Final Global Entrep Summer Sy2019 PDF

Capitol University
Graduate School
Cagayan De Oro City
In Partial Fulfillment of the Requirements

for the Course Global Entrepreneurship
in Business Management
Submitted by:
CLASS OF GLOBAL ENTREPRENEURSHIP (MGT216)
SUMMER SY- 2019
Submitted to:
DR. ODETTE LEH V. CARAGOS
Class Professor
MAY 2019
TABLE OF CONTENTS
Table of Contents
3 INTRODUCTION
4 MESSAGE FROM THE DEAN
5 MESSAGE FROM THE PROFESSOR
6-7 FORUM: ENTREPRENEURS IN THE
GLOBAL ARENA
8-9 BENCHMARKING: Innovation Principles
and strategies @ Highland Fresh
10-23 Global Entrepreneurship and Strategic
Plan for the Dairy Cooperative (Highland
Fresh)
24-25 DEBATE:
Topic 1- “The government believes to
abolish the retail trade
liberalization act in the
Philippines”.
Topic 2- “The Government believes
To compel rice importation in the
Philippines”
26-27 TEAM BUILDING: Global Strategy
competing around the world
28-31 STUDENT PROFILE
Class of the Global Entrepreneurship—
Summer 2019
2
Introduction
INTRODUCTION
In recent years entrepreneurs always been dreaming of going global not only in the
Philippines but it has become a global dream for lots of people all over the world, but only
very few understands what it takes and dare to turn their dreams into reality. Though
starting a new business from a scratch requires certain personal traits, as passion, self-
belief, high self-motivation and courage, which are sometimes hard to develop, and high
level of devotion as making your own business work takes a lot of time, in exchange it
provides dozens of benefits.
Global entrepreneurship is easier than ever with the many advances that have
been made. Countries are moving closer to each other than ever before. Entrepreneurs are
now operating on a global level rather than a local level. This has improved the economy
of both their resident countries and the world. One of the most appealing advantages of
becoming an entrepreneur is being financially independent. At the same time, you should
be prepared for all the risks associated with investing your money into something that
maybe will fail. Those who were not afraid to take a risk eventually became successful
businessmen.
For a century and more, companies have ventured abroad only after establishing
themselves at home. Companies are being born global today, by contrast. Entrepreneurs
don’t automatically buy raw materials from nearby suppliers or set up factories close to
their headquarters. They hunt for the planet’s best manufacturing locations because polit-
ical and economic barriers have fallen and vast quantities of information are at their fin-
gertips. They also scout for talent across the globe, tap investors wherever they may be
located, and learn to manage operations from a distance—the moment they go into busi-
ness.
In preparation for this world wide business competition, It is indeed helpful to go

back to educating ourselves with this matter, with up to date information various activi-
ties to spice up the learnings, Master of Business Management students under the Global
Entrepreneurship load did not only learned but was exposed to reality and had fun while
learning, it was a roller coaster ride but it
was all worth it. To be competitive in this
world people should be equipped with
experience, knowledge, skills, and a lot of
guts.
The Documentation Team
3
Message from the Dean of the Graduate School
MESSAGE
CAPITOL UNIVERSITY
Graduate School
Cagayan de Oro City, Philippines
MESSAGE
As we culminate another school-

year, I would like to express my delight
and felicitation to the Global Entrepreneur-
ship Class of Dr. Odette Leh V. Caragos for
succeeding to acquire the essential compe-
tencies required to become practicing en-
trepreneurs and effective agents of social
transformation.
Having completed this course, you now have the necessary
knowledge and skills in global entrepreneurship. You have now the
armaments to face life’s battles which you can use to improve the
quality of your life and your family, thereby contributing to the
development and progress of your community.
We are confident that CU Graduate School has accorded you
with the learnings and training vital in facing the challenging world
of work ahead. Thus, we take pride in producing men and women
who will turn the wheels of industry and lead our country towards
greater prosperity and development.
Godspeed and congratulations!
4
Message from the Professor
MESSAGE
CAPITOL UNIVERSITY
Graduate School
Cagayan de Oro City, Philippines
MESSAGE
Entrepreneurship continues to be a
great source of interest among business
school students. Entrepreneurship is a way
of thinking and a frame of mind that can be
learned and cultivated. It is not only about
making money but more about making a
difference and transforming the world.
It is the art of making the world a better place through or-

chestrating various resources with the intention of creating value
and enriching life. On the other hand, Global Entrepreneurship seeks
to extend student learning on the process of launching an interna-
tional new venture and competing in a globally interconnected econ-
omy. The course combines theory and practice with the aim of en-
couraging active learning and self-reflection to enhance student
learning and professional practice.
As we culminate another semester, let me convey my sin-
cerest congratulations to all of you. I have loved challenging you and
pushing you further than you ever imagined only to see a spark of
understanding flash across your face. I hope that you have learned a
lot about Global Entrepreneurship and apply your learnings in real
life setting. I also wish that you keep seeking knowledge; keep ask-
ing, keep searching, keep reading, keep analyzing, keep building and
keep the joy in learning and never stop.
5
Forum on Innovation and Entrepreneurship Principles
and Strategies
FORUM
A forum on Innovation and Entrepreneurship Principles and Strategies was conducted by the Mgt
216 Global Entrepreneurship (GS62) class of Dr. Oddette Leh V. Caragos, at AVR 8 of the Graduate School
Building, Capitol University, Cagayan de Oro City last
April 27, 2019, Saturday at 8:30 to 11:30 in the morning.
The guest speaker, Mr. Laurence Dechos Pradia,
the Small Business Counselor of the Department of Trade
and Industry in Region 10 / Bukidnon talked about the
following topics: 1) The Entrepreneur And Its Character-
istics, its definition and the Ten (10) Personal Entrepre-
neurial Characteristics (Opportunity-seeking, Persis-
tence, Commitment to Work Contract, Demand for Effi-
ciency and Quality, Risk-taking, Goal Setting, Information
seeking, Systematic Planning & Monitoring, Persuasion
and Networking, Self Confidence), 2) Entrepreneurship-
being defined as creating, building & growing a business
enterprise having input and output processes, And Inno-
vation: a. Innovation vs. Invention, b. Joseph Schumpet-
er’s Types of Innovation (Commodity or Product, Tech-
nology, Source of Supply, Market, Organization) and c.
Techniques for Innovation (Substitute/Simplify, Com-
bine, Modify, Adapt Put To Another Use, Eliminate, Re-
verse/Rearrange).
The speaker also discussed the key points to suc-
ceed in global entrepreneurship. Healthy growing brands
and teams should be visionary, passionate and purpose-
ful; having a "beginner's mind" or an attitude of openness, eagerness, and lack of preconceptions when
studying a subject, even when studying at an advanced level, just as a beginner would. Another highlight
was on Competitive strategy, which is about being different or distinct from the competition. It means de-
liberately choosing a different set of activities to deliver a unique mix of value (by Michael Porter). One
should also identify the opportunities and challenges of doing business across borders, analyse the coun-
try’s context & risk, and decide where to locate business. Entrepreneurs should also explore PESTLE
(Political, Economic, Socio-Cultural, Technological, Legal, Environmental) challenges in conducting busi-
ness on a global scale.
In any industry, FOCUS, DIFFERENTIATION and REPUTATION are the most important factors in
differentiating a brand. KODAK Company’s failure to reinvent itself, its inability to convert its technical
expertise into tangible products that could be sold profitably, and its lacked of vision or the continuity of
leadership to acquire the resources in a systematic fashion was given as an example. The marketing clas-
sic “POSITIONING” – how to be seen and heard in the overcrowded market place; the quote of Charles
Handy - “There’s no good just being better, YOU JUST GOT TO BE DIFEERENT”; and the mind set of “Being
IRREPLACEABLE” were also cited.
Strategies like Franchising, Caveats, Partnering or Assemble Operation, Joint Ventures, Buying a
Company, Piggybacking, Turnkey Projects, and Greenfield Investments or Multinational Operations were
also discussed. The speaker concluded that global growth can be both daunting and rewarding.
On the Question and Answer portion, one participant asked what are the major challenges en-
countered by the Region 10 entrepreneurs in going global and the speaker answered that it’s on product
quality, consistency, packaging, problems on certification, equipment and facilities, and the capacity to
meet bigger demands. Another question was about risk-taking issues, and the speaker replied that all
kinds of risks should be identified, know the timeline or when they might occur, and lastly, calculate each
risk if possible. Questions on downsizing and clarification on Blue and Red Ocean Strategy were also
raised. The forum ended with the giving of certificates and picture taking.
6
The Speaker, the Professor and the Global Entrepreneurial class
FORUM
7
Benchmarking
INTRODUCTION
Our life is like a cage, learning new realities are everywhere but we opt to be still inside
the cage. But for now, the Global Entrepreneurship Course has opened our eyes and minds to the
fascinating world of Global Businesses – it’s Innovations, Strate-
gies, Successes and worthwhile Experience!
Today, marks the 4th of May 2019, the MGT216 Class of Doc.
Odette Leh V. Caragos will be having a Benchmarking Activity to
one of the Cagayan de Oro’s local business company that turned
into now a prestigious company – the Highland Fresh Diary locat-
BENCHMARKING
ed at the El Salvador, Misamis Oriental.

