prevalent and can now add to positioning that jobseeker database is made up of highly qualified employees.

Enhance the website by arranging the sections in a way that will ease the jobseekers' searching and which will include services for the new segment.

Add more downloadable mobile applications that are in line on educating and training as mobile games with ideas behind are about career. Introduce a privilege card which will give JobStreet.com members the advantages and which will innovate the service process. Propose a company car tinted with color themes and identity of JobStreet.com

Process

Physical environment

Advertise hiring for internal human resource.

People

Productivity and Quality

Add productivity quotas and increase advertisement on how JobStreet.com gives more quality on service.

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Chapter IV

GOALS AND OBJECTIVES

In line with JobStreet.com Philippines Inc.s mission of Improving Lives through Better Careers and after determining the companys strengths, weaknesses, opportunities and threats, the proponents gained better idea of what marketing goals and corresponding objectives should be. The proponents set three qualitative goals namely, to increase on usage, to increase market share and to provide additional revenues. These goals are sought to set the direction of this service plan proposal. Moreover, each goal is benchmarked with quantitative objectives which will guide the proponents to allocate marketing resources of the company efficiently and accordingly. These goals and objectives will be the proponents basis on proposing marketing strategies, tactics and programs for the target segments. Table 4.1, entitled Proponents' Goals vis-vis Objectives Set discusses deeply the aforementioned goals and

corresponding objectives.

Table 4.1: Proponents' Goals vis--vis Objectives Set

Goals Short-Term Objectives (2012 - 2013) To achieve top of the mind awareness among campus segment's key influencers (Students and School Administrators) To consistently increase search rate by 10% monthly from last month's (January) rates. To consistently increase page views or webpage visits by 15% monthly from last month's (January) rates. Medium-Term Objectives (2013 - 2018) To reinforce top of the mind awareness among campus segment's key influencers To annually increase average monthly search rate by 15% from 2012's average monthly rates up to end of 2018 To annually increase average monthly page views or webpage visits by 20% from 2012's average monthly rates up to end of 2018 To increase sign-ups of campus segments Fresh Graduate and Undergraduate Jobseekers by 15,000 from 65, 000 to 80, 000 at the end of 2013, To increase sign-ups of campus segments Fresh Graduate and Undergraduate Jobseekers by 20,000 from 80,000 to 100,000 sign ups at the end of 2014 To gather annual total sign ups of 100,000 of campus segments Fresh Graduate and Undergraduate Jobseekers on succeeding years up to end of 2018 To increase sign ups of High School Graduating Students segment by 15% at the end of 2013 To annually increase sign ups of High School Graduating Students segment by 20% up to end of 2018 To have additional 20 school partnerships, 10 professional organizations partners and 10 campus media partners at the end of 2018 To annually increase revenue commitment by 50% through service development product. Long-Term Objectives (2018 - onwards) To maintain top of the mind awareness among campus segment's key influencers

To increase usage of Jobstreet.com

To continuously increase average annual search rate by 25% on a decade to go.

To continuously increase average annual page view by 30% on a decade to go.

To increase sign-ups of campus segments Fresh Graduate and Undergraduate Jobseekers by 15,000 from 50, 000 to 65, 000

To gather annual total sign ups of 100,000 of campus segments Fresh Graduate and Undergraduate Jobseekers on succeeding years up to the next decade

To increase Market Share

To expand market by capturing 10% of High School Graduating Students as additional target segment.

To annually increase sign ups of High School Graduating Students segment by 30% up to the next decade

To Earn Additional Revenue

To have additional 10 school partnerships, 5 professional organizations partners and 5 campus media partners at the end of 2012 To pioneer a service development product that will earn an increase of 40% on revenue commitment.

To maintain partnerships among schools and general partners up to the next decade.

To annually increase revenue commitment by 50% through service development product.

Chapter V

TACTICS, PROGRAMS AND STRATEGIES

This chapter presents the proponents action plan for the goals and objectives established in Chapter 4. Proponents also restate the primary and secondary market and introduce the tertiary target market in this section. Different tactics, service development programs and corresponding

communication strategies are also established in order to achieve goals and objectives set. Moreover, the proposal is delimited to service development programs due to its nature of being a service oriented one as opposed to the nature of marketing plan and as to comply with the companys strategy of maximizing efforts on service elements and minimizing cost of advertising and promotions. However, marketing strategies (e.g. advertisements and promotions) are recommended to be used as communication plan for each program and thus, are also proposed as strategies. As to provide a better and more comprehensive discussion of each program proposal, the proponents likewise include background analysis of the current service programs and other related information and considerations that lead to decision of proposing such.

