ALISKABOK

Providing Sustainable Health Solutions to Pollution

ALVAREZ, GARCIA, ESPINA, LAZARO, MALINIT, PUNSALAN, ROSARIO
ACC 111 - Y
I.

Marketing Background
A. Overview of the Industry

The mask industry is one that is usually affected by seasonal or

cyclical changes. Circumstance dictates the supply or demand of maskrelated products. For instance, the demand for masks is high during
times when a disease becomes rampant in a certain area. An example of
this was when severe acute respiratory syndrome hit Hong Kong and
later on, spread through some parts of Asia. Moreover, demand for masks
also increased when airborne diseases were made famous by media.
While a constant demand can be assured from hospitals and other health
establishments, demand for masks usually spikes during disease
outbreaks.
The mask industry seems to be incredibly segmented. Different
masks are made specifically for different professions. Masks are most
commonly used for health professionals, traffic enforcers, or for those
who engage in activities wherein their breathing air could be in direct
contact with harmful chemicals. Yet the product Aliskabok is proposing to
cover a niche market of commuters. While several kinds of masks are
available for other kinds of work, the largely untapped commuter market
is not in possession of any such mask despite its health risks.
B. Environmental Analysis
From Porters Five Forces, the following analysis can be made
regarding Aliskabok. The threat of entry could be the biggest factor in
play if this product is a success. Since masks do not take too much effort
or material to make, rival companies could create products like these in
order to penetrate the market. In the same way, there is not much buyer
power in the hands of the customers. As the product is the first of its kind
for this specific market, commuters would not have much choice in
choosing a different mask tailored for them should this product incur a
high demand.
From Porters PESTLE Framework, we can make the following
analysis regarding the usage of gas masks for commuters within the
NCR. Two major players, namely the industry environments culture as
well as its environment can affect the goals of the company and its
product.
Culture within the NCR with regards to healthful living for
commuters is at a standstill. Today, several individuals are either

unaware of the health risks posed to commuters as well as a general

indifference to purchasing any form of technology in order to remedy
this. Indeed, the NCR commuting community places little emphasis on
preventive health measures as they are already too busy or too strapped
for funding with their daily needs. From a different perspective, wearing
a mask carries certain cultural stigma. For example, if a commuter wears
a mask he/she is probably infected and does not want to spread sickness.
This negative stigma towards wearing masks could impede product
demand.
The NCR commuting environment is very prone to disease. Due to
the generally dirty state of several train stations in the country, it is to no
surprise that communicable diseases about in this area. There is a high
risk to catch respiratory diseases in the area as well, due to the dirt
found in several commuting stations in the metro.
C. Problem Statement
Urban Air Pollution has been a lingering concern for HighlyUrbanized Cities (HUCs) in the Philippines - especially in the National
Capital Region. According to air quality data from the DENRs
Environmental Management Bureau, the level of total suspended
particulates (TSP) in Metro Manila last year reached 118 micrograms per
normal cubic meter (ug/Ncm). This level is significantly higher than
acceptable levels set by The Philippine Clean Air Act of 1999 which is set
at 90ug/Ncm. Likewise, the Department of Health (DOH) has warned of a
higher incidence of noncommunicable diseases (NCDs) in the summer
caused by the worsening air pollution in the metropolis. Most NCDs, and
attributable to air pollution with allergies, acute respiratory infections,
chronic obstructive pulmonary diseases (COPD), cancer and
cardiovascular diseases serving as several examples. In addition 200,000
Filipinos die annually from noncommunicable diseases, with three of
these diseases belonging to the top 10 leading causes of mortality.
Urban commuters are more highly exposed to this health hazard.
Although the average commute length (worldwide) is twenty five
minutes, one in ten commuters travels more than an hour to and from the
place of work. This statistic varies for developing countries like the
Philippines, where the bulk of employees still use public transportation to
get to work. (Regus Office Solutions Firm, 2014)
Commuters and residents of Metro Manila breathe air with a toxin
concentration that exposes them to many health risks, including cancer,
reported by the Philippine General Hospital and the Asian Pacific Journal
for Cancer Prevention, having one of the highest incidences of breast
cancer in Asia.
Several specialized anti-pollution face masks and scarves are
already produced worldwide, but the Philippines has not yet ventured

extensively into this industry. Most of these specialized types of

facemasks are imported from other countries, (with Respro City and
Metro Masks from UK as the most common). These imported products
are more expensive to the average Filipino commuter, with prices
reaching P1,500 to P2,500 on average.
As an alternative, cheap surgical facemasks from common Filipino
drugstores are
bought instead of their imported, specialized
counterparts, as they are affordable to the Filipino commuter. However,
these surgical face masks are designed to be disposed off immediately
after use. Because of the disposable nature of the surgical facemasks,
accumulation of this kind of non-organic waste is unavoidable, and thus
creating a new problem with landfill waste.
D. Strategies (Todd)
a. Product
The commuter demographic has remained untapped in the dust
mask industry. Currently, there are no major players in this market;
medical masks, sanitary masks, gas masks, or construction masks
are made alternatives, though these remain inappropriate. It is
certainly an advantage that there is little differentiation towards
this market, let alone any probing on what exactly this
demographic needs. The group aims to capitalize on this by
positioning our product as tailor-made for commuters.
The product is currently under development, as the group is
finalizing its features and design. Nevertheless, the group has
chosen to increase product value by focusing on the following three
areas: simple and friendly design, utility and affordability. All these
work together to create a need for commuter masks.
Design
The design aims to be simple, and easy-to use. Tentatively,
the goal is to minimize the number of separated materials; we
have kept the design to a three-piece assemblage (strap,
cartridge, frame). Typically, dust masks are one-off
disposables. What makes the product different from other
dust masks is that it is meant to be reusable. Consumers are
expected to buy a frame, and will only need to buy
cartridges (tentative name) that can last 2-3 uses. These
are cheaper in comparison to other disposal masks, because
it requires less material per piece. This also contributes less
waste, which in itself can be put forward as a fulfillment of
the groups corporate social responsibility. Currently the
group is thinking of ways to address the stigma of masks by
finding translucent material (i.e., a mesh that is similar to
sheer fabric) that makes the users mouth more visible. This
makes communication much easier as well. Unlike the more
recent trends in sanitary masks, this design hugs the face
comfortably, and will aim to use light material that addresses

consumer displeasure
suffocating masks.