Benchmarking is an activity wherein a group or an individ-
ual can do in such a way to judge the quality or level of other, simi-
lar things; a point of reference from which measurements may be
made; a standardized problem or test that serves as a basis for evaluation or comparison (as of
computer system performance); to study (something, such as a competitor’s product or business
practices) in order to improve the performance of one’s own company.
Why do benchmarking is very important?
It’s like a survey, to know that your company is in progressive or not. And the people do-
ing it most likely criticizing your products, the way your business transacts, and oftentimes shar-
ing the good thing or way on what do the business had to make up after a low percentage of
benchmarking. Through this, the company itself could have an accurate basis on how they are
going be more success in their business. Like for example, criticizing their products – it is inlow
quality, very high price than other with the same quality, not durable, not an environmental
friendly, and many more…
The company should accept its criticisms and make a plan on how to solve or to improve
some of the important things in your business, employees, products, and many more. Either the
company will take the risk, be open to all opportunities and always have a customer-focused
thinking that will also give the company a good return on investment.
Furthermore, benchmarking can also be a guide for the compa-
ny to see if its goals and objectives were followed. Benchmarking ac-
tivity on a specific company is very important for this will serve as a
basis for a target goal on the years
to come and a foundation of deeper
relationships among employees,
customers/clients,
managers and owners.
8
The committee, the activities at the Dairy Cooperative
(L-R) Gilbert Jade Ahictin, Lovely Samanion,

