St.

Clare College of Caloocan

Zabarte Road, Camarin, Caloocan City Tel. No. 951-5224 Telefax No. 962-1643

PERFORMANCE EVALUATION REPORT FOR OJT STUDENTS Name of Trainee: KHARLA EUNICE L. ANINGAT Name of Establishment: Philplans (formerly PhilAm plans) Inclusive Dates: From November 22, 2012 to February 3, 2012 Students Attitude, Skills & Knowledge Quality of Work Is the trainee accurate and thorough? Is his/her work presentable and acceptable? Can he/she detect errors and correct them? Excellent 1.00 Superior 1.50 Very Good 2.00 Good 2.50 Passed 3.00 Failed 5.00 Excellent 1.00 Superior 1.50 Dept. / Section: SLGO

Total hours: 305 hours Very Good 2.00 Good 2.50 Passed 3.00 Failed 5.00

Job Knowledge How much has he/she learned about his/her job? Does he/she know the function, requirements and responsibilities involve?

Quality of Work How productive is the trainee? How rapidly does he/she perform these tasks? How consistently does he/she maintain such rate of work?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good Passed 2.50 3.00

Failed 5.00

Dependability Can he/she be depended upon to finish assigned tasks on time and follow instruction?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

Diligence Can he/she work hard and concentrate on the work at hand?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

Judgement Can he/she grasp situation and draw correct conclusions? Can his/her judgements be depended upon even under stress?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

St. Clare College of Caloocan

Zabarte Road, Camarin, Caloocan City Tel. No. 951-5224 Telefax No. 962-1643

Initiative Does he/ she assume responsibilities willingly and voluntary? Is he/she enterprising and resourceful?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

Cooperative Does he/she manifest sufficient willingness and capacity to work harmoniously with superiors and equals?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

Human relations Can he/she maintain good and affective public relations with people within & outside of the unit? Does he/she show courtesy and respect for authority?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

Punctuality and Attendance Is he/she regular & punctual in his/her attendance? Does he/she take time out for trivial matters? Does he/she properly observe break periods?

Excellent 1.00

Superior 1.50

Very Good 2.00

Good 2.50

Passed 3.00

Failed 5.00

General Impressions and observations of the trainee:

Evaluated By: _______________________________ Designation: ________________________________ Signature / Date: ______________________________

Verified By: ____________________________ Designation: ___________________________ Signature / Date: _______________________

Marketing Vision
PhilPlans has renewed its commitment to help secure the future of Filipinos everywhere. It continues to dominate the market with its comprehensive product portfolio, management expertise and sound financial practices. Goals

Business Goals:
PhilPlan's FPs amounted to P257 million, higher by 38 percent from P186.9 million in 2010. PhilPlans First Inc. (PhilPlans) has registered a consolidated net income of P1.6 billion in 2011, up 77.8 percent from the P900 million recorded in 2010.

Tactical Goals:
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Hire new telemarketers in 2013 Hire new sales agency in 2013 aggressively grow our life plans for 2013 (52 percent is pension plans, 33 percent is educational plans, and the balance of 14 percent is life/memorial plans)

Purpose

..Market Description The target market for the Drowzey Hotel share most of the following characteristics:
y y y y y y
Ages 35 to 60 Visiting Somnigstad from a large American city or Europe Professional career, income over $100,000 or net worth over $1 million Believe that experiences are as valuable as, if not more valuable than, material things Feel entitled to luxurious experiences due to their success and hard work Guard their free time jealously

Product/Service Innovation
Price Rationale

Marketing Materials
Drowzey Hotel uses a professional photographer and design firm to produce the following materials:

y y y y y y

Website Email newsletters Direct mail - postcards and letters Newspaper and magazine ads Virtual tour presentation Marketing kit for corporate business development