towards

irritating,

damp,

and

Utility
The cartridges will contain a charcoal filter, as this is an
inexpensive mechanism for filtering odors and particulate
matter. Positioning the product as a commuter mask
necessitates the need to cater to commuter needs. Therefore,
the product aims to protect individuals from harmful
exposure to street pollution, and deodorize displeasing odors
associated with the commute, while solving the problem of
discomfort and shame of wearing a mask.
Affordability
By and large, the products affordability owes itself to its
reusable quality. Through this product, a user can have his or
her own personal mask. Aside from the psychological benefits
of this perceived ownership, a consumer will see convenience
in the outlook, Isang bilihan lang, tapos bibili na lang ako ng
bala. Practically, cartridges will require less material than
full disposal masks, which either allows for convenience
packs that will contain more pieces, or lowered prices for
packs of the same item count.
Branding of the product is still being planned, as the target market is still
being studied (behaviors, buying patterns, social class). However, the
branding pitch will certainly package the product as something clean,
sanitary, and healthful. Prospective spin-off products will still adhere to
these three points: there is a potential for different colors and printed
patterns, diverse cartridges, filter mechanisms and scents.
b. Price
Our product will be cheaper than the more elaborate dust masks in the
market that are made of plastics. Yet it will have a slightly higher price
than regular cloth masks seen in retail, which do not provide our
products more elaborate filtration. Further market research will be
done to determine an exact suggested retail price for the product. This
will help us maximize profit and and build strong relationships with our
target market.
c. Place
We aim to make our product accessible to our demographic by selling our
product in supermarkets and groceries. The scenario is similar to the
Physiogel and Cetaphil case, as our product will seek to opt out of the
exclusivity to drug stores and specialty shops. Immediately, there is an
edge against the disposable medical mask competition, which has lesser
channels of selling.

d. Promotion
The goal of our products promotion is to create or emphasize a need.
This will be done through a three-pronged approach: disease, discredit,
distinct.
Disease
Promotion will focus on the possibilities of contracting
disease in routine commutes. Commutes make the target market
vulnerable to air pollution, car fumes, allergens, second-hand
smoke, airborne diseases. Our product will prevent such from
happening. Without our product, you are in danger of contracting
disease.
Discredit
Our product can do things others cant. A normal retail mask
made of cloth will not have the same protection we offer. Gas
masks are clunky, pricy, and inconvenient. Medical masks are not
made for the streets. Competition does not have the appropriate
and sufficient filtration mechanism appropriate for the harmful
effects of commute mentioned above.
Distinct
We will work towards accrediting our product through
national health standards, and even have it certified as a lifesaver
item. Promotion will elevate our product as one-of-a-kind in
convenience, design, utility, and affordability. Tailor-made for the
daily commute.
Our promotional advantage is in our desire to be intentional. Our most
vital communication channel will be going out in the field. Persons will be
deployed to showcase our product in commuter-heavy locations, like
train stations and bus stops. The second important channel are our radio
advertisements, which will cater to the demographic that uses public
transportation.
Our strategy can be summarized in two points: understanding the
customer, helping the customer. Our product is a product that seeks to
know the needs of its target, and aims to bring solutions to commuter
woes. These in itself are central to marketing.
II. Project Overview / Company Background
A. Company Profile/Nature of the Project
Aliskabok is a student run company designed by six Health
Sciences majors of the Ateneo de Manila University. The companys
vision is to see commuters disease-free from communicable respiratory
diseases. In order to achieve its desired outcome, the company will seek

to implement a start-up business selling of dust filters to its target

market Filipino commuters. Despite its oft-recorded benefits to health
and the environment, reusable masks are an untapped market in the
Philippines, which the company seeks to explore in detail..
The concept behind Dustination plays of four concepts (noted in
italics) concerning the companys product as well as its mission, vision
and goals.
Dust -- refers to any material that needs to be -- eliminated -- from
the clients respiratory system. Once dust is eliminated from the clients
system, the companys -- destination The company also seeks to dust the
-- nation -- by building it through environment and health.
The companys product, the Aliksabok Mask, uses recycled
materials, for its main body. The products body consists of plastic
equipped with a cartridge slot that uses the concept of a filtration
system. The cartridge utilizes a Philippine-made Abaca fiber that is
micro-weaved to trap small particulate matter and other potential health
risk factors. As the material is home-grown, the company aims to
eventually expand by vertical merging and incorporating the abaca
farmers as part of the social entrepreneurship.
Mission
Aliskabok is a social entrepreneurship geared towards providing
products and services that address the pollution in megacities. It is
committed to create sustainable solutions to health risks that permeate
in the urban setting. In the long-run we aim to not just to create
solutions, but to eliminate pollutants in the cities.
Vision
Aliskabok envisions Filipino commuters free from communicable
and noncommunicable respiratory disease.
B. Objective/s of the Project
The objectives of Aliskabok are:
to equip Filipino urban commuters protection against health risks
in their everyday travel;
to yield awareness on health risks of everyday commuting and on
preventive measures;
to provide affordable and re-usable masks for the everyday Filipino
commuter; and
to provide livelihood opportunities to Filipino Abaca farmers as our
primary suppliers of materials.
With these objectives in mind, the company envisions that after five
years, Aliskabok would have made wearing a mask a need for everyday
commuters and have changed the stigma that masks are only used for

specialized purposes by having produced and sold 200, 000 affordable

and reusable masks to Filipino urban commuters. Also, the company
envisions that its partner community of Abaca farmers would have a
stable income resulting from the demand of Aliskabok masks.
C. Funders and/or stakeholders
Funding for the start-up business of Aliskabok can be obtained
through loans from banks and the group can also look into funding
institutions that have goals aligned with that of the proposed product.
Stakeholders of the company will include the funding institution,
the Abaca farmers - the groups partner community, urban commuters,
the Metropolitan Manila Development Authority, and the relevant
branches of the Department of Health.
D. Beneficiaries of the project / benefits of the project
Among the daily travelers on the streets of National Capital Region,
only 20% are found in private vehicles. The remaining 80% however
commute 5-6 times a week, and spend around 5-6 hours everyday stuck
in either a line, or traffic. In this same time, they are exposed to the high
pollution levels from the metro. With this, respiratory diseases have been
very proliferate in the Metro, with diseases ranging from allergies, all the
way to lung cancer. With this, the project, the Aliskabok Mask aims to
protect the commuters from this health risk and eliminate the differential
exposure experienced.
Also, the product uses abaca fiber as the primary material of its
filter and aims to incorporate abaca farmers as a primary supplier of the
said product.
E. Proposed target market
The proposed target market of the Aliskabok Mask commuters.
Aliskabok had initially intended to target the traffic enforcers or street
cleaners market, yet realized that it was not the ideal because they are
very few in number. It would also mean dealing with the government,
which is unfavourable due to the bidding process of government products
as well as bypassing general government bureaucracy. Targeting health
workers is not ideal as well because of already established competition
and its stringent quality standards.
Commuters are the best alternative because first, they are a large
market. Last 2012, the Metro Rail Transit alone had 174.5 million
passengers. Adding the passengers of the Light Rail Transit, Megatren,
Public Utility Buses, Public Utility Jeeps, and Taxis, the market is more
than enough for possible expansion of the company. It also ensures that
in the event a new player enters the industry, it will not be detrimental to
the company. Second, they have a great need for the product. The air
quality in Metro Manila still has not reached the standards set by the