BismelaLancin (Highland Fresh Manager), Dr.
Odette Leh V. Caragos (Class Professor), Angeli Ann
BENCHMARKING
Medidas, Renato Toscano and Michael Eric So Registration at Capitol University Park
While waiting for others to arrive., class picture The Global Entrepreneurship (MGT 216)
with the beautiful Global Entrepreneurship
Summer Class SY-2019
Professor, Dr. Odette Leh Caragos.
9
The Global Entrepreneurship and Strategic Plan
For a Dairy Cooperative
I. Executive Summary
Dairy Cooperative is a registered and world class dairy farms company that is based at El Salvador
City, Misamis Oriental. They are in the dairy farms business because they want to leverage on the vast op-
portunities available in the dairy farms industry, to contribute their quota in growing the Philippine econ-
omy, in national food (raw milk) production, raw materials production for industries, to export agricul-
ture produce from the Philippines to other countries and over and above to make profit.
DAIRY COOPERATIVE is well positioned to become one of the leading brands in the dairy farms
industry in the Philippines, which is why they have been able to source for the best hands and equipment
DAIRY COOPERATIVE
to run the business. They have put process and strategies in place that will help them employ best practic-
es when it comes to producing raw milk in commercial quantities and conforming to the rules and regula-
tions as required by the regulating bodies in the country.
At DAIRY COOPERATIVE, customer’s best interest will always come first, and everything they do
will guided by their values and professional ethics. They will ensure that they hold themselves accounta-
ble to the highest standards by meeting their client’s needs precisely and completely. They will cultivate a
working environment that provides a human, sustainable approach to earning a living, and living in our
world, for their partners, employees and for their clients.
II. Company Background
Dairy Cooperative is the only secondary dairy producing cooperative in Northern Mindanao op-
erating its own milk processing plant and directly marketing its finished products. In its more than 25
year of operation, DAIRY COOPERATIVE has been growing consistently under the leadership of its offic-
ers, an efficient operating team and the unrelenting efforts of committed workforce.
DAIRY COOPERATIVE started with 7 primary cooperatives in 1987 and federated in 1988 with
Cooperative Development Authority Registration # 9520-10003793. To date, it has a total of 14 primary
cooperative members in Bukidnon, Misamis Oriental and Cagayan de Oro City.
Ninety percent (90%) of the rawmilk processed by DAIRY COOPERATIVE are fresh produce of its dairy
farmers from the highlands of Bukidnon and the lowlands of Misamis Oriental and Cagayan de Oro City. It
produces quality and nutritious dairy products under the brand name “Highland Fresh”.
Brief History of DAIRY COOPERATIVE
1988 – The Federation was first organized with 7 primary cooperatives as follows:
Dalwangan Multipurpose Dairy Cooperative (DMDC)
Manolo Fortich Dairy Cooperative (MFDC)
Maluko Multipurpose Dairy Cooperative (MMDC)
Villanueva Dairy Raisers MPC (VILDARAMCO)
Kisolon-Impasug-ongMultiplurpose Dairy Cooperative
(KisImpaMDC)
Tagoloan Dairy Farmers MPC (TADAFCO)
Cagayan de Oro-Opol-El Salvador Dairy MPC (COPEL)
– A total of 188 dairy farmer-members of all primary
coop-member
– processing was more on household level
– products are only fresh milk in pouches
10
Nov. 20, 1991 – registered with Cooperative Development Authority with Reg. # 9520-10003793
1992 – The Northern Mindanao Milk Processing Plant was first established by the then Philippine Dairy
Corporation, the agency mandated to provide legal support to local dairy producers Including DAIRY COOP-
ERATIVE. DAIRY COOPERATIVE started operating the milk processing plant with:
Volume of production per day: 150 liters of raw milk
Manpower: 6 contractual
1995 – The Dairy Development Foundation of the Philippines granted the Federation a rural Cheese factory
with funding from the Phil. Australian Community Assistance Program (PACAP) to produce Gouda cheese.
DAIRY COOPERATIVE
Dutch consultant came and introduced Gouda processing.
Products sold include
Fresh Milk in pouch
Choco milk in pouch
Mango milk in pouch
Milkbars in different flavors
Gouda cheese
Total Assets: 4M
Manpower: 9 contractual
2000 – Membership increased to nine (9) with the approval of membership of:
Opol Dairy MPC (OPDAMCO)
Lumbia United Farmers MPC (LUFARMCO)
Volume of production daily: 250-300 liters
Manpower: 18 (all regular)
Products: fresh milk, choco milk, melon milk in bottle
Milkbars in 6 flavors
Gouda cheese
Butter
White cheese
Lactoflan
2001 – Acquired License to Operate from the Bureau of Food and Drugs with LTO # RD11-RX-F-889
2004 – DAIRY COOPERATIVE started renting the milk processing plant from the National Dairy Authority
under a rent-to-own lease contract at more than P20,000 rental per month for 18 years;
2006 – three (3) additional members:
Talaba-Cogon-Kalabaylabay-Bolisong Dairy MPC (TACKBO)
Maunlad Coco-based MPC (Maunlad)
Allied Neighbors MPC (ALNEMCO)
Volume of production: 1,000 liters daily
2009 – Total assets: P13.6M
2010 – Total assets: P14.574M
11
2011 – Additional products: yogurt (plain and flavored)
Marketing was enhanced through the activation of the Business committee
Distributors increased from 8 to 32 individuals
Marketing area of coverage include CARAGA region, Lanao Norte/Sur, Region 9, 12, Cebu
Number of supermarkets where products were displayed increased
Total Assets: P14M
2012 – Product development was prioritized. Products developed include:
DAIRY COOPERATIVE
• Low-fat milk
• Non-fat milk
• Whip cream
• Butter
The Federation granted a loan by DOST-X under its Small Enterprise Technology Upgrading (SETUP)
through upgrading of equipment for cream, butter and mozzarella cheese production such as cream
separator, butter churner, mozzarella stretching machine, big display chiller.
Product labels and packaging were improved
Marketing was enhanced which include high-end coffee shops
Distributed more than P3M patronage refund and dividend to its members
Acquired some production equipment for a more sanitized and efficient production
Acquired farm lots in Bukidnon
Owned and operated 2 dairy farms in Manolo Fortich and Libona
Identified as one of the dairy multiplier farms of NDA
Established an outlet in CDO
Manpower: 18 regular, 6 contractual
Net surplus increased by 235% from 2011
Total net surplus: P5M
Total Assets: P27.876M
2013 – Market reachout include high-end coffee shops and bakeshops like J.Co Donuts, Krispy Kreme, Se-
attle’s Best Coffee, Coffeebean Tea Leaf, etc.
Served 24/7 convenience outlets
Awarded Best Regional SETUP Adoptor by DOST X
Awarded Regional Gawad Saka Winner under the Agri-
entrepreneur category
Paid the National Dairy Authority full payment for the milk
processing plant of which contract is supposed to end
by 2022.
Manpower: 24 regular; 12 contractual
Net surplus: P12M
Total assets: P38M
10
2014 – National Finalist, Gawad Saka
National Winner, The Outstanding Farmer of the Philippines (TOFARM)
Regional Winner, Gawad Saka under the Agri-entrepreneur category
Net surplus: P4.8M
2nd DOST SETUP loan with production equipment such as in-line cream separator and pet bottle blowing
machine was approved
Granted approval for project under the Shared Service Facility Project of DTI for one (1) unit automatic
bottling machine
DAIRY COOPERATIVE
Established the Highland Fresh Barangay Food Terminal at the Plant Site, El Salvador City, Mis. Or., a grant
from DA
Approved one (1) membership as primary coop-member – United Livestock Raisers Coop (ULIRCO)
New products line developed: sour cream, cream cheese, butter milk
III. Products and Services
Highland Fresh Dairy Products are 100% pure cow’s milk, passing through strict quality standard
testing at the primary cooperatives’ farms, compact farms, and at the processing plant. All products contain
no preservatives and registered with the Food and Drugs Administration (FDA). Hereunder are the its
products:
Fresh Milk
Flavored Milk
Pure Butter
Gouda Cheese
Yoghurt
White Cheese
IV. Mission and Vision Statements

Vision
DAIRY COOPERATIVE’s vision is to become one of the leading dairy farm business brands
not just in Misamis Oriental, but also in the Philippines.
Mission
DAIRY COOPERATIVE’s mission is to sell their raw milk and other dairy farms products in
commercial quantities both locally, nationally and internationally. They want to build a dairy farms busi-
ness that can favorably compete with other leading dairy farms brands in the Philippines and in the globe.
V. The Business Structure
DAIRY COOPERATIVE is a dairy farms cooperative that started small but hope to grow big in order
to compete favorably with leading dairy farms in the industry both in the Philippines and on a global stage.
They are aware of the importance of building a solid business structure that can support the picture
of the kind of world class business they want to own. This is why they are committed to only hire the best
hands in and around Misamis Oriental.
At DAIRY COOPERATIVE, they will ensure that they will hire people that are qualified, hardworking,
dedicated, customer centric and are ready to work to help them build a prosperous business that
will benefit all the stakeholders (the member-owners, workforce and customers).
11
As a matter of fact, profit-sharing arrangement is available to all member-owners and it will be
based on their yearly sales performance as agreed by the management of the dairy farms. In view of the
above, they have decided to hire qualified and competent hands to occupy the following positions. Below
is the business structure of DAIRY COOPERATIVE – Highland Fresh;
General Assembly
Board of Directors
General Dairy Farm Manager
Administrator/ Accountant
Sales and Marketing Executive
Field Workers / Contract Staff
DAIRY COOPERATIVE
Client Service Executive / Front Desk Officer