A. Market Targeting

Table 5.1: Demographic Characteristics of Target Market Target Market Primary Secondary Classification Tertiary Fresh Graduates Tertiary Undergraduates looking for OJT School Administrators High School Graduating Students Schools/Professional Organizations Age 20-24 17-19 n/a 15-16 n/a Gender Male/Female Male/Female n/a Male/Female n/a

Tertiary

B. Tactics

The following tactics are short-term action plans which the proponents are recommending in order to have basis in proposing future programs: 1. Monitor standing from direct and indirect competitors as well as its credibility in terms of tools used in performance of service. 2. Set continuous innovative strategies so that new entrants cannot hinder continuous growth of market share 3. Establish a warm relationship with universities' administrators and know their future plans during events. 4. Comply with the limitations provided by international regulations on advertising so as to eliminate issues on marketing. 5. Work on exclusive partnerships with government in providing the same services.

6. Set limitations on recruitment companies who will be asking for partnership with Jobstreet.com in terms of credibility history and other legal aspects. 7. Collaborate with Human Resource Department in dealing with the expectations and needs of the employees from the company or suggest a study that will measure the behavior of employees then make or collaborate on a strategy on how to cater those needs and expectations through internal marketing.

C. Programs

1. Campus Webpage Enhancement

Program Title JobStreet.com Campus Webpage Enhancement Description: Jobstreet.com Campus' Webpage is a webpage within Jobstreet.com Philippines Inc.s website. This webpage aims to land Fresh Grads and Undergrads to their dream job at the soonest time and guide them through work related issues such as finding the right job, processing pre-employment requirements, and give out expert advice. The current webpage layout is shown in Figure 2.19 in competition section of Chapter 2. Current Unique selling Point: Stepping into the Workplace via JobStreet CAMPUS, Current Benefits: Practical advice and useful job-hunting tips Training and OJT Opportunities Workshops and Seminars together with a whole list of Fresh Grads Current Features: The webpage includes service features as: Campus Students Guide, Search Jobs Tabs, Events Information and Jobstreet Assessments. These service features are elaborated under Chapter 2 in review of services offered to Job seekers section. Current target market: Fresh Graduates, undergraduates seeking for OJT and part time job seekers Considering the result of SWOT Analysis and competitive analysis of the company and its sole direct competitors web pages, wherein JobStreet.com campus webpages contents are considered mostly as the weakness of the services as well as considering the goals and objectives set, the proponents would like to propose a service development program through an enhancement of the campus webpage. To increase usage of webpage To increase market share To provide a more attractive, more efficient and more easy to use webpage that will add to the target sign-up at the end of 2012 To increase page views or web page visits by 15% monthly from last months (January) rates To improve and add more services offered via webpage Campus webpage enhancement is a service development program aiming to improve services via webpage. Tertiary Fresh Graduates; Tertiary Undergraduates looking for OJT and School administrators; High School Graduating Students and Schools/Professional Organizations

Background

Proponents Significant Decision

Goals

Objectives

Brief Description Target Market

Implementation dates Unique Selling Point

Aspects of Development

Launching: April 1, 2012; Implementation of program: April 1, 2012 onwards Jumpstarting on Career Paths through better and improved JobStreet CAMPUS Webpage Color Scheme the proponents would like to highlight the color themes as blue and yellow in lieu to a very plain webpage and which are identities of Jobstreet.com since then. Menu Tabs the menu tabs are proposed for additional menus as Jobseekers and Employers and eliminate Search Tabs in lieu to redundancy perception. Moreover, Jobseekers menu tab will be sub-segmented into Fresh Grads/OJT, Local and Overseas which will reduce cluttered characteristics of homepage and will lead jobseekers to the right track. Service Feature Recommendations rearrangements of Campus Students Guide section, re-categorization of partnerships, rearrangement of service features as the page positions of Find us on Facebook section and provision of company programs promotions section are the service feature recommendations of the proponents. Scholarship Program (Student Assistant) Section this is a market expansion recommendation wherein, school partners and other partner professional organizations can post scholarship program for high school graduating students for free. This is in line also with the companys mission of Improving Lives through Better Careers. School Administrators Lounge Launch launching of this lounge will make the management administer cosponsorship invitations and career talks scheduling. This lounge will allow administrators to register through webpage and get their events prioritized. Adding Company Information and Links Lower portion of the webpage will also be consisted of information about the company and direct links to social networking sites accounts as well as the icon for mobile application downloads. please see Figure 5.1 Advertisement on websites and sticker transit advertisements. Please see strategies of this Chapter