Clean Air Act of 1999. Currently, there are no affordable masks targeted
specifically for this problem.
From Nielsens report on the shopping trends of Filipinos published
last August 2013, Filipino shoppers are shifting from sari-sari stores to
supermarkets. This is due to the increase in supermarkets near
residential areas. Because of this, it has become easier for shoppers to
frequent supermarkets. The study showed that 32% of shoppers ride the
jeepney, 28% ride the tricycle, and 21% opt to go on foot. This shift from
mom and pop shops to more mainstream retail stores opens an
opportunity for the company to interact with more consumers. The report
also revealed that 3 out of 10 shoppers are influenced by promotions,
while 9 out of ten are impulsive buyers, ending up purchasing more that
they had intended. There was also an increase of early adopters, from 9%
to 15%, indicating that more people are willing to try new products.
Filipino shoppers also tend to buy more frequently and only what is
needed, as opposed to buying in bulk. This has resulted to an increase in
spending.
All of these indicate that the company has a good chance of
penetrating the market. Many Filipinos are willing to try something new.
They are also more accessible due to the shift from sari-sari stores to
supermarkets. This is also crucial when educating the market, since the
concept of wearing masks while commuting is still new and quite
unpopular. But because there is still a large number of people who buy
only immediate essentials, especially those belonging to Class C, D, and E
that purchase based on their outlook, the biggest challenge of the
company is to position the product as a basic necessity as opposed to a
luxury product. This is where placing the product in the supermarket
rather than a mall becomes more advantageous. In addition, it also gives
the product more exposure because as mentioned, the supermarket is
more frequented by the market. And because of more frequent shopping
trips, it will be easier for the disposable/refillable aspect of the product.
III. A Resource Management Strategy
A. Human Resource Management
In order to properly manage Aliskaboks human resources, the
group has decided to adapt the Human Resource Management
framework of the International Civic Service Commission (ICSC) as well
as that of the Balanced Scorecard in order to ensure that the Human
Resource systems of the company are working optimally.

ISCS Framework
The ICSCs framework (shown above) is divided into four major
portions, each of which works together to attain the best value for every
company employee. The Balanced ScoreCard (framework shown below)
is a strategic management system that is used to cascade specific goals
across the company through the application of four different
perspectives. These perspectives, namely financial, internal business
processes, organizational capacity, and finally that of customers and
stakeholders are taken into account along with the companys vision and
strategy in order to create certain strategies, goals, and metric to finally
attain the companys main vision.
For the intentions of human resource management, the
perspectives of internal business processes as well as that of
organizational capacity will be used. Set initiatives will be determined by
each company department vice president, as well concrete objectives for
the vice president to fulfill these initiatives. In turn, managers under this
department use the vice presidents objectives as their own initiatives,
and thus coming up with their own objectives to fulfill the initiatives set
for them and end up cascading the vision of the company in a concrete
and manageable way down to the last employee.

Balanced Scorecard Framework

Various metrics, determined by company managers will be used for
each objective in order to see if it has been attained. These metrics will
be useful in determining several portions in the ICSCs framework such
as the full breadth of the performance management and reward system
as well as portions of the other systems. The balanced scorecard overall
is an effective strategic implement to design metrics, as well as cascade a
companys vision in a concrete way.
In order for the balance scorecard to take effect however, the
company has to have a set structure in place. With this in mind, the
company will be led by a CEO or the companys Chief Executive Officer,
with vice presidents for operations, marketing, sales, human resources,
and research and development. Under the vice presidents are executives
for each of the departments main objectives. For example, under the
Vice president of Marketing are the Public Relations Executive as well as
the Branding and Advertising Executive. Under each executive is a team
of employees designed to fulfill the specific objectives each executive
sets. Below are the founders of the company with their roles and
positions.
CEO - Pocholo Espina
VP for Operations - CJ Malinit
VP for Marketing - Wildom Rosario
Branding and Advertising Executive - Todd Lazaro
VP for Human Resources - Margaret Punsalan
VP for Sales - David Garcia
VP for Research and Development - Eliza Alvarez
With the companys structure, as well as the metric of evaluation in
place, the company can now properly set the goals based of the ICSCs
framework of Human Resource management.
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a. Performance Management and Reward System

The Balanced Scorecard will ultimately play a large role in the
companys performance management and reward system. In terms of the
performance plan and evaluation, as well as the key performance
indicators (KPI), the balanced scorecards cascading sets of initiatives
and objectives will be able to showcase a cohesive plan of performance
for employees, indicators needed to reach these plans, as well as specific
degrees of evaluation to see each objective through. The same rings
through for any employees reward system. Starting off at a set salary per
month, employees who have achieved their desired objectives will gain a
raise as a reward.
b. Compensation and Benefit System
Compensation will be given on bimonthly basis. Permanent
employees will be given a fixed salary and an additional compensation
depending on their performance based on the balanced scorecard. This
additional compensation will be taken from the profit from the masks. In
other words, the workers will also have a percentage allotted for them in
the profit. The performance of the workers will be evaluated primarily
through the balanced scorecard system. Aside from the balanced
scorecard, the VP for Human Resources may opt for peer evaluations in
order to validate the findings achieved from the balanced scorecard..
Results from these evaluations will be combined to come up with the
employee of the month. This will also denote salary structure with
employees receiving pay every fifteen days. Benefits such as retirement
as well as additional leaves for women who are pregnant will also be
provided as well as any additional benefits mandated by law.
c. Career Management System
In order for this start up to have effective and efficient employees,
career management system is needed. This is when people who do
counseling regarding performance improvements matters will be hired.
Aside from this said counseling, employees will be given tests to see
where their individual competency is in the business, and how they can
help the most when it comes to achieving the companys mission. The
balanced scorecard of the entire company will be made available for
transparency in terms of each positions initiatives and objectives. This
will also give clarity to employees should they seek to change positions in
the company. The balanced scorecard will also aid in an employees
individual development plan and to see if he/she is meeting the
companys said expectations.
d. Training and Development System
Since companies need to grow and expand together with the
industry where they belong, the employees and the executive board will
need trainings. Moreover, the company will need to maintain and
strengthen its good standings. This is where training and development is

11

needed. In this system, people will be encouraged to apply to trainings

that are either given by the company itself or outsourced to an external
entity. The Human Resources Department will screen applications and
those chosen will be the ones to undergo these trainings. As mentioned
several times earlier, monitoring the an employees performance through
the balanced scorecard will enable quick and each ways to track
development.
B. Physical Resource Management
Aside from managing the companys human resources, it is
paramount that the companys physical resources,c as well as the
systems that accompany them are properly managed as well. Aliskasbok
will be using the framework of Oxford University as well as that of the
RSA as well as Michael Porters Value Chain Framework in order to
maximize on the companys physical resources.
a. Elements of Physical Resource Management
Adapting the guidelines on managing the use of physical resources
by Oxford Cambridge and RSA as a general framework, the companys
Physical Resource Management will have four elements namely, planning
of physical resources, obtaining physical resources, ensuring availability
of supplies, and monitoring the use of physical resources.
First, planning the use of physical resources include identifying
resources needed by the company. This decision-making includes
studying trends and developments that may affect the future supply of
chosen resources, prioritizing other physical resources that are more
urgently needed, and making sure that the planned resources are aligned
with the companys goals. For Aliskaboks operations, physical resources
needed include, but are not limited to: an office-warehouse space, office
supplies and equipment, production equipment (plastic molding machine
and cartridge molding machine), raw materials (strap/quality garter,
plastic base, rubber padding, abaca fiber, thin aluminum sheets), vehicles
for transport and delivery of products, and printed advertisements such
as posters and tarpaulins. The company believes that materials chosen,
specifically for the actual mask product, are available in the country and
will not be a hindrance for future supplies.
Second, the company obtains physical resources by determining
the mode of acquiring the physical resources, creates a system of records
regarding the information and inventory of all physical resources, and
ensures that the obtained physical resources meet the standards and
requirements of the company. For the physical resources of Aliskabok,
the company plans to rent an office-warehouse space, outsource the
transport and delivery of products which includes the drivers and the
vehicles, and purchase the other resources such as office supplies and