Roles and Responsibilities
Board of Directors:
 Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counsel-
ing, and disciplining managers; communicating values, strategies, and objectives; assigning accountabili-
ties; planning, monitoring, and appraising job results; developing incentives; developing a climate for of-
fering information and opinions; providing educational opportunities.
 Responsible for providing direction for the business
 Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e.
leading the development and implementation of the overall organization’s strategy.
 Responsible for signing checks and documents on behalf of the company
Evaluates the success of the organization
General Dairy Farm Manager
 Responsible for the planning, management and coordinating all farm activities across the various sec-
tions on behalf of the organization
 Supervise other section manager
 Ensures compliance during project executions
 Provides advice on the management of farming activities across all section
 Responsible for carrying out risk assessment
 Uses IT systems and software to keep track of people and progress of the growth of cattle
 Responsible for overseeing the accounting, costing and sale of raw milk and other dairy products
 Represent the organization’s interest at various stakeholders’ meetings
 Ensures that dairy farm goals desired result is achieved, the most efficient resources (manpower,
equipment, tools and chemicals et al) are utilized and different interests involved are satisfied. Responsi-
ble for preparing financial reports, budgets, and financial statements for the organization
Oversee the smooth running of the daily farming activities across the various farming sections.
Administrator / Accountant
 Responsible for overseeing the smooth running of HR and administrative tasks for the organization
 Defines job positions for recruitment and managing interviewing process
 Carries out staff induction for new team members
 Responsible for training, evaluation and assessment of employees
 Responsible for preparing financial reports, budgets, and financial statements for the organization
 Responsible for financial forecasting and risks analysis.
 Responsible for developing and managing financial systems and policies
 Responsible for administering payrolls; Ensures compliance with taxation legislation
 Handles all financial transactions for the farms; Serves as internal auditor for the farms
14
Sales and Marketing Officer

 Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
 Identifies development opportunities; follows up on development leads and contacts; partici-
pates in the structuring and financing of new business
 Writes winning proposal documents, negotiate fees and rates in line with company policy
 Responsible for handling business research, marker surveys and feasibility studies for clients
 Responsible for supervising implementation, advocate for the customer’s needs, and communi-
cate with clients
 Develops, executes and evaluates new plans for expanding increase sales
DAIRY COOPERATIVE
 Documents all customer contact and information
 Represents the company in strategic meetings
Helps to increase sales and growth for the company
Field Workers / Contract Staff
 Responsible for milking cattle as instructed by the general dairy farm’s manager
 Responsible for feeding cattle and other livestock as instructed by the supervisor
 Responsible for cleaning the cattle ranch
 Change the water in the water trough / trench as instructed by the supervisor on a regular ba-
sis
 Handles farm implements and machines as instructed by the section manager / supervisor
 Assist in handling the breeding of cattle
 Carries out task in line with the stated job description
 Assist in transport working tools and equipment from the dairy farm and back to the designat-
ed store room
Handles any other duties as assigned by the dairy farm manager
Client Service Executive / Front Desk Officer
 Welcomes guests and clients by greeting them in person or on the telephone; answering or
directing inquiries.
 Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client
with a personalized customer service experience of the highest level
Through interaction with clients on the phone, uses every opportunity to build client’s
interested in the company’s products and services
 Manages administrative duties assigned by the cattle ranch manager in an effective and
timely manner
 Consistently stays abreast of any new information on the company’s products, promotional
campaigns etc. to ensure accurate and help
ful information is supplied to clients
 Receives parcels / documents for the
company
 Distributes mails in the organization
Handles any other duties as assigned by
the line manager
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VI. Analyses
A. SWOT Analysis
Dairy Cooperative do not intend to launch out a business on a trial and error platform hence the
need to conduct a proper SWOT Analysis. They know that if the get it right from the onset, they would
have succeeded in creating the foundation that will help them build a standard dairy farms business that
will favorably compete with leading dairy farms in the Philippines and in the rest part of the world.
As a standard dairy farms business, they look forward to maximizing their strength and opportunities and
also to work around their weaknesses and threats. Here is a summary of the result of the SWOT Analysis
that was conducted in behalf of Dairy Cooperative:
Strengths
DAIRY COOPERATIVE
* Their strength as cattle rearing business is the fact that they have a healthy relationship with loads
of major players (agriculture merchants) in the dairy farms industry; both suppliers and buyers of
raw milk in commercial quantity within and outside of the country.
* They have some of the latest cattle rearing machines; tools and equipment that will help them breed
their cattle (cows and calf) in commercial quantities with less stress. Aside from their relationship
(network) and equipment, they can also confidently boast that they have some the most experi-
enced hands in the dairy farms industry under their payroll.
* Technically trained and experienced manpower, most of the employees of Highland Fresh acquired
knowledge and skills on milk processing and they pioneering employees.
* Established local market, established institutional market and milk feeding program funded by the
government, they also have outlets on the supermarkets and engaged in dealership.
* Available milk processing facilities, they acquired and owned milk processing facilities thru the as-
sistance of the government agencies.
* Recognized need for long-term dairy development policies that facilitate investments.
16
Weaknesses
* Their weakness could be that they may not have the required cash to pump into the publicity
of their business. They are aware of this and from their projection they will overcome this
weakness with time and turn it to a major advantage for the business.
* Decreasing cow numbers for daily milk production
* Need to improve current herd production record system
* Lack of knowledge on legal issues relating to cow/equipment transfer
* Short shelf life of Products, the shelf life of pasteurized fresh milk last only for seven days un-
der refrigeration
DAIRY COOPERATIVE
* Not maximized plant capacity, most of the time milk processed in the plant is under its capaci-
ty of the equipment.
* Limited product line, the dairy products are more liquid milk
* High production cost, the capacity of the plant is not fully utilized, if it is fully utilized the cost
of production will be lesser.
Opportunities
* The opportunities that are available to them cannot be quantified. The fact that almost every-
body in the world drinks milk and dairy farms products makes the business highly market-
able. They know that there are loads of homeowners, businesses and industries that will
source for raw milk and other dairy products both in the Philippines and other parts of the
world. They are well positioned to take advantage of these opportunities as they come their
way.
* Strong local dairy community with business support infrastructure in place.
Potential exists for sale of development rights to generate revenue.
* Currently high fluid milk prices offer opportunity for capital improvements and purchases.
* Government support and assistance, government agencies especially department of agricul-