Actual Webpage Layout Proposal Communication plan

Figure 5.1: JobStreet Campus Webpage Enhancements Layout Proposal

2. Scholarship Integration Movement

Program Title Scholarship Integration Movement Description: Jobstreet.com Campus segment has its current service development program as National Internship Movement. This program is offered for under graduating students seeking for OJT position and for employers who would like to offer OJT trainings. This is conceived as a yearround partnership program between the National Youth Commission and JobStreet.com to promote internship as a means of preparing the youth for the workplace while creating an efficient and effective talent pipeline for employers. It will involve the various sectors of the society to act as dynamic social marketing media in making internships work for the youth sector. Current Unique selling Point: WE make INTERNSHIPS WORK! Current target market: Undergraduates seeking for OJT and companies offering OJT positions Current programs logo:

Background

Proponents Significant Decision

Goals

Objectives

In line with the companys mission of Improving Lives through better Careers and the capabilities brought by the opportunities from external environment, the proponents would like to implement a service development program catering to its tertiary target markets needs in a form of Scholarship Integration Movement. To increase usage of webpage To increase market share To increase page views or web page visits by 15% monthly from last months (January) rates To expand market by capturing 10% of High School Graduating Students as additional target segment. To have additional 10 school partnerships, 5 professional organizations partners and 5 campus media partners at the end of 2012

The Scholarship Integration Movement is conceived as the result of warm partnership among Universities and Professional Organization and JobStreet.com to promote scholarship as a means of giving todays youth the opportunities on education and in line with preparing the youths future while helping them reach better careers. Moreover, the proponents consider this program as a 2-in-1 program (Service Development Program and a Corporate Social Responsibility). The term integration is used due to the nature of scholarship program to be offered which is a mix of scholarship and work as student assistant program. Brief Description As Service Development Program: Scholarship Integration Movement is a program aiming to provide services in the form of scholarship offered for high school graduating students. This will serve as the venue for the recruitment process between Universities and students seeking for scholarship. As Corporate Social Responsibility: Scholarship Integration Movement is a CSR aiming to provide todays youth a better beginning in education which will serve as their foundation for better careers and improved lives.

Programs Logo Proposal

Target Market Implementation dates Unique Selling Point Communication Plan

High School Graduating Students and Schools/Professional Organizations Launching: During Career Congress 2012 for School Administrators Implementation: Third Quarter of the Year onwards We Bridge Your Capabilities with Sustainable Opportunities Advertisement on websites, Career Congress for Administrators 2012; Layout for Advertisements on website (please see appendices)

3. Privilege Career Card Program Title Jobstreet.com Privilege Career Card Description: Jobstreet.com Campus segment traditionally offers services through online and on grounds activities. Moreover, JobStreet jobseeker segment solely provides services through which size of database and increase in revenue can be attributed. However, sole direct competitor offers an innovative product which implies a weakness part on Jobstreet.com. This product is what they call Career Card which is offered as alternative to service processes. In lieu with this weakness is a capability for JobStreet.com to capitalize on revenue earning product as Career Card and to offer more benefits than those offered by the direct competitor. To Earn Additional Revenue for the company To increase usage of services To increase market share To propose a service development product that will have a 5% increase on revenue commitment. To have additional 5 professional organizations partners and 5 company partners at the end of 2012 To increase sign ups Privilege Career Card is a 3-in1 card, a loyalty card, career card, and discount card. This program is in partnership with Robinsons and other participating companies as sponsors. Through this program, Jobstreet.com jobseeker database members who are willing to avail will enjoy more benefits than any other cards can offer.