Lead Generation Plan

Lead generation will be through a number of means including:

y y y

National magazine and newspaper advertising Online pay-per-click advertising around "hotel Somnigstad" and related keywords Customer referral program

y y

Professional referral discount offers Direct mail campaign to target market of high net-worth individuals in U.S. cities (5,000 individuals will be targeted with mailings, varying between postcards and letters, once a month for 6 months before switching to a new set of 5,000 names)

dvertising Media Tracking Kits Requested

Advertising Medium Luxury Travel magazine Travel and Leisure magazine NY Times Travel section Online pay-per-click Contact Name O. Dyssius L. Gulliver M. Polo U. Herz Contact # 333-4445555 541-5415411 666-6666667 123-4567890 Distribution Cost/Ad TBA TBA TBA TBA TBA TBA TBA TBA Total CPM TBA TBA TBA TBA

Sales Forecast Marketing Expense Budget

Insurance sample planSituation Analysis

The original incarnation of Acme Insurance was created as a sole proprietorship in 1938. Four generations of Smiths have worked at Acme. Acme has built a loyal customer base selling primarily life and general insurance that includes auto insurance as well as packages for small businesses. The business has done well over the years, but the current principals desire to take Acme to the next level. The basic market need is a comprehensive insurance brokerage that has developed clear lines of communication with the client. With better communication, Acme will be able to offer better value to our customers by addressing their true needs. The need to establish close, effective relationships with clients is a priority at Acme and a competitive edge.

Market Summary
Having operated in the same town for over 64 years, Acme has developed good information about the common attributes of the most prized and loyal customers. This information will be leveraged to continually collect information about the customers in the "holy grail" of better serving them, meeting their specific needs, and learning the most efficient and effective means of communicating with them.

Market Analysis

2010

2011

2012

2013

2014

Potential Customers

Growth

CAGR

Senior Citizens

7%

8,734

9,345

9,999 10,699 11,448

7.00%

Lower Income Families

8%

8,044

8,688

9,383 10,134 10,945

8.00%

Small Businesses

8%

1,098

1,186

1,281

1,383

1,494

8.00%

Total

7.52% 17,876 19,219 20,663 22,216 23,887

7.52%

Market Demographics
The profile for Acme Insurance's customer consists of the following geographic, demographic, and behavior factors: Geographics:

y y y

The immediate geographic target is Small town, with a year-round population of 13,000, and a summer time population of 25,000. A 100-mile geographic area is in need of our services. The total targeted population is 17,876.

Market Needs
Acme Insurance is providing their customers with a personalized, close communication advising/brokerage relationship for insurance products. Acme seeks to fulfill the following benefits that are important to their customers.

y y

Selection- The ability to offer a wide selection of insurance products to the rural population of Smalltown. Knowledgeable staff- This benefit is very important to the insurance brokerage business as the interaction between staff and the customer is what Acme is truly offering.

Customer service- Customer's expectations must be exceeded. If this is accomplished, word will spread fast within this small, rural, close-knit community.

Market Trends
The past few years have seen tremendous upheaval in the insurance industry. The number of players has decreased in both the broker and company communities. The automobile product has, in the mind of the public, become unaffordable, unavailable, and impossible to understand. The recession has curtailed insured from properly maintaining their homes and automobiles, and to exacerbate the situation, many clients have turned to wood heat and started doing their own repairs and maintenance that may have increased the number and severity of claims. Insurance fraud has become a major issue for the entire insurance industry.

SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company and describes the opportunities and threats facing Acme Insurance. Strengths
y y y

Well trained staff. In-depth knowledge of the industry. Comprehensive customer insight.

Weaknesses
y y y

A limited number of people inhabiting Smalltown. The high costs of switching current insurance consumers from a competing firm to Acme. The struggle to stay ahead on the technological adoption curve in a small, rural community.

Opportunities
y y y

Participation within a growth industry. Increased sales through an expansion of the current service offerings. As the company continues to grow, the ability to decrease fixed costs over a growing customer base.

Threats
y y y

Competition from local brokerages that respond to Acme's superior offerings. A significant slump in the economy that will likely have a correlated effect on the industry. A single of series of huge, unexpected, traumatic events that put significant strain on the financial health of the insurance industry as a whole.