ture is assisting highland fresh
* Milk feeding program, the government allocate budget for the milk feeding of government
schools
* Growing demand for quality products against competitive prices
Threats
* Availability of good rental crop land is decreasing due to area development pressures
* Good/dependable farm labor is difficult to find and keep
* Property taxes are continually increasing and becoming a financial burden
* Farm operating costs are increasing at a faster level than milk prices.
* Historical low prices and volatility of milk market makes it difficult to maintain (and plan for)
a viable dairy operation.
* Competition with imported dairy products, same imported dairy are cheaper than local prod-
ucts
* Low milk plant remittance, same coop members process their milk produce
* Same local dairy farmers are competitors of highland fresh
There is hardly anything you can do as regards this threats and challenges other
than to be optimistic that things will continue to work for your good.
17
B. Market Analysis
B.1. Market Trends
A close study of the dairy farming industry shows that most dairy farms that has the capacity do
not just concentrate in the commercial production of raw milk for households and businesses that are in-
volved in the production of fluid milk products, cheese, dry, condensed and evaporated milk, creamery
butter and yogurt et al.
They go as far as establishing a standard milk and beef processing company in line with their core
business. It is a means of maximizing profits and increasing source of revenue generation.
DAIRY COOPERATIVE
Despite the fact that dairy farm has been in existence since time immemorial, that does not in any
way make the industry to be over saturated; dairy farmers are exploring new technology to continue to
improve raw milk production processes and also meat and milk preservation and packaging process. The
fact that there is always a ready market for raw milk and other dairy products makes the business ever
green.
Lastly, one of the notable trends in dairy farms industry is that with the recent advancement in
technology dairy farmers can now improve the various breeds of the animals they are breeding so as to
increase the quantity of milk they produce per time.
As a matter of fact, it is now easier for dairy farmers to comfortably import the kind of breed of
domestic animal they want to breed from any country of their choice and also advancement in technology
has made it easier to cross – breed different animal.
B.2. Target Market
As expected, the target market of those who are the end consumer of dairy farms produce and also
those who benefits from the business value chain of the agriculture industry is all encompassing; it is far –
reaching.
Every household consumes produce from livestock farms be it meat, milk, and the skin (leather)
used for bags, belts and shoes production et al. So also, a large chunk of manufacturing companies de-
pends on dairy farms for some of their raw materials. In essence a dairy farmer should be able to sell his
or her raw milk and other dairy products to as many people as possible.
They should ensure that they position the business to attract consumers of raw milk and other
dairy products not just in Misamis Oriental alone but also other parts of the country and of the world
which is why they should be exporting some of their dairy farm produce either in raw form or processed
form to other countries of the world.
B.3. DAIRY COOPERATIVE’s Competitive Advantage
From experience, entrepreneurs are known to flock towards an industry that is known to generate
consistent income which is why there are more dairy farms in the Philippines and of course in most parts
of the world.
As a matter of fact, entrepreneurs are encouraged by the government to embrace commercial
farming / dairy farming. This is so because part of the success of any nation is her ability to cultivate her
own food and also export foods to other nations of the world.
Dairy Cooperative is fully aware that there are competitions when it comes to selling raw milk and
other dairy products all over the globe, which is why we decided to carry out thorough market research
and feasibility studies so as to know how to take advantage of the available market in the country and in
other parts of the world.
18
We have done our homework and we have been able to highlight some factors that will give them
competitive advantage in the marketplace; some of the factors are effective and reliable dairy farming pro-
cesses that can help them sell their raw milk and other dairy products at competitive prices, good network
and excellent relationship management.
Another competitive advantage that they can bring to the industry is the fact that we have designed
their business in such a way that they will operate an all – round standard dairy farms that will be involved
in diverse areas such as animal rearing and meat and milk processing and packaging plant. With this, they
will be able to take advantage of all the available opportunities within the industry.
Lastly, all of their employees will be well taken care of, and their welfare package will be among the
DAIRY COOPERATIVE
best within their category (dairy farms companies in the country) in the industry. It will enable them to be
more than willing to build the business with DAIRY COOPERATIVE and help deliver the cooperative’s set
goals and achieve all business aims and objectives.
VII. Sales and Marketing Strategy
It is a known fact that the reason why some dairy farms hardly make good profits is their inability
to sell off their raw milk and other dairy products to a larger market. In view of that, DAIRY COOPERATIVE
decided to set up a standard milk processing and packing plant to help them maximize profits.
Over and above, they should perfect their sale and marketing strategies first by networking with
agriculture merchants and companies that rely on raw materials from the dairy farms industry who are
likely to refer become their customers. In summary, Dairy Cooperative will adopt the following strategies
in marketing their cattle rearing produce;
 Introduce their business by sending introductory letters alongside their brochure to stake holders in
the agriculture industry, companies that rely on the dairy farms industry for their raw materials, hotels
and restaurants and agriculture produce merchant et al.
 Advertise their business in agro – allied and food related magazines and websites
 List their dairy farms on yellow pages ads (local directories)
 Attend related agriculture and food expos, seminars, and business fairs et al
 Leverage on the internet to promote the business and the products
 Engage in direct marketing
Encourage the use of word of mouth marketing (referrals)
Sources of Income
Dairy Cooperative is in the dairy farms industry for the purpose of maximizing profits hence we
have decided to explore all the available opportunities within the industry to achieve their corporate goals
and objectives. In essence they should not just rely only on the
sale of raw milk and other dairy products to generate income
for the business.
Below are the sources we intend exploring to generate
income for Dairy Cooperative
Milking dairy cattle
Dairy support services
Dairy cattle farming
Sale of Cattle and milk
Sale of processed meat (beef) / can – beef (Processed dairy foods, and can beef et al)
Shearing services
19
Sales Forecast
From the survey conducted, we were are able to
discover that the sales generated by a dairy farm depends
on the size and capacity of the dairy farms and of course
the network of the business.
They should have perfected their sales and mar-
keting strategies and they are set to hit the ground run-
ning and we are quite optimistic that they will meet or
even surpass their set sales target of generating enough
DAIRY COOPERATIVE
income / profits from the year of operations and build the