Background

Proponents Significant Decision

Goals

Objectives

Brief Description

Privilege Career Card Layout Proposal A

Privilege Career Card Layout Proposal B

Target Market Implementation dates Unique Selling Point

Tertiary Fresh Graduates; Tertiary Undergraduates looking for OJT and School administrators; High School Graduating Students and Schools/Professional Organizations

Launching: April 1, 2012; Implementation of program: April 2012 - April 2013 More Privileges, More Careers, More Discounts: Its more fun to use JobStreet.com Philippines How to get permanent JobStreet.com Privilege Career Card Step 1: Fill out Membership Application Form (JS Sign Up form) included in the kit. Step2: Submit to the job fair personnel in the booth or in Customer Service Counter of Any Robinsons Department store within 30 days. Step 3: Claim permanent and personalized Jobstreet.com Privilege Card after (3) three weeks and after receiving email from Jobstreet.com at the customer Service of any Robinsons Department Store branch or respond to the email sent if opt to claim it personally on Jobstreet.coms office. Step 4: Enjoy discounts and privileges offered by the card. Discounts A duly recognized member or card holder is entitled to discounts from partner companies and sponsoring companies. Privileges A duly recognized member is entitled to: Receive job alerts from LiNa in their account. Priority applications from company-clients of Jobstreet.com

Mechanics

Advertisement on websites; Advertisement on malls Communication Plan Layout for Advertisements on website and print ads (leaflets) please see advertising strategies

Privilege Career Card Kit Cover

Privilege Career Card Kit Cover with Card Inserted

Financial Plan

please see Chapter 6

4. 65K Sign Up Challenge Program Title 65K Sign Up Challenge Description: Since the establishment of JobStreet.com in the Philippines, the Company has always viewed the Undergrad and Fresh Grad Sectors as strategic jobseeker markets. Over the years, various programs have been formulated to increase brand awareness, conduct direct sign up campaigns and provide more career services to the said sector. At the end of 2011, the segment had added a total of 50,000 sign ups on the company's jobseeker database. Current Unique selling Point: JobStreet.com is the ONLY JOBSITE with the Most Number of Jobs and Best Career Resources for Interns and Fresh Grads. Current target market: Administrators (includes Deans and Student Affairs Heads), Guidance Counselors, Career Placement Officers of 40 priority Colleges and Universities, Interns and Fresh Graduates In an effort to continue in increasing the number of sign ups, the proponents would like to propose a 65K Sign up Challenge. To increase market share To increase sign-ups of campus segments Fresh Graduate and Undergraduate Jobseekers by 15,000 from 50, 000 to 65, 000 To have additional 10 school partnerships 65K Challenge will be consisted of career fairs and job fairs sponsorship. To make quota feasible, there will be some innovations to be used in the program which includes the use of Fan-up brochures as revised sign up forms combined with fan (please see advertising program 3 for more details. Tertiary Fresh Graduates; Tertiary Undergraduates looking for OJT and School administrators During events starting March until the end of February of 2013 n/a Please see Chapter 6

Background

Proponents Significant Decision Goals Objectives

Brief Description

Target Market Implementation dates Communication Plan Financial Plan

D. Strategies

1. Online and Transit Advertising Strategies for Web Page Enhancement

Title Creative Idea Objectives Online and Transit Advertising Strategies for Web Page Enhancement Job Hunting: Its more fun to use JobStreet.com Philippines To increase awareness and increase referrals To increase search rate for the website To increase page views An online advertisement and transit advertisement in a form of sticker promoting the improvement and betterment of the web page. The concept or the big idea is in line with the Department of Tourisms tourism statement, Its More Fun in the Philippines and the companys propositions as the market leader in the industry. Members of JobStreet.com Facebook Fan Pages, Members of JobStreet.com and Passengers of Public Utility Jeepneys (PUJs) April July 2012 Facebook Account and Public UtilityJeepneys

Description

Target Audience Implementation Media Financial Plan

Please see Chapter 6 (Table 6.2) Layout for Facebook Advertisement and Stickers for Transit Advertisements

Sample Implementation of Transit Advertisement

2. Online Advertising Strategy for Scholarship Integration Movement Title Creative Idea Objectives Online Advertising Strategy for Scholarship Integration Movement
Insert SIM and Begin a Change in your Career Opportunities