12

equipment, production equipment, and raw materials from suppliers

using funds garnered from loans or grants as a start-up.
Third, the company ensures the availability of supplies by
negotiating with suppliers with agreements to consistently provide the
company with resources. The inventory and information system of
physical resources of the company is important in ensuring the
availability in order to keep track of the inflow and outflow of resources.
Finally, the company should monitor the use of physical resources
in order to ensure quality resources to maintain the product quality.
Monitoring
physical
resources
also
includes
considering
its
environmental impact. Included in this area of physical resource
management is considering the disposal of the resources - where the
resources can go to when they are used up or no longer of value to the
company. The company monitors the use of physical resources so it can
determine the companys future needs and how it should adapt, re-align,
or correct its activities based on its current usage of materials.
b. Value Chain
This section focuses on how the company creates value and offers it
to its customers as a result of the sum of its different activities. Porters
Value Chain framework is used in order to break down the companys
activities into primary and support activities. Primary activities include
inbound and outbound logistics, operations, sales and marketing as well
as service, while the secondary activities, which are designed to support
primary activities include procurement, technology and development,
human resource management (described in detail earlier), and finally
infrastructure.
Primary Activities
A firms primary activities are concerned with the stream of
activities in order to increase a products value from its raw material to
that of a higher one when it is sold to customers. Primary activities
directly follow this stream in hopes of activity detailed the increase a
products value.
Inbound logistics include receiving and storing the raw materials in
the office-warehouse, which serves as Aliskaboks headquarters. Raw
materials include the garter, plastic base, rubber padding, abaca fiber,
and thin aluminium sheets which will all come from different suppliers.
The transport of these materials will be either shouldered by the supplier
or will be outsourced from a logistics company. Operations include the
actual assembly, packaging, and inventory of the products inside the
warehouse. Outbound logistics include the delivery of the products from
the office-warehouse to the channels chosen by the company including
SM SaveMore Markets.

13

Marketing and sales activities include analyzing sales of Aliskabok

masks, doing market research on the companys target market (daily
urban commuters), creating strategies of promotions to reach out to the
target market, and creating customer relationships to convey our brand.
There is a need to give importance to marketing and sales of Aliskabok
given the current stigma against masks that it is not usually worn by
everyday commuters.
Secondary Activities
Secondary activities are done in order to aid the efficiency of
primary activities
Infrastructure will include the physical infrastructure as stated
above. A quick summary of which would include a rented office space in
Marikina City, a Suzuki AUV for logistical needs, and two imported
machinery. These infrastructures will allow proper physical support to
keep the primary activities in place. In terms of internal systems
infrastructure, such as finance, accounting, legal and general
management. For finances and accounting, the VP for finance will be in
charge of all bookkeeping activities as it is still a small business. Over-all
legal services will be a need-based service acquired from Espiritu Law
Office in Marikina City. The CEO has enough background for simple legal
services and will be tasked to make sure both legal and general
management processes are in place.
Human resource management includes all positions within the business
hierarchy. This is from CEO all the way down to drivers and custodians.
The detailed HRM plan is expounded in the section on Human Resource
Management.
Technology development will not be of priority for the company. It is the
companys goal to focus on its advocacy of expansion towards Abaca
farmers and better customer service. However, in order to keep at par
with other competitors, research will be devoted to make sure that the
companys technology is at par with the others. In the field of information
management, the company will outsource its systems for both finance,
logistics, and over-all management from Trends and Technologies
Incorporated. This is to allow faster communication between
departments and at the same time will support infrastructure operations.
Future plans for expansion will be a website to be developed by Optimind
Technology Solutions, as well as a mobile app that reminds consumers of
the needed replacement for their mask filter.
Lastly, for procurement, the Vice President for Operations is also in
charge. The strategies that will be put into place are mentioned in the
logistics section below. In summary, a centralized warehousing system
will be adapted where it will serve as the assembly site, storage site, and

14

distribution center. For the suppliers of materials, everything will be

outsourced from producers of the different raw materials. In the long
run, the company aims to vertically merge its industries. This includes
an agricultural field for the rubber and abaca, which will benefit farmers
through a cost-sharing scheme. Also, to the environmental side, where
the plastic source will be from recyclables itself.
C. Marketing Strategy
1. Product
Positioning Statement
Note that this is for reference internally to guide strategy, not a
positioning statement we will communicate to consumers. (Applying our
advertising strategy -- see Advertising-- will necessitate that such a
public position statement be articulated in conversational Filipino.) We
are including this in the format given through the lectures only to define
our goals and provide a point of reference for the subsequent portions of
the pass.
For commuters who are always exposed with the Metros toxic,
urban air pollution, Aliskabok provides guaranteed protection through
reusable cartridge-type face masks. Aliskabok is an innovative solution
made by health sciences students from the Ateneo de Manila University.
Our sustainable health solutions to pollution promise to keep you healthy
for work, and happy for life.
Brand Logo

The Aliskabok logo aims to maximize market potential through

strategic design:
Material Design
The logo employs the new method of material design (created by
Google Inc.) in its design aesthetic. An improvement to the flat design
trend of 2011, material design aligns 2D, non-skeuomorphic compositions
to real-life elements (such as the shield) using visual cues. Material
design is inherently beneficial for branding, as it can be switched from
colored to monochrome without hurting branding. This aesthetic will
allow for quicker and clearer communication, as opposed to the often
too-beveled, unprofessional, and skeuomorphic designs in this industry.

15

Positive Approach
Focus group discussions had found that the company could have
approached the brand in two ways: negative focus (anti, use of reds,
protection only, emphasis on removal or denial, angry, grungy fonts), or
positive focus (security more than protection, health, use of blues and
greens, determined, not angry fonts). We had chosen to use the positive
approach because the company desires to present itself as a trustworthy
brand, not only catering to protection, but the health aspect as well.
Color
Blue was used to convey security, dependability, and resolve
(consider the projections of authority a blue PNP uniform conveys); blue
evokes trust from the customer. Green was used to signpost to health and
healing.
Font
The font is a custom font based on Kohinoor Devanagari. Typeface
extremes are sliced in sharp angles (flows from same angles as the
shield) to reinforce the security associated with the brand. The Ks are a
subtle hint to impenetrable walls. Small-caps were employed to convey
openness and friendliness.
Check-Shield-Mask
The green element is a combination of a check, shield, and mask.
The check conveys correctness and sureness. The shield conveys
security. Both elements combine to show the figure of a mask, to
immediately associate the brand name to the product.
Title and Subtitle
The word mark adds a stylistic exclamation mark to portray action
(Umalis ka, alikabok), and emphasis. It is skewed towards the receiver, as
if it is popping out of the page, ala comic book, to be dynamic. To add
clarity, the product we offer is explicitly defined as anti-alikabok to
shed light on the Aliskabok-alikabok play of words.
2. Price
Product Costs, Pricing and Breakeven Analysis
Priced at two-hundred pesos (P200.00) per facemask, and seventy
pesos (P70.00) per cartridge, Aliskabok will break-even after 25 months
of full operations. Breakdown of costs are elaborated with the tables
below.