business from survival to sustainability.
We have been able to critically examine the dairy farms industry and we have analyzed their
chances in the industry and we have been able to come up with the following sales forecast. The sales pro-
jection is based on information gathered on the field and some workable assumptions as well with respect
to the nature of dairy farms business that they run.
Below are the projections that we were able to come up with for the next three years of running
Dairy Cooperative;
First Fiscal Year-: P500,000.00
Second Fiscal Year-: P950,000.00
Third Fiscal Year-: P1,500,000.00
N.B: This projection is done based on what is obtainable in the industry and with the assumption that
there won’t be any major economic meltdown that can impact negatively on household spending, bad
weather cum natural disasters (draughts, epidemics), and unfavorable government policies.
DAIRY COOPERATIVE’s Pricing Strategy
We are fully aware that some of the key factors that will help them sell their raw milk and other
dairy farm products at the right price that will guarantee that they will be making profits is dependent on
the company’s strategies while some of the factors are beyond our control.
For example, if the climatic condition is unfavorable and if there is natural disaster in the location
where they have their dairy farm, then it will directly affect the prices of their raw milk and other dairy
farm products.
The truth is that, if they want to get the right pricing structure for their raw milk and other dairy
products, then they must ensure that we choose a good location for their dairy farms, choose a good breed
that will guarantee steady and multiple breeding (prolific breeds), cut the cost of running their farm to the
barest minimum and of course try as much as possible to attract buyer to their farm as against taking
their raw milk and other dairy products to the market to source for buyers; with this, they would have
successfully eliminate the cost of transporting the goods to the market and other logistics that can impact
on their operational cost.
We are quite aware that one of the easiest means of penetrating the market and acquiring loads of
customers for all their raw milk and other dairy products is to sell them at competitive prices hence they
will do all they can to ensure that the prices of their produce are going to be what other dairy farms and
even commercial livestock farmers who are into the sale of raw milk would look towards beating.
One thing is certain, the nature of dairy farms business they are involved in makes it possible for
farmers to place prices for their raw milk and other dairy products based on their discretion without fol-
lowing the benchmark in the industry. The truth is that it is one of the means of avoiding running into
loss. The easier you sell off your raw milk and other dairy products the better for their business.
20
Payment Options
The payment policy to adopt by Dairy Cooperative is all inclusive because they are quite aware that
different customers prefer different payment options as it suits them but at the same time, we will ensure
that they will abide by the financial rules and regulation of our government.
Here are the payment options that Dairy Cooperative will make available to her clients;
 Payment via bank transfer
 Payment with cash
 Payment via online bank transfer
DAIRY COOPERATIVE
 Payment via check
 Payment via bank draft
 Payment via mobile money
In view of the above, we have chosen banking platforms that will enable their clients make pay-
ment for farm produces purchase without any stress on their part. Bank account numbers will be made
available on their website and promotional materials to clients who may want to deposit cash or make
online transfer for their raw milk and other dairy products.
VIII. Publicity and Advertising Strategy

Any business that wants to grow beyond the corner of the street or the city they are operating from
must be ready and willing to utilize every available means (both conventional and non – conventional
means) to advertise and promote the business. We intend growing their business which is why we have
perfected plans to build their brand via every available means.
We know that it is important to create strategies that will help them boost their brand awareness
and to create a corporate identity for their cattle rearing business. Below are the platforms we want to lev-
erage on to boost their dairy farms brand and to promote and advertise the business;
 Place adverts on both print (newspapers and magazines) and electronic media platforms
 Sponsor relevant community-based events / programs
 Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube,
Google + et al to promote the business
 Install Bill Boards on strategic locations all around Misamis Oriental and Mindanao
 Engage in road show from time to time in targeted neighborhoods
 Distribute fliers and handbills in target areas
 Contact corporate organizations and residence
in target areas by calling them up and informing
them
of Dairy Cooperative and the dairy farm pro-
duce they sell
 List their dairy farms in local directories / yel-
low pages
 Advertise dairy farms in their official website
and employ strategies that will help them pull traf-
fic to
the site.
 Ensure that all their staff members wear their
branded shirts and all their vehicles and trucks are
well branded with their company logo et al.
21
IX. Financial Projections and Costing

When it comes to calculating the cost of a dairy farm, there are some key factors that should serve
as a guide. The capacity of the raw milk to be produced per time and other related dairy products will de-
termine the total cost of setting up the business.
Besides, in setting up any business, the amount or cost will depend on the approach and scale you
want to undertake. If you intend to go big by renting / leasing a big facility, then you would need a good
amount of capital as you would need to ensure that your employees are well taken care of, and that your
facility is conducive enough for workers to be creative and productive.
This means that the start-up can either be low or high depending on your goals, vision and aspira-
DAIRY COOPERATIVE
tions for your business.