Description

To increase awareness and increase referrals To increase search rate for the website To increase page views An online advertisement which will direct the student seeker for scholarship. The concept or the big idea is an interpretation of the nature of program to be offered. The graduation cap represents the scholarship aspect of program, the man figure with bag represents the transition of being a student to his career and the figures of handshaking men represents the integration of scholarship with work. Moreover, a bridge is also used to establish the unique selling proposition of the program.
Members of JobStreet.com Facebook Fan Pages and Members of

Target Audience JobStreet.com Implementation July 2012 December 2012 Facebook Account , Jobstreet.com Website and Career Media Seminar Mentions Financial Plan n/a

3. Advertising Strategies for Privilege Career Card Title Creative Idea Objectives Advertisement for Privilege Career Card More Privileges, More Careers, More Discounts: Its more fun to use JobStreet.com Philippines To increase awareness To increase sales for privilege career card Print Advertisement which will be mediated in mall boxes and in a form of leaflet. The advertisements concept is consisted with paper bag combined with computer type monitor. The monitor with the webpage as the screen viewed symbolizes more careers for cardholder. Paper bag on the other hand is for more privileges and shopping goods represents more discounts.
Tertiary Fresh Graduates; Tertiary Undergraduates looking for OJT and School administrators; High School Graduating Students and Schools/Professional Organizations

Description

Target Market/Audience Implementation Media

Launching: April 1, 2012; Implementation of program: April 2012 - April 2013 Advertisement on websites; Mall Ad Boxes and print ads (leaflets)

Sample Implementation on Mall Ad boxes

Leaflet and Mall Boxes Advertisements Layout Proposal

Financial Plan

Please see Chapter 6

4. Public Relation
PR Title Search for the Top 15 JobStreet.com Invaders of the Philippines Description: Jobstreet.com Campus segment had a successful PR entitled Project Shout -Out challenge 2011. In this project, students were tasked to make a project proposal which were based on their learning on Career Congress 2011. Current Unique selling Point: Shout out you Learnings about Leadership and the power of Three Current target market: Career Congress Attendees In line with the success of this PR, the proponents noticed the great capabilities of students nowadays and since Jobstreet.com has not recognized yet these capabilities, the proponents would like to propose another PR campaign for them to be recognized and awarded. To increase usage of webpage To increase market share To increase page views or web page visits by 15% monthly from last months (January) rates To have additional 10 school partnerships, 5 professional organizations partners and 5 campus media partners at the end of 2012 Pooling of top 15 outstanding students of the Philippines is in line with the upcoming 15th year anniversary celebration of Jobstreet.com Philippines Inc. in 2014. This project is a 2-year search process open to all under graduating (1st year and 2nd year college students of A.Y. 2012 2013) students coming from all college institutions of the Philippines. The search aims to recognize students who exemplifies technical and behavioral abilities during their school days Primary target market During Career Congress 2012 for School Administrators (Third Quarter of the Year) a. The Top 15 Search is open to all 1st and 2nd year college students for A.Y. 2012 - 2013 coming from different School institutions in the Philippines b. Student Applicant should be: 1. A student who acts as a role model for his/her fellow students. 2. A student who excel in academic and extra-curricular activities 3. A student who possesses the following technical skills as: Leadership Skills Critical Thinking Skills Communication Skills Initiative Career Congress for Administrators 2012

Background

Proponents Significant Decision Goals

Objectives

Brief Description

Target Market Implementation dates

Mechanics

Publicity Media

5. Events Marketing JobStreet.com has established success in its previous event, Career Congress Series. In the past, this event is consisted of different themes each year. Since success of this event is always achieved, the proponents recommend it to be implemented this year with the same processes as those in previous. Moreover, the proponents would just like to recommend a theme for this years event, Career Congress 2012: Career Management in Pursuing Success (CAMPUS). With this event, the proponents assume a budget of 65%% of the total budget for campus segment which will yield a 25% increase in revenue commitment.