Index vs. Competition (Comparative Pricing)

16

The consumers costs of Aliskabok is relatively lower than using other

companies products such as 3M Disposable Respirator Masks when the
re-usability of Aliskabok is taken into consideration. An example would be
the 3M 8210 Plus N95 Particulate Respirator which sells at USD 19.27
per box of 10. The unit cost of 3Ms disposable mask would be around
PHP 84.79. However, Aliskabok offers a re-usable mask with a
replaceable cartridge that can be replaced after 3 days. Aliskaboks mask
and cartridge set will sell at PHP 200 per set. Over a longer period of
time, using Aliskaboks mask and replaceable cartridge will cost less than
having to use a disposable mask each day. This caters to the fact that the
target market of Aliskabok are daily or everyday commuters.
3. Place
Location Mapping
Aliskabok will be sold at select SM SaveMore Markets, MRT and LRT
Stations, and Bus and Jeepney Terminals. The locations chosen were
mainly based on foot traffic. However, it was also important that the
locations were spread out in order to cover a wider area. Some of the
areas are near each other (i.e. SM SaveMore-Mezza, LRT Cubao Station,
and Cubao bus station). This is because these areas have very high foot
traffic and are accessible through various means of transportation.

Map 1. Map showing the location of the 5 SM SaveMore Markets that

will carry Aliskabok. A. SM SaveMore- Festival Mall, B. SM SaveMore- A.
Venue, C. SM SaveMore- Sta. Ana, D. SM SaveMore- Mezza, and E. SM
SaveMore- River Banks

17

The 5 SM SaveMore Markets have a selling area ranging from

1,225 sqm - 3,846 sqm. They are among the largest SM SaveMore
markets in Metro Manila.
Map 2. Map showing the MRT Stations where Aliskabok will be sold. A.
North Avenue Station, B. Kamuning Station, C. Ortigas Station, D.
Guadalupe Station, and E. Ayala Station
The MRT stations chosen are those with the most passengers. Two of
them are near business districts. One is near PUB and PUJ terminals.

Map 3. Map showing the LRT Stations where Aliskabok will be sold. A.
Cubao Station, B. Legarda Station, C. Doroteo Jose Station, D. Gil Puyat
Station, and E. Baclaran Station
The LRT stations chosen were based on the nearby establishments and
infrastructure. The Cubao station is near malls and markets. It is also the
link to the MRT line. Legarda station is near a public market as well as 9
major colleges and universities. Doroteo Jose Station is near a shopping
18

center, Quiapo district, and University belt. It is also a link to LRT line 2.
Gil Puyat Station is near 2 schools, a mall, Cartimar district, Buendia
PNR station, and 2 bus terminals. Lastly, Baclaran Station is near the
Baclaran church, Coastal mall, JB Line Bicol Express, and NAIA. Because
of these, a large volume of passengers is expected in the given stations.

Map 4. Map showing the location of the Bus and Jeepney Terminals
where Aliskabok will be sold. A. Alabang-Zapote Road Jeepney Terminal,
B. Taft Avenue, Pasay City Bus Terminal, C. Market! Market!, Taguig
Jeepney Terminal, D. Guadalupe, Makati Bus/Jeepney Terminal, and E.
Cubao Bus Terminal
It can be noticed that although there is a large volume of Public Utility
Bus (PUB) and Public Utility Jeep (PUJ) passengers, there are only 5 bus
and jeepney terminals where Aliskabok will be sold directly. This is due to
the lack of infrastructure for the terminals. Bus terminals are privately
owned and are commonly located at the south and north ends of Metro
Manila. For Public Utility Jeeps the number is even less. Most passengers
access PUBs and PUJs within Metro Manila through the stops along their
routes. There is not enough space to set up an actual stall. Most of the
stalls that sell food and other products in these stops are illegal or do not
have permits.
Distribution
Due to Aliskaboks large target market, a multichannel distribution
system will be used in order to maximize the products reach. The
product will be made available through direct and indirect marketing
channels. The direct channel will be through stalls in MRT stations, LRT
stations, Bus and Jeepney Terminals, and direct selling to companies. The
indirect channel will have SM SaveMore Markets as the intermediary.
19

Since Aliskabok is targeting commuters, it will be most

advantageous for the company to place the product where commuters
will actually be. In doing so, Aliskabok is not only sure to reach its target
market, but it will be able to emphasize the need it is trying to satisfy.
The commuters will be able to see the product in the context of the
problem it is trying to solve. Understanding the need and value of the
product will be easier as compared to when it is placed in malls or
department stores. Apart from this, Aliskabok will also approach
companies with a high percentage of employees that use public
transportation. The goal is to get these companies to buy Aliskabok in
bulk and give it to their employees. Since the employees will not have to
pay for the product, they may be more open to use it. If a sizeable
amount of employees use the product, it will help in the awareness of
Aliskabok and the normalization of wearing masks. However, it will be a
challenge to sell Aliskabok to companies because it is an unnecessary
cost for them. In order for Aliskabok to successfully sell to these
companies, research and profiling of possible target companies are
needed. It is important to understand the values of the different
companies so that the proper framing and sales pitch can be developed.
Aside from being placed near stations and terminals, and
approaching companies, Aliskabok will also be made available in SM
SaveMore markets. SM SaveMore markets cater to the same target
market proposed by Aliskabok. They are located near residential areas
and offer products suited for the day to day budget of Class C, D, and E.
As was mentioned in the analysis of the proposed target market, those
belonging to Class C, D, and E frequent supermarkets near their
neighborhood and opt to buy immediate needs instead of in bulk. By
placing the product in SM SaveMore markets, Aliskabok will be able to
frame itself as a basic need. It will also have the opportunity to educate
the market. Stations and terminals tend to be crowded. Also, commuters
are always in a hurry to leave. Shoppers in supermarkets have more time
to look around. It will be easier to engage and educate them about the
product.
SM SaveMore markets also have very high sales. In the first 3
quarters of 2014, the SM Investments Group reported Php 136.4 Billion
in retail sales. This includes the sales from 96 SM SaveMore markets
across the nation, totalling 162,851 sqm of selling area. By being in SM
SaveMore markets, Aliskabok will have a higher probability of being sold.
Logistics
Inbound and outbound logistics will be centralized in the warehouse of
the company. Apart from serving as the headquarters, the warehouse will
have three other main functions. It will serve as the assembly site,
storage site, and distribution center.