Competition Competition is found in five forms: local indeendent brokers, agents, mass market providers, mass merchandise programs and group plans. Local Independent Brokers
y

Cal Roberts, Patrick C. Johnson, Rob Champlain Strengths - Alternate markets, especially small farm mutuals, that still continue to give low prices, still continue to write wood stoves, and allow discounts and underwriting terms. Weakness - Most are smaller, one-man operations that do not have the backup or finances to aggressively impact the marketplace.

Agents (such as Co-operators)

y

Strengths - Large advertising budget and competitively priced products. Their commercial business is difficult to compete against in some cases because they seem to not have the same restrictions on underwriting as our markets. Also they have large capacity to write certain risks. Weakness- One small operation that does not have the same hours as Acme's offices. Staff, because of salary, do not appear to be very knowledgeable or aggressive.

Mass Market Providers

y y

Strengths - Large advertising budget and very competitive prices. Weakness - Not local and largely unknown to the clients at the present time.

Mass merchandise programs heavily advertised over the radio such as "Gray Power."
y y

Strengths - Price. Weakness - A still untried, unknown quantity.

Group Plans - Teachers, Public Employees

y y

Strength - Group pricing. Weakness - Very little obviously, since we insure very few of the professions.

Service Offering Acme Insurance is committed to providing professional sales and service for its insurance customers. Acme has established what they consider to be an excellent reputation in our area, and are the largest multi-line insurance broker in our trading area. Acme Insurance provides home, automobile, and business insurance in the Smalltown district. Acme takes pride in knowing that for over 50 years they have helped clients to find the best coverage at the right price that suits their needs and expectations. In the event of a claim, the clients know that Acme is there to provide help and counsel to ensure a fast, speedy claim settlement. Like other independent brokers, Acme issues binders and new policies, endorsements and process renewals.

Keys to Success Acme believes the keys to success in a small town insurance business are:
1. 2. 3. 4. Knowledgeable, friendly staff that can empathize with our consumers needs and circumstances, especially in handling a loss. Policies that meet or exceed the expectations of the clients, and that are affordable, available, and understandable. Policies and endorsements delivered on time with minimal errors. A commitment to an annual insurance review for all of our clients. A phone call is more than any direct mass marketer offers. Acme believes personal contact and service is the cornerstone of success.

Critical Issues Acme Insurance is an established, family business that is pursuing new growth strategies. The critical issues that we face are:
y y
Pursue controlled growth that dictates that payroll expenses will never exceed sales revenue. Constantly monitor customer satisfaction, ensuring that the growth strategy will never compromise service and satisfaction levels.

Marketing Strategy
1. 2. 3. 4. 5. Emphasize service and support. Build a partnership business based on account selling. Focus on senior, claims-free personal lines business and the profitable, well-run, small family business. Target small, non-franchise business that does not have access to group insurance plans. Investigate acquiring other brokerages in the area.

Mission
Acme Insurance's mission is to provide the finest level of insurance services. We exist to attract and maintain customers. With a strict adherence to this maxim, success will be insured. Our services will exceed the expectations of the customers.

Marketing Objectives
1. 2. 3. Increase market share by 1% per quarter. Reinforce a market image as the finest service provider in the industry. Increase the ability to forecast which prospective customers are going to have the least number of claims and convert them into long-term clients.

Financial Objectives
1. 2. 3. Increase profits by 2% a quarter. Hold customer acquisition costs steady. Decrease the costs associated with serving distant clients.

Target Marketing

The market consists of senior citizens, lower-income young families (many of who are on social assistance) and the small, family-run business (many of which are seasonal and based on the tourist trade). Acme is cautious about encouraging business from lower income prospects since they tend to have wood heat, homes in poor repair, and many attempt to install and repair their own plumbing, wiring, and heating systems.