Chapter VI

INVESTMENT PLANS AND PROFITABILITY ESTIMATES

This chapter presents the proposals financial highlights and

considerations on profitability of suggested strategies and programs. Since, the company had not established marketing budget but estimate of revenue which is amounting to Php 405, 000, 000.00, the proponents likewise presents some assumptions which are believed to be reliable due to some references that were gathered. Table 6.1: Proponents Assumptions of Budget Allocation Considerations Established Company Revenue Assumed Overall Marketing Budget (7% of Gross Revenue) Assumed Campus Segment Budget (20% of Marketing Budget) Amount (in Php) 405,000,000 28,350,000 Basis Company Kick Off 2012 www.marketingprofs.com (7-10%)

5,670,000 80/20 Rule

Above assumptions were based on reliable references as the Company Kick Off 2012 which is a companys declaration of hits and misses for 2011. However, as www.marketing profs.com established in their studies, marketing budget should be set as 7-10% of the gross revenue. The proponents adopted the minimum percentage so as to allocate budget efficiently. Lastly, 80/20 rule is also adopted by the proponents in the assumption of Campus Segments Budget. 80/20 rule is a strategy recommended by Eric Landines Villarama, a licensed master trainer in guerilla marketing which states that for every 20% marketing effort can motivate 80% success.

Table 6.2: Financial Plan for Campus Webpage Enhancement

Transit Advertisement Particulars Stickers Permits and endowment (Transport Groups / Operator) Manpower (to do stickering, in nearby cafeteria, cab drivers, tricycle, lampposts) Total Budget Quantity 10,000 pcs (5,000 in Targeted Area and 5,000 General Transpo tric and taxi) please see media planning below 10 groups 3 pax x 3 days Price Php1.84 per piece Expenses (in Php) Total (inclusive of VAT) 20,608.00

1,000 Hiring and Meal Allowance 990/head/day

10,000.00 8,910.00 39,518.00

Media Planning Route Greenhills-Robinsons Cainta-Quiapo Makati Monumento (via EDSA) Pasay Station - Taft Avenue - DFA MOA Jeepneys Libertad Station - DFA Monumento (Rizal Avenue) bound for Taft Avenue Lawton/City Hall - Baclaran Along Roxas Boulevard, FX SucatLawton. TOTAL Location Nearby POEA Passing POEA EDSA Nearby DFA Nearby DFA Nearby DFA Nearby Luneta Park and TM Kalaw Nearby Luneta Park and TM Kalaw Nearby Luneta Park and TM Kalaw Mode of Transportation Jeepney Gliner / Green Star / RRCG JS Buses Jeepney Jeepney Jeepney Jeepney Jeepney FX No. of Stickers 4 stickers x 100 Jeepneys 10 stickers / bus x 100 buses 10 stickers / bus x 100 buses 4 stickers x 100 Jeepneys 4 stickers x 200 Jeepneys 4 stickers x 100 Jeepneys 4 stickers x 100 Jeepneys 4 stickers x 100 Jeepneys 4 stickers x 50 FX Total Stickers 400 1000 1000 400 800 400 400 400 200 5,000 stickers

Table 6.3.1: Financial Plan for Privilege Career Card Privilege Career Card Costing Particulars Quantity Privilege Career Card 5,000 pcs Privilege Career Card Kit Sub - total Budget Advertisement Expense Leaflets Mall Boxes Advertisements Sub - total Budget Total Budget Media Planning AD Size Rate (in Php) No. of Implementation 60" (w) x 40" (h) and 60" 15,000/unit/month 9 months (w) x 30" (h) 60" (w) x 40" (h) and 60" 15,000/unit/month 9 months (w) x 30" (h) 60" (w) x 40" (h) 15,000/unit/month 9 months 5,000 pcs

Price Php 60 per piece Php 20 per piece

Expenses (in Php) 300,000.00 100,000.00 400,000.00 50000.00 405000.00 455,000.00 855,000.00

5,000 pcs 3 units x 9 months please se media planning below

Php 10 per piece Php 15, 000 per unit

Mall Locations Robinsons Galeria Robinsons Metro East Robinsons Place Ermita Total

Total 135000.00 135000.00 135000.00 405000.00

Table 6.3.2: Forecasted Revenue for Privilege Career Card Sales of Privilege Career Card Price of Privilege Target Jobseekers who Career Card will avail/event Php 200.00 Sub-Total 50 pax