20

All of the materials from the suppliers will be delivered to the

warehouse where they will be used to make the actual product. Assembly
will take place in the warehouse for two reasons: 1.) to reduce cost, and
2). to improve efficiency. Having the assembly elsewhere will mean
additional costs in terms of wages, fuel, and rent. It will also delay
production and distribution as the materials will have to be transferred
from the warehouse to the separate production site, and back to the
warehouse for storage.
After production, the masks will be stored as inventory. As orders
from the retailers and stores come in, the product will be sorted and
loaded to the AUV and be delivered to the different distribution channels.
To ensure that the logistics is as efficient as possible, a logistics
management system will be put into place. This will include close
relations with the different departments of the company, most especially
sales, in order to gauge the rate of production, amount of materials to be
ordered from the suppliers, and the amount of inventory to be kept.
Determining the correct rate of production is important because
producing the product at a faster rate than it is sold will result to the
accumulation of inventory in the warehouse. Too much inventory means
that valuable resources are not being maximized for profit. However, not
having enough inventory can also result to additional cost because in the
event the demand is greater than the supply on hand, there will be a
need for emergency production. Typically, this will cost more than the
normal production run. A close relationship with the different
distribution channels is very important as well to be able to ensure timely
and efficient delivery of the products. The goal is to follow a routine
delivery schedule that will minimize fuel cost and delivery time. This is
especially important for locations far from the warehouse.
4. Promotion
The strategy is mainly comprised of simple push and pull sales strategies,
including several advertising and mass media promotions, design,
discounts and freebies (push-strategy), and also negotiations with
government and non-government groups that are part of the market
(exposed to air pollution; i.e. MMDA workers, Jeepney and Bus drivers;
pull-strategy).
Advertising
To focus our advertising efforts, we are consolidating this
part of the paper in a creative brief. Note that this brief is a
summary, rather than a comprehensive output. Some information
here has been discussed in previous passes, and preceding portions
of the current pass. However, the succeeding information will lean
more towards the conveying of our brand message to consumers.
This relationship should always be considered in the creative brief.

21

Main Goal
The goal is to make the brand a necessity, through focused
advertising that establishes connections. We had proposed in
former iterations of this pass a strategy done through a threepronged approach: disease, discredit, distinct. Certainly, we will
still adhere to this, albeit with a mindset more aligned to the now
more focused branding initiative (i.e., positive portrayal discussed
above).
Again, we will put forward brand necessity by highlighting
the benefits of using a mask, while touching upon the
consequences of not using our product. We will make our strategy
focused by not falling into the trap of haphazard promotional
efforts start-ups usually have (i.e., continuity in design, not
consumer-centered) by defining and strictly adhering to a brand
DNA. To establish connections we ensure that all advertising will
aim to be relatable, and to humble the product to equal levels to
the consumer.
Consumer

Insights

What does our consumer think now? What do you want your
consumer to think/feel/do? (Desired response)
The consumer values affordability with utility. Selling the product
under the assumption that it is acceptable to consumers by virtue
of it being an innovation or new technology is not enough.
Truthfully, most of this population would find it acceptable to
commute without the mask we are proposing to provide. To
commute without a mask is commonplace. To penetrate this
market, we have to ensure that consumer perception be influenced
towards not necessarily a cheap product, but rather, an
investment
or
worth
the
purchase.
What should we tell them? (Stimulus: benefit)
We will focus on the benefit of health. In our field, we are
taught a bio-psycho-social appoach. These will all be vital, yet what
should be considered is an appropriation or contextualizing of the
biological-physiological aspect. What will be most effective is to
communicate our medical message in terms understandable to the
receiver of information. We will do this by focusing on household
diseases the consumers are most acquainted with. For example, the
language of particle concentrations and reaction mechanisms in
respiratory health can be strategically unpacked with words such
as ubo, alikabok, sipon, or pneumonia (more extreme, yet still

22

familiar). Equally important is how to capitalize on the

connections and relatability described beforehand. The benefit
here is how the mask will affect not just your health, but in turn,
your occupation, work, performance (i.e., absence, leaves,
productivity). Moreover, commuter woes will be elaborated on (i.e.,
pollutant irritability, cigarette smoke, even the seemingly trivial
itim sa ilong, baho and panghi, etc.)
Why should they believe us?
The platform for us is the security and authority we convey
through our brand image. Simply put, mapagkakatiwalaan sila
dahil may alam sila-- marunong sila. Here, we are marunong
because we know the scientific mechanisms behind the product.
Yet what truly elevates this image is the fact that though we are
marunong, we are able to show pakikisama. We relate with our
customer.
Tone and Manner
All advertising will be in the vernacular-- street-speak,
informal Filipino. Of course, the aim is to strike a balance between
serious and relatable; accordingly, we believe that we can properly
convey an otherwise complicated message in layman terms.
Again, we have to discuss the usual pitfalls of ill-discerned
advertising in start-ups: we will try to avoid tactless,
sensationalized, fad strategies in bridging the message from the
company to the consumer. The tone simply put: gets kita.
Media Options
Our promotional advantage is in our desire to be intentional.
Our most vital communication channel will be going out in the field.
Persons will be deployed to showcase our product in commuterheavy locations, like train stations and bus stops. The second
important channel are our radio advertisements, which will cater to
the demographic that uses public transportation. Tabloid
newspapers, and Inquirer Libre are media options we would also
explore. For future, more-funded marketing efforts, we will use
billboards in commuter areas or media found inside public
transportation.
Mandatories (Long-run Brand DNA)
We believe that the most important key to the success of a
brand is continuity. Our brand DNA will run through all of our
marketing efforts. This will show in its design aesthetic (blue and
green, fonts, picture-driven, clean, simple, friendly, anchored on
relatable imagery), voice (relatable, inclusive, Filipino), and
intentionality (fieldwork, nakikiisa, nakikisama).
Sales Promotion

23

A 6-month Marketing Strategy Timeline is presented below

(Chart 2) with the following marketing activities chosen for the first
6 months of full operation.
Free Aliskabok face masks will be available for two weeks per
month until the third month. This is to give the market a chance to
actually experience wearing Aliskabok, and perhaps start a wordof-mouth advertising effect. From the third month onwards, the
giving of free masks are lessened to avoid the possible dependence
of the market to freebies, by waiting for its next realease rather
than actually buying.
25% Discount on Masks will also be present for the first 3
months of operation, to encourage buyers to try out Aliskabok. The
Fourth month onwards is left blank to give ample time for the
promotion strategies to reflect its effect on our sales analysis to be
used for the next 6-month promotions planning. The same goes for
the 20% Discount on the cartridges.
For the fourth and fifth month, buying Aliskabok Face Masks
will entail the customer a chance to win free MRT Stored Value
Tickets worth P100.00. Uniquely-designed Aliskabok indicators will
be placed inside the packaging of the face masks to inform the
winners that they have won. 200 out of the 1100 estimated stocks
of Aliskabok per month shall be listed as winning face masks.
For the posters and ads, prices are set at sixty-thousand per
month, assuming that the posting of a poster or ad in an ad space
will be charged every month. This includes Radio Ads.
Personal Selling
Other than the 20 custodians who shall be personally selling the
product to the common commuters in their respective locations,
the VP for Marketing will have to personally sell Aliskabok to
priority stakeholders which are the Jeepney Drivers, FX Terminals,
Tricycle Todas, the Metrorail Transit Authority, the Light Rail
Transit Authoirty, the Metropolitan Manila Development Authority,
and the relevant branches of the Department of Health,
Department of Science and Technology, the Department of Social
Welfare and Development, and any other agency that currently has
occupational health risks, hazards and concerns.
Aliskabok shall also be offered to companies whose sales
teams are required to commute daily. This will be possible once we
have secured orders and partnerships with our first few clients. We
will then explore relationships with local newspapers. Participating
in local chambers of commerce will also help us to get increased