The tools and equipment that will be used are nearly the same cost everywhere, and any differ-
ence in prices would be minimal and can be overlooked. As for the detailed cost analysis for starting a
dairy farms business; it might differ in other countries due to the value of their money.
Below are some of the basic areas DAIRY COOPERATIVE will spend as capital in setting up our dairy
farms;
 The Total Fee for incorporating the Business (dairy farm) in the Philippines – P40, 000.00.
 The amount needed to acquire / lease a dairy farm land – P2,500,000.00
 The amount required for preparing the farm land (cattle ranch / dairy farm) – P2,500,000
 Legal expenses for obtaining licenses and permits as well as the accounting services (software, P.O.S
machines and other software) – P200,000.00.
 Marketing promotion expenses and as well as flyer printing for the total amount of P10,000.00.
 The total cost for hiring Business Consultant – P100,000.00.
 The total cost for payment of insurance policy covers (general liability, workers’ compensation and
property casualty) coverage at a total premium – P500,000.00
 The amount required for the purchase of the first set of cattle – P100,000.00
 The cost for acquiring the required working tools and equipment and milking machines et al–
P1,000,000.00
 Operational cost for the first 3 months (salaries of employees, payments of bills et al) – P500,000.00
 The Cost of Launching an official Website – P30,000.00
Additional Expenditure (Business cards, Signage, Adverts and Promotions et al) – P10,000.00
Going by the report from detailed research and feasibility studies conducted, they will need an aver-
age of P7,490,000 to operate a standard dairy farms business in the Philippines.
Generating Funding
No matter how fantastic your business idea might be, if you don’t have the required money to fi-
nance the business, the business might not become a reality. Finance is a very important factor when it
comes to starting a business such as commercial poultry farming. No doubt raising start – up capital for a
business might not come cheap, but it is a task that an entrepreneur must go through.
Dairy Cooperative is a cooperative type of business that is owned and financed by members of the
cooperative around Misamis Oriental.
These are the areas they should intend generating their working capital;
 Generate part of the capital from members’ share capital and savings
 Source for soft loans to other cooperatives
Apply for loan from government banks like Land Bank of the Philippines or Development Bank of the
Philippines
22
X. Sustainability and Expansion Strategy
The future of a business lies in the numbers of loyal customers that they have the capacity and
competence of the employees, their investment strategy and the business structure. If all of these factors
are missing from a business (company), then it won’t be too long before the business close shop.
One of our major goals of DAIRY COOPERATIVE is to build a business that will survive off its own
cash flow without the need for injecting finance from external sources in the years to come. We know that
one of the ways of gaining approval and winning customers over is to sell their raw milk and other dairy
products a little bit cheaper than what is obtainable in the market and they should be well prepared to sur-
DAIRY COOPERATIVE
vive on lower profit margin for a while.
Dairy Cooperative should make sure that the right foundation, structures and processes are put in
place to ensure that their staff welfare are well taken of. The company’s corporate culture is designed to
drive their business to greater heights and training and re – training of their workforce is at the top burner.
As a matter of fact, profit-sharing arrangement will be made available to all members of the cooper-
ative and it will be based on sales performance for a period of six years or more. We know that if that is put
in place, they will be able to successfully hire and retain the best hands they can get in the industry; they
will be more committed to help the cooperative build the business of their dreams.
Recommendations:
1. Intensify production level by increasing raw milk volume production to be processed at the milk pro-
cessing plant to maximized its utilization.
2. Cost cutting measures: Reduce electricity cost shift to solar power
3. Develop dairy products suits for seasonal and impose marketing strategy during lean months.
4. Strict implementation on coop policy, process and control.
5. Develop product with longer shelf life like powder milk if volume is guaranteed, hard cheese during the
Christmas season.
6. Dairy Cooperative must invest on new technology and innovate their products, market innovations
7. Train more personnel on the technical aspect of their business
8. Expand their boundaries in other regions and go global.
9. The Dairy Cooperative will apply for a business
loan in a government bank to help them raise fund
to improve their production and compete in the
global market.
10. Create a new product line to eliminate spoilage
expense, so that spoiled milk can be use as an in-
gredient to make new product like body soap,
hand wash, milk bath, facial toner, whitener, etc…
11. Enforce Marketing Strategy—to keep learning,
experimenting, and keep adapting in order to de-
rive the kind of results that can make a difference.
12. Daily Cooperative must perforce include strategies
to develop and increase competitiveness in all seg-
ments of the dairy chain, input supply, milk pro-
duction, processing, distribution and retailing.
23
Debate 101
A debate is a formal way of testing an idea or proposition. In debate, the idea is called the resolu-
tion. One side called the affirmative, has the duty to affirm or support the resolution. The affirmative side
presents a case that proposes a plan and reasons for adopting the plan. In the affirmative speeches, debat-
ers typically show a need for the plan. Debaters often craft their speeches with an eye toward judging cri-
teria, of which there are many. The other side, called the negative, because its job is to negate the plan of-
fered by the affirmative side, presents a case that either upholds the status quo, i.e. shows that the affirm-
ative side’s plan should not be supported, or that another plan is superior to the one proposed by the af-
firmative side. Note that the negative side does not have to negate the resolution. It simply has to negate
the plan offered by the affirmative side.
The class of MGT 216 – Global Entrepreneurship under Professor Odette Leh V. Caragos held sev-
eral activities that are substantial to the learning of the course. One of the many activities was the
DEBATE 101 on May 11, 2019 at AVR 7 of the Graduate School Building, Capitol University, Cagayan de
Oro City, and it was facilitated by the dynamic group of MBM students with members composing Fe M.
Marson, Dranreb D. Oco, Gil V. Cagas and Mark Ramnie P. Velez. The class was divided into four groups
with 4 members each group. Four groups were composed of the following members namely;
The members of these four groups has its own role and assignments – one member as the debater, one as
speaker, one researcher and the team whip.
Trigo, Arsenio N. Binayao, Josephine Marie M.
Abecia, Archilyn M. Rama, Ceferino E.
Group 1 - Group 2 –
Manila, Ron Ron R. Buot, Mary Joy S.
Toscano, Renato C. Medidas, Angeli Ann T.
Macoy, Nico V. Samanion, Lovely J.
Baculio, Rieza P. Dakina, Isabel
Group 3 – Guitarte, Ma. Jeneza C. Group 4 – Hambre, Marlyn B.
Ahictin, Gilbert Jade D. Ortiz, Josephine M.
Presiding board of judges or the adjudicators of the said parliamentary debate were Mr. Michael
DEBATE 101
Eric A. So, Michelle L. Sajulga, and the chairman of the board was our Professor, the young, ravishing and
ultra-smart, Dr. Odette Leh V. Caragos. The adjudicators followed the rubrics provided by the facilitators
in scoring each team. The team who will get higher score will be the winner.
There were two rounds of debate to discuss one resolution for each round. In the first round, the
resolution assigned to them was “The affirmative side believes that trade liberalization law should be
compelled in the Philippines”. The first two groups who stood at the debate stage was group 1 and 2. The
debate was so intense, and the throwing of opinions to the opposing team was clear that gives insights to
the listener present on the debate. Each member stood with confidence on giving their opinions and in-
sights about the resolution. The second round of debate was composed of group 3 and 4, debating on the
resolution “that the affirmative side believes that Rice Importation of the Philippine government is benefi-
cial to the Filipino citizens. The same show was delivered by the groups. The element of surprise and the
eagerness of each team to really defend their side, either to affirm or to negate the resolution manifested
on the way the debaters deliver their speeches.
The winning teams for each round were Group 1 and 3 respectively. Where best speaker and best
debater awards were given for each round to the following:
Best Debater: Arsenio N. Trigo Best Debater: Nico V. Macoy