Positioning
Acme Insurance is being positioned as a comprehensive, personal insurance broker serving clients through close, personal service. Acme will serve all of Smalltown, which is a widely dispersed, rural community. Acme will leverage our competitive advantages which consists of the following:

Knowledgeable industry participants- Having established the company in 1938, Acme has amassed a huge amount of industry knowledge based in empirical experience. Having significant experience provides the entire company with a vast amount of industry knowledge that Acme is able to leverage and offer as value to the clients. Close personal customer relationships- The business model is based on the staff developing close, communicative relationships with clients. The stronger and more open the relationship is, the more value and higher level of service that can be offered. While other insurance brokerages claim to offer closer personal contact, this business philosophy has been cultured within Acme and all of its employees. Because these types of relationships are so fundamental to Acme's practices, everyone in the firm practices them, consciously and subconsciously.

Strategy Pyramids
The main focus of Acme's marketing plan is the establishment of Acme Insurance as the premier, customer-centric insurance brokerage serving the Smalltown area. The marketing strategy will seek to continually develop customer awareness regarding the services offered, develop the customer base, and constantly build customer loyalty and referrals. This strategy will be implemented by communicating that Acme can better serve Smalltown's insurance needs. This message will be communicated through a variety of methods. The first method of communication is through advertisements in the Yellow Pages. A second method of communication will be the distribution of sales literature.

Marketing Mix Acme Insurance's marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion. Pricing- The customers are especially sensitive to value. Acme must ensure that our price and service are perceived to be good value to the client. Our markets must offer several payment options to our clients that are convenient to the client, not just to the company. Example - payment on insured's preferred day of month, not on the company's, and accepting payment by credit or debit card. Many insureds are on a fixed income and receive their income on a set day of each month or a paycheck on a particular day.

Distribution- This will occur both at Acme's offices as well as on occasion at the insured's home. Advertising and Promotion- Acme has depended in the past on a small advertisement in the local newspaper, listings in the Yellow Pages, and word of mouth. Acme must begin to investigate alternate ways to put its name in front of the public.
1. 2. All advertising has to emphasize the differentiation points rather than just price. Acme will be developing a "Now what do I do?" message to emphasize the need for dealing with Acme's insurance professionals so that in the event a loss occurs, you know you have the proper protection. Acme must sell the company, not the product. In spite of some companies' efforts to minimize the importance of the broker, the clients still identify with the broker, not the insurance company.

3. 4.

Acme Insurance must improve and increase contacts with the clients. All clients should be contacted before renewal to ensure covers are current and adequate. Also, new insurance should be solicited. Make contacts and support senior citizen groups and cottage associations. Identify sports and hobby groups that involve seniors and cottagers. Additionally, two other methods will be employed, distribution of printed material and the hosting of free public seminars.

Financials, Budgets, and Forecasts

This section will offer a financial overview of Acme Insurance as it relates to the marketing activities. Acme will address break-even analysis, sales forecasts, expenses forecasts, and how these link to the marketing strategy.

Break-even Analysis

Controls
The purpose of Acme Insurance's marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance:

y y y y

Revenue- monthly and annual. Expenses- monthly and annual. Customer satisfaction. New customers as a percent of overall revenue.

Implementation Milestones
The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget.

Milestones

Advertising

Start Date End Date

Budget

Manager

Department

Marketing Plan Completion

1/1/2003

2/1/2003

$0

John Smith

Department

Advertising Campaign #1

2/1/2003 4/31/2003

$1,800

John Smith

Department

Advertising Campaign #2

5/1/2003

8/1/2003

$2,250

John Smith

Department

Public Seminar #1

3/1/2003 4/25/2003

$225

John Smith

Department

Public Seminar #2

5/1/2003 6/30/2003

$225

John Smith

Department

Public Seminar #3

7/1/2003 9/30/2003

$195

John Smith

Department

Name me

1/1/2003 1/15/2003

$0

ABC

Department

Name me

1/1/2003 1/15/2003

$0

ABC

Department

Name me

1/1/2003 1/15/2003

$0

ABC

Department

Other

1/1/2003 1/15/2003

$0

ABC

Department

Total Advertising Budget

Difficulties and Risks

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Problems generating new business. The constant need for the highest level of training and recruitment of employees. Significant market penetration of telephone/Internet based insurance brokers.

Worst Case Risks May Include

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Growth at a rate that exceeds current revenue. Having to liquidate equipment to cover liabilities. Significant regulatory changes in the insurance industry.