Target Number of Events for the Year 100 events

No. of Implementation

Total

1 whole fiscal year

1000000.00 1000000.00 Revenue (in Php) 10 1500000.00

Packages for Partnerships Packages Gold Package Inclusions Logo and discount promo on Privilege Card and kit. Discount promo only or logo only on privilege career card and kit Discount promo only on privilege career card and kit Amount (in Php) 150,000.00 Slots Available

Silver

75,000.00

15

1125000.00

Platinum Sub-Total
TOTAL Net Profit

50,000.00

20

1000000.00 3625000.00
4625000.00 3770000.00

Table 6.4: Financial Plan for 65K Sign - Up Challenge Budget Allocated (in percentage)
100%

Particulars
Career and Job Fairs budget (15% of budget allocated for campus) Breakdown of budget Logistics Encoding Current Promotional Materials (pens, id laces) Sponsorship/Participation fees Transportation fees Sub-Total Contingency Total Budget

Expenses (in Php)

850,500.00

30% 25% 25% 15% 5% 100% 15% 115%

255,150.00 212,625.00 212,625.00 127,575.00 42,525.00 850,500.00 127,575.00 978,075.00

Table 6.5: Financial Plan for Career Congress 2012 Budget Allocated (in percentage)
100% 3,685,500.00 15% 552,825.00 115% 4,238,325.00 25% 5,297,906.25

Particulars
Career Congress 2012 Budget (65% of budget allocated for campus) Sub-Total Contingency Total Budget Assumed Increase on Revenue Commitment

Expenses (in Php)

3,685,500.00

A. Investment Plan Programs and Corresponding Strategies 1. Jobstreet.com Campus Webpage Enhancement Transit Advertisement 2. Scholarship Integration Movement (SIM) 3. Privilege Career Card Privilege Career Card Costing Advertisement Expense 4. 65K Challenge 5. Search for the Top 15 Invaders of the Philippines 6. Career Congress 2012 Total Revenue Commitment B. Estimates of Profitability for Year 2012 Revenue Earning Programs Privilege Career Card Sales of Privilege Card Revenue from Packages Career Congress 2012 Total Revenue Increase in Revenue Commitment
Percentage Increase in Revenue Commitment

Expenses (in Php)

39,518.00 0 400,000.00 455,000.00 978,075 0

4,238,325.00

JobStreet.com

6,110,918.00

Revenue (in Php) 1,000,000.00 3,625,000.00

5,297,096.25

9,922,096.25 3,811,178
62.36670579

C. Estimates of Profitability for Short term, Medium Term and Long Term Terms
2012 - 2013 2013 -2018 2018-onwards Increase in Revenue Commitment (in Php)

Percentage Increase (in %)

62.37% 50% 50%

3,811,178
5716767.375 8575151.063

Chapter VII

EVALUATION AND MONITORING OF RESULTS

This chapter presents the proponents evaluation and monitoring of results. The proponents would like to evaluate goals and objectives set through Gantt chart, Key Performance Indicator (KPI) and Alexa.com Statistics monitoring. The following tables will be filled out for the monitoring and evaluation of results. Table.7.1: Evaluation and Monitoring of Results for Service Development Programs
Target Rates - Evaluation Period (15%) www.alexa.com parameters Page Views Search Rate February (Actual rate) 14% 8.30% Objectives Increase of 15%/mo. Increase of 10%/mo. Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Table 7.2: Evaluation and Monitoring of Results for Privilege Career card
KPI on Privilege Card Sales Privilege Card Total Sales Packages Package 1 Package 2 Package 3 Available Cards 5000 100000 Amount 150000 75000 50000 Target (80%) 4000 800000 Slots Available 10 15 20 Actual ? ? Target Companies (80%) 8 12 16 % Achieved ? ? Actual ? ? ? % Achieved ? ? ?

Table 7.3: Evaluation and Monitoring of Results for 65K Sign Up Challenge KPI on 2012 65K Project KPIs Total No. of Schools to tap* Total No. of Sign Ups-on-the Spot Target 50 65,000 Actual ? ? % Achieved ? ?

Table 7.4: Gantt Chart for Programs and Strategies

Programs Service Development 1 Service Development 2 Service Development 3 Service Development 4 Advertising 1 Advertising 2 Advertising 3 Public Relations Events Mar April May Jun Jul Aug Sept Oct Nov Dec January (2013) February (2013)