First Set of Second Set of
Debate Best Speaker: Ceferino E. Rama Debate Best Speaker: Marlyn B. Hambre
Certificates of Recognition were given to the adjudicators and the board of Judges who mediated on that
event. Certificate of Participation was also given to all participants and attendees.
To all students of MGT 216 – Global Entrepreneurship class under Dr. Odette Leh V. Caragos,
KUDOS!!! And GOD BLESS!!!
24
The Adjudicators, the Winners and the Participants
DEBATE 101
25
TEAM BUILDING: Global Strategy: Competing Around the World
It was May 18, 2019 at 8:30 of Saturday Morning the program registration started lead by
Mary Joy Buot, and then followed with an opening prayer and a National anthem operated by the
other committees Ms. Marlyn, & Sir Ron and later Emcee in-charge Sir. Cefereno, give opening mes-
sage to Dr. Odette Leh V. Caragos to deliver the speech of welcome include giving thanks to the
speaker and the introduction of the speaker which is introduced by Ms. Hambre.
The Speaker
MR. JOELREY,JR., A. CINCO, is a Human Resource Officer at CUMC hospital He is graduate of
Bachelor of Science in Business Administration Major in Human Resource Development Management
and a graduate of Masters in Business Management at the same Capitol University; Currently the
HR, Recruitment & Training officer, the acting OIC Manager Training & Development section, and the
appointed ISO Internal Auditor QA Dept CUMC. Also the Advocate for Kalalakihang Tapat sa Respon-
sibilidad at Obligasyon Ng Pamilya (KATROPA) the role in advancing men in promoting maternal and
child health and responsible parenting DOH & POPCOM Certified Training of Trainers, And a former
member of the Working Scholar association in CU.
The Program
Mr. Joelrey Cinco, facilitated two major activities on that morning the discussion of Global
Strategy, and facilitation of Team Building activity. There are several major topic involved in his dis-
cussion that include what is Globalization, Stages of Globalization, State of Globalization, Going
Global: why?, Advantages and Disadvantages of Going global, going global: where and How, where in
the world to compete? Cage distance frame work and lastly How do MNEs enter into foreign market.
While the activity he created and infused in the Team Building activity are those basic Illustration of
Global Trade and The Amazing Race in which he entitled: The bucket List Challenge.
Activity #1 Illustration of trade
The first activity program for the whole morning was full of amazing and grateful learning ex-
perience for everybody in the class from the theory he discussed going through interactively engaging
network of fun and observation through the basic fundamental Principle of economic activity in
which he named it the Illustration of Trade. The facilitator sir joel where also assisted by us the com-
mittee on the distribution of the materials and even on the scoring and calculating of their satisfac-
tion based on the received Goods, as a basis of his explanation on the activity as mainly focus on this
activity. The overall concept of this activity one is to help everybody in the class understand the basic
illustration of Trade in economic Local trade, regional Trade and international Trade society and the
state as part of globalization while building their network confident on the engagement of their prod-
uct. Activity #2 The Amazing Race Bucket List Challenge
The second activity for the whole Morning was the Amazing Race entitled: the Bucket List
Challenge it is formulated by four (4) major stations Namely: Assemble of Puzzle, Blindfold Caterpil-
lar, Moving on Cups Up & Down and lastly Separation Anxiety this composed challenge of four (4)
major groups with four (4) members each team, must need to be solved and survive by beating the
clock and each group, where about to represent a state or nation that is world widely competing. the
state evolved in the games namely: Japan, US, EU, and China. In every team each member must rep-
resent to play the challenges in every station. During the instructions of sir joel the facilitation of the
activity also is assisted by us the committee we are held responsible of the stations we are the one
who will give instructions among the team and also responsible on the time watch to kept tracking on
their time record and of course responsible on the calculation of the overall time per group. The ob-
jective of this activity is to help the group build their trust and confident among each other and
strengthen the bond among them by exploring their inner like child passions and enhance their ca-
pability to deal with pressure by beating clock of each team
The team set back to the chair for the awarding of the champion, 1st runner-up, 2nd Runner-
TEAM BUILDING
up, and the Consolation price for each Team. After the challenge has been completed and the total
score is been computed Dr. Odette Leh V. Caragos Reviewed the score card and later after announce
the winner. The first group Namely: Team China own the Consolation price and the Certificate of par-
ticipation while taking a picture with the speaker, followed by the second runner-up Team US group
of sir trigo who also received a certificate and price for their team efforts, also, the announcement of
Champion was then declared by Dr. Leh Caragos the team Japan they received certificates and prices
for their group excellent efforts and lastly the announcement of 1 st runner-up the EU team they also
received Certificate and price for their team best efforts.
Awarding of Certificate of appreciation is given to the speaker Mr. Joelrey A. Cinco and initiat-
ed by the committee and Dr. Odette Leh V. Caragos followed by the picture taking with the commit-
tee, and the whole classes of Global Entrepreneurship class.
26
The Illustration of Trade and the Amazing Race Challenge
TEAM BUILDING
27
Student Profile
ARCHILYN M. ABECIA
Master in Business Management (MBM)
On going, Graduate School,
Capitol University, Cagayan De Oro City
—————————————————————
Bachelor of Science in Business
Management
Professional Education
GILBERT JADE D. AHICTIN

On-going Graduate School,
—————————————————————
Bachelor of Science in Office
Administration
Professional Education
RIEZA P. BACULIO
On-going, Graduate School,
—————————————————————
Bachelor of Science in Accountancy
(BSA)
GINALYN T. BAYNOSA
Master in Business Management
(MBM)
————————————————————
Management
JOSEPHINE MARIE M. BINAYAO

Master in Business Management
(MBM)
STUDENT PROFILE
————————————————————
(BSA)
MARY JOY S. BUOT

———————————————————————
Administration (BSBA)
Major in Financial Management
PROF.ED MAJOR IN SOCIAL STUDIES
28
Student Profile
GIL V. CAGAS
————————————————————
Bachelor of Science in Commerce
Major in Management Accounting
ISABEL DAKINA
—————————————————————
Administration
MA. JENEZA C. GUITARTE

———————————————————————
Major in Marketing
Complied Professional Education Units
MARLYN B. HAMBRE
————————————————————–
NC-III Bookkeeping
NICO V. MACOY
————————————————————
STUDENT PROFILE
Bachelor of Science in Mechanical

Engineering
Associate in Marine Engineering
RONRON R. MANILA
————————————————————
Administration
Housekeeping
29
STUDENT PROFILE
FE M. MARSON
——————————————————————
Bachelor of Science in Accountancy (BSA)
Certificate of Teaching
ANGELI ANN T. MEDIDAS

On-going — Graduate School,
————————————————————————
Major in Marketing Management
DRANREB D. OCO
————————————————————————
Major in Entrepreneurial Marketing
JOSEPHINE M. ORTIZ
————————————————————
CEFERINO E. RAMA
—————————————————————
STUDENT PROFILE
Bachelor of Science in Marine

Transportation
MICHELLE L. SAJULGA
————————————————————————
Bachelor of Science in Business Administra-
tion (BSBA)
28
STUDENT PROFILE
LOVELY J. SAMANION
—————————————————————
NCIII Bookkeeping
Trainers Methodology
MICHAEL ERIC A. SO
————————————————————
Bachelor of Science in Agriculture
RENATO C. TOSCANO
———————————————————
Bachelor of Science in Marine
Engineering
ARSENIO N. TRIGO
On-going (36 units), Graduate School,
———————————————————————
Master in Business Administration (MBA)
Crash course – PICPA, Riyadh Chapter, KSA
Bachelor of Science in Business Administra-
tion (BSBA) Major in Financial Management
MARK RAMNIE P. VELEZ

————————————————————
STUDENT PROFILE
Major in Human Resource Development
Management
29
CLASS OF GLOBAL ENTREPRENEURSHIP (MGT216)
SUMMER SY-2019

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Capitol University

In Partial Fulfillment of the Requirements

In preparation for this world wide business competition, It is indeed helpful to go

The Documentation Team

As we culminate another school-

It is the art of making the world a better place through or-

ed at the El Salvador, Misamis Oriental.

managers and owners.

(L-R) Gilbert Jade Ahictin, Lovely Samanion,

IV. Mission and Vision Statements

Client Service Executive / Front Desk Officer

Sales and Marketing Officer

* Government support and assistance, government agencies especially department of agricul-

* Growing demand for quality products against competitive prices

income / profits from the year of operations and build the

VIII. Publicity and Advertising Strategy

IX. Financial Projections and Costing

tions for your business.

X. Sustainability and Expansion Strategy

Ahictin, Gilbert Jade D. Ortiz, Josephine M.

Best Debater: Arsenio N. Trigo Best Debater: Nico V. Macoy

GILBERT JADE D. AHICTIN

JOSEPHINE MARIE M. BINAYAO

MARY JOY S. BUOT

MA. JENEZA C. GUITARTE

Bachelor of Science in Mechanical

ANGELI ANN T. MEDIDAS

Bachelor of Science in Marine

MARK RAMNIE P. VELEZ

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