24

exposure. In every method of communication, we will constantly

reinforce our competitive advantage:

Friendly and Reusable Design

Healthy Cartridge-Filter Innovation
Relatively Cheap and Practical
Protection for Employees Health and Productivity
Public Relations
As a social enterprise, Aliskabok will have to keep good Public
Relations with the commuters and other stakeholders, specially
with the government and other influential non-governmental
organizations. Attending events that advocate health, climate
change, occupational safety and labor satisfaction will also keep
Aliskabok with good company image and exposure.
Direct Marketing
This includes the distribution of fliers that includes the official
Aliskabok facebook and twitter pages, and the official customer
support hotline. Customer support will happen through Social
Media and Text Messaging. Through our social media and cellular
channels, Aliskabok will notify the customers with product updates,
promos, and discounts, as well as interseting facts on
personal/family health management, and climate change.
Timetable of Marketing Efforts

Chart 2. This Chart shows us the Timetable for Aliskaboks Marketing

Efforts for its first 6 months of full operations, excluding that of Direct
Marketing, Personal Selling, and Public Relations strategies. The extra
fund from each month will either be allocated to the next month, or to
direct marketing efforts and PR bnot included in this chart.
D. Financial Resource Management
1. Capital & Budget Source
25

Budget Source
Aliskabok will get its initial investments from two main sources.
The first being initial investments from the shareholders, which compose
of the companys executive board. Each member of the executive board
will provide capital amounting to Php 150,000 per member. The
remaining value of 6.5 Million Pesos will be loaned through BPIs
KaNeGOsyo program. Since Aliskabok will be registered as a
partnership, collateral have been agreed to be extendable to the assets of
the shareholders families with due permission amounting to over Php
150,000,000.00
Capital Costs
Capital costs will comprise the bulk of Aliskaboks expenses for the
companys initial movements into the business environment. These would
mainly comprise of legal expenses such a licensing and insurance as well
as equipment the company needs in order to operate efficiently.
For the business to operate, the necessary permits and
registrations must be obtained. The DTI Registration would cost Php
2,300, Php 300 for the registration fee and Php 2,000 for the business
name registration fee. The Mayors permit in Quezon City would cost Php
200. The BIR Certificate of registration is Php 500 annually. Lastly, the
LTO registration would cost Php 2,000.
For logistical needs such as transporting equipment, trucking
services from outbox express will be used totalling 175,000. Retailing the
machine to manufacture cartridges from company Kanwal Enterprises
would cost P 3,500,000, while a plastic molding machine, specifically the
1994 Ferromatik Milacron Injection Molding machine model would cost P
110,358.95. Suzukis website shows that AUVs can be purchased at
450,000 pesos, while the store USC Allied PC Trading offers desktop
units in bundles of 5-6 for P 70,000. Finally, car insurance costs Php
14,000 premium from the Standard Insurance company. To keep track of
the different department activities, information systems must be put into
place. Averaging the quotes from Astra Philippines, Alliance Software
Inc., and I-Bridge Systems Philippines, Inc., the information management
system would cost Php 25,000. The financial management system would
cost Php 20,000. The integrated management system would cost Php
10,000. Also, research for HEPA technology import would cost 1 million
pesos.
For infrastructure, 15 kiosks will be built at Php 8,000 each, from
Lorenzo Wood Supply in Marilao, Bulacan. This is inclusive of transport
of the product from Bulacan to the Marikina Warehouse.
Operating Costs

26

Operating Costs are expenses of the company pertaining to those

needed by the company to run on a day to day basis. The operating costs
of Aliskabok include salaries, employee benefits, miscellaneous, raw
materials, and taxes and utilities
Salaries include those of the president (P28,500.00/mo), six vice
presidents (P25,797.00/mo), two machine operators(P8,580.00/mo), 20
kiosk retailers(P8,580.00/mo), and a driver(P8,580.00/mo). Employee
benefits include SSS and PhilHealth.
Categorized under miscellaneous expenses are the fuel budget for
the company's vehicle, warehouse rental, shelf space, and marketing
budget.
The fuel budget of Php 10,000 per month is allotted for the vehicle
of the company which will be used for outbound logistics (transport or
delivery masks to different channels), inbound logistics (acquiring
materials from suppliers), and administrative purposes for the company.
One channel where Aliskabok will be pushed through to reach the
customers is through SaveMore supermarkets, given our target
customers. According to an article on slotting allowances by Caparas and
del Prado under the Philippines Institute for Development Studies in
2006, one gondola for a non-food item ranges from Php 1, 500 to Php 2,
500 for shelf space for a big retailer. Shelf space allotment for Aliskabok
will cost Php 3, 960 at each SaveMore supermarket per month.
The marketing budget of Aliskabok will follow the percentage-ofrevenue method. The company will allot 8% of yearly projected sales as
the budget for marketing activities. This is close to 3Ms budget of 10%
for 2013.
Loan Payments, coursed through BPIs KaNeGOsyo Business Loan
Program will be paid at an interest rate of 12% per annum. This amounts
to Php 216,230 payable in three years.
Taxes will also be paid to the government, both BIR and DENR.
Income Tax of 30% is imposed as a partnership. DENR will be paid and
annual tax of Php 150.
Also, utilities, supplied by Meralco, Maynilad Water and PLDT will
have budget of Php 50,000 per month. An approximate of Php 26,400
will be spent for electricity, Php 20,000 for water, and Php 3,600 for
Internet Services.
The raw materials for the Aliskabok mask include the strap made of
quality garter, plastic base, rubber padding, abaca fiber, and thin
aluminum sheets. The strap (garter), at Php 10 per meter, will be
acquired from a supplier based in Tabora St., Divisoria where other

27

sewing supplies are popularly found. The polyethylene plastic base will
be acquired from KY Plastic Trading, a plastic company in Bulacan. This
plastic will be processed into the molds of the masks. The rubber padding
will be acquired from a supplier in the form of sheets at Php 70 pero
kilogram. Abaca fiber will be supplied by an abaca farm at Php 20 per
kilogram. Thin aluminum sheets will be acquired from an aluminum sheet
supplier at Php 19.35 per kilogram.
2. Demand Measurement
A. 3M Sales Report
The 2013 3M Sales Report was inquired from 3M USA. This report
reflected all summarized financial transactions of the corporation. These
include reports per region of the world, as well as per
industry(Industrial, Safety and Graphics, Electronics and Energy, Health
Care and Consumer) that the company invests in.
The compared product, a half-face respiratory mask, falls under the
consumer end as a protective material product. The 3M report shows
that the 2013 Sales for consumer products is at $4,435,000,000.00.
Further reports show a breakdown of such, wherein protective gear have
a 10% of consumer sales. 38% of that protective gear goes to half-face
masks and cartridges.
In terms of the breakdown of sales per region, Asia-Pacific carries a
29% of total sales, 9% of which is found in the Philippines. This gives the
Philippines 2.8% of 3M sales.
Using the given data, and cascading the percent market shares, the
Philippine market for half-face respiratory masks reaches a total of Php
96,044,000.00. Considering the individual cost of their product average
of Php 200, the total quantities sold in a year would reach 530,200 which
is about 44,185 pieces of masks and cartridges sold in a month.
Considering that they already have a strong market penetration, the
projected sales would be near and pegged at a 60% penetration rate of
approximately 26,500 pieces per month
A limitation to the data above would be that 3Ms main market in
the Philippines are industrial workers. This is a separate market from
that of Aliskaboks which are daily commuters. For the purposes of this
paper, this assumption is negated and the Philippines is considered one
market.
B. Site Visit, Surveying and Research*
In order to acquire more actualized data, site visits in select target
areas were done. In these areas, the traffic volume was checked, and
narrowed down through a five-question survey. For SM SaveMore stores,
SM Retail was contacted and promodisers were also interrogated.
*A copy of the survey results may be requested as needed.

28

a. MRT Stations
The most populated MRT station (according to MRT-Cubao
InfoDesk), is Cubao. A site visit, as mentioned was performed. The
counters were both on the north and south entrances for traffic
monitoring, and a third member was asking the question of the a
possibility to buy a mask that would cost 80 pesos and a cartridge
of 20 pesos per week to at least 100 respondents. This was done
once at 6am, at 11am at 4pm and 9pm on a weekday.
The results showed that 4pm was the strongest traffic 910
per 10 minutes. However on average, it amounted to 3992
commuters per hour. This value was cross-checked with the survey,
wherein 4 out of every 10 of commuters would prioritze their
health and invest in the mask. Being conservative, we would use a
50% penetration. This leaves us with 799 commuters per hour. This
is multiplied by 17 hours, at which the MRT is open (5am-10pm).
This value however is divided by two, to account for passengers
being the same ones going home. This leaves 5992 per day. Noting
that they will only buy once a week, with the succeeding ones
being a cartridge, a total quantity (both for masks and cartridge)
would total 16,778 pieces in a month.
Table . Derivation of demand in MRT-Cubao Station
Article

Amount

Foot Traffic at 6:40am -6:50am

682

Foot Traffic at 11:04am -11:14am

583

Foot Traffic at 4:48pm -4:58pm

910

Food Traffic at 9:00pm -9:10pm

485

Average foot traffic per 10 minutes

665

Average foot traffic per hour

3992

Buyer rate (40%) per hour

1597

Conservative buyer rate (20%) per hour

Quantities sold in a day (7.5 hrs)

799
5992

Projected Quantities sold per month (buy once

a week)

23,968

Conservative quantities sold per month (50%)

11,984

b. Jeep/Bus Stations
29

The same system of the MRT was implemented to that of the

Jeep/Bus stations. The sample area used was Cubao Terminal in
Farmers Market, Cubao.
The results showed that there was an average of 3281 commuters
per hour. The same survey was used and 4.2 in every 10
respondents would invest in the mask. This leaves 1378
commuters, multiplied by 17 hours and divided by 2, gives a total of
4922 commuters per day. Therefore, in a month, 15,479 would
acquire Aliskaboks masks.
Article

Amount

Foot Traffic at 6:40am -6:50am

712

Foot Traffic at 11:04am -11:14am

399

Foot Traffic at 4:48pm -4:58am

563

Food Traffic at 9:00pm -9:10pm

514

Average foot traffic per 10 minutes

547

Average foot traffic per hour

Buyer rate (42%) per hour
Conservative buyer rate (20%) per hour

3281
1378.02
656.2

Quantities sold in a day (7.5 hrs)

4921.5

Projected Quantities sold per month (buy once

a week)

19686

Conservative quantities sold per month (50%)

9843

c. SM SaveMore Retail

30

Upon inquiry to the promodisers and manager, the manpower at

their level are not aware of the data in this field. As a result observation
was employed an an average of 2.5 people per hour bought a mask in the
pharmacy area. Given that they are open 13 hours a day, this gives us
32.5 a day and gives 11,863 per year. Setting a penetration rate of 50%,
we project SM Savemore sales to be at 5,931 a month.
Given all of these Aliskabok would have sales of 27,758 quantities.
There is however an issue wherein a person will only buy a mask
once, and on succeeding purchases would only buy the cartridge. To
address this, the following table is assumed to be true for the first month:

Location

Quantity

MRT-Cubao

Week

11,984

Cubao Bus Terminal

9,843

SM Savemore
Cubao

5,931

Masks

Mask Owners

Cartridge

1735

1,735

1735

3,123

1,388

1735

4,233

2,498

1735

5,121

3,386

1735

5,832

4,097

1735

6,400

4,666

1735

6,855

5,120

1735

7,219

5,484

1735

7,510

5,775

10

1735

7,743

6,008

11

1735

7,929

6,194

12

1735

8,078

6,343

13

1735

8,197

6,463

31

Week

Masks

Mask Owners

Cartridge

14

1735

8,293

6,558

15

1735

8,369

6,634

16

1735

8,430

6,695

TOTAL

Succeedi
ng
Months

27,758

77,311

2,304

6,695/week

Table above, shows a monthly forecast of sales per item. It is

expected that the market will be saturated after 4 months. It is
expected that by the end of the first three months, all 16,778 willing
commuters have already bought a mask The succeeding months, there
will be minimal sales of masks, which is derived from the monthly
increase of commuters at 0.83% (10% annually). Also in the same value,
it is assumed that those who would like to purchase a new mask are also
accounted for.
3. Timetable of Activities

*X-Milestones
4. Pro Forma Income Statement

32

5. Pro Forma Balance Sheet

Appendix
Survey
Itemized Costs
COGS
Salaries
Employee

Cost

Amount Total Per Year

President

25000.00

300000.00

Vice President

20000.00

1440000.00

Machine Operators

8580.00

205920.00

Promodisers

8580.00

514800.00
2460720.00

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N.p.,
2011.
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Material

Material per
mask

Garter (m)

0.04

Plastic (kg)

0.04

Rubber (kg)

0.04

Material per
cartridge

0.02

Total Quantity Unit Cost

needed

Total Cost

19,542

10

195,416.32

8,214

20

164,288.78

1,848

71.50

132,101.43

36