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SME Insight goes high tech

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T hereâs much business and much money to make in the world of high technology, an d no, the possibilities arenât just for Microsoft, Yahoo and Google.

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I n the January-February 2008 issue, SME Insight takes an in-depth look at successful homegrown tech companies.

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T hereâs Seer Technologies, a lean-but-mean software company tha t has managed to rack in millions in sales from top clients like Skycable and P LDT. Find out how they made their mark with just a handful of people on board.< /font>

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< strong>Level Up! Games Philippines is best known for its massively mul tiplayer online role playing game (MMORPG) Ragnarok. But thereâs more to Level Up than just Ragnarok, as CEO Jane Walker tells us.

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T hen thereâs everybodyâs favorite Internet café, Netopia. Did you know that it started as just a small place on

Katipunan Av enue
in Quezon City with just 8 workstations? Now they have 177 s tores and counting.

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O nline buyers have been patronizing Regalo Service for its gift registry and shopping services. And all it took to get the word around was the power of blog marketing.

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F inally, we zero in on a âperpetual trade fair onlineâ run by Global Tra de Philippines. The fact that the company is in turn run by two very y oung people whose mission is to bring foreign buyers and exporters together mak es this company particularly interesting.

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E lsewhere in the magazine, get to know the pretty lady behind the hot Zen Zest s tores and Scent Station kiosks â Michelle Asence Dula â as she tells us how she started her empire and made it grow.

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T hen Roberto Castañeda reveals how he stumbled upon making wine from yellow and green mangoes. As he says, âIf Europeans have the grape wine, the Filipinos ha ve the mango wine.â

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A side from our features, we also have our meaty Toolbox section, with articles o n the art of closing a sale, availing of the tax amnesty, getting results with publicity, identifying leadership, using Six Sigma in operations, dealing with labor unions, and managing project quality.

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I tâs another power-packed issue of SME Insight. Now at your favorite bo okstores and magazine stands.

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Secure and i
nterpret your data By Gabriel Mercado New business intelligence software and ways to deal with viruses and ma lware Let's say your SME occasionally runs special projects that involve certain empl oyees dropping whatever they are doing so they can take time to do certain task s. How much money do you lose whenever they do that? Is the time away from work worth it? How much money is saved or made when they work on it anyway? Will it justify hiring new staff just for that purpose? What if your company warehouse is maintaining inventory of several thousand dif ferent products as well as caring for company equipment that cannot be stored a nywhere else. How much company resources are being spent on doing so exactly? I s it more cost efficient to separate the two? Sometimes it feels as if it's mor e trouble than it is worth so why not outsource the job? But wait, before you d o that, why not find out just how efficient it is so you'll know if you did the right thing? Most likely, the examples I stated above are simplistic. In truth, business peo ple have questions about their organization that range from the mundane to the scientific, with many variations in between. Or sometimes it's just a feeling t hat something is not right, that an issue is not being addressed or a task is n ot being efficiently done the right way. There are certain types of software built to answer such questions -- questions that go far beyond what typical accounting software and especially a spreadshe et can provide. Typically called Business Intelligence, Wikipedia describes the se as technologies, applications and practices for the collection, analysis, in tegration and presentation of business information. In short, it's a step beyond off-the-shelf accounting software where you will n eed to sit down with consultants and experts to thoroughly discuss what type of data you are looking for in order for them to customize a way for you to view information you need to make decisions. Information that can be simple or far m ore complex than the examples I stated above can be made more specific to the k ind of business you are running and the way you want to run it. Read the full story in the January-February issue of SME Insight Magazine
By Gerry Plaza You've got it all set. A sound business plan. Expertise. Familiarity with the m arket. State-of-the-art tools. But no one is biting. What went wrong? Small businesses really played hard but they still stare at a huge deficit agai nst the competition. We've talked to people who went through the same perilous journey but came back a victor. Why the losses? These pundits see the same mistakes happen again and again. Her e are the most common: 1) Doing it all alone. Small businesses are prone to this pitfall. Entrepreneur s tend to wear so many hats that they end up unfocused on the essentials--devel op and market the business, provide leadership, and set directions. No the gene ral manager has no business troubleshooting the employee's rundown PCs. In this regard, outside or external help is needed. 2) No thorough market research. You may have the best product but will the mark et take notice? Small business owners think that a scan of a favorite business paper or magazine or a chat with senior colleague would be enough to know about the market. But there is more that meets the eye. The imperatives in this rega rd are: know your market, know your industry, know your competition, and of cou rse, know your target audience. 3) No openness to change. Entrepreneurs express passion in everything they do. Sometimes they become too passionate to a point that they lose the flexibility or the openness to change. This comes most glaringly when an original business plan does not work. No review is made to alter or reposition their business. En trepreneurs almost always stick to what they always believe in from the start. They keep the faith that their original strategy would work despite indications it really won't or ever will. 4) Most deals end up 'he said she said'. Almost nothing is black and white. Sma ll business owners always forget to put key decisions, deals in writing and fai l to archive pertinent documentation. This leads to terrible business managemen t, leading to potential problems in partnership programs, tax audits, and other processes.

Guerilla Selling

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Unconventional strategies for multiplying your sales Guerilla Se
lling By John Calub Imagine a salesman without a brochure, without a business card, and even withou t a briefcase walking out with a closed deal (worth millions) from a customer h e never met before. This maverick continues to make his sales calls wearing jea ns and he doesn't even carry a pen! What's so unique about this salesman is tha t when asked by a customer to write up the order already, this salesman objects âand the prospect is even the one overcoming the objections for him. Sounds like an urban legend? Not really. The above story is not unique in any w ay. This approach has been repeated over and over again in several large firms across the world by sales renegades who sneak past the gatekeeper and close the sale even in the toughest situation. And it's all because of âGuerilla Selling ,â the unconventional sales approach propagated by world-renowned guru Jay Conrad Levinson. Revolutionary selling strategies The guerilla salesman, although undermanned and under-equipped, sells to large corporations by using two weapons: information and the element of surprise. Read the full article in the November-December issue of SME Insight Magazin e
Hallway leading to the 2007 MBA RoadshowAttendees s
igning up for the roadshow
SME Insight editorial consultant 
Art Ilano talks about âFinding Your Business AdvantageâCEOs and
 owners of SMEs listen to roadshow speakers
Photos by Christian Regis Owners and managers of small- and medium-scale enterprises took time off from t heir busy schedules last month to attend the last leg of the Manage You r Business Advantage (MBA) Roadshow held last November 13, 2007 at Dis covery Suites in Ortigas Center. The half-day free seminar was designed to educate CEOs and owners of SMEs about how information technology can be used to their enterprisesâ advantage. Speakers included Art Ilano, editorial consultant of SME Insight, who talked about Finding Your Business Advantage. Jerome G. Matti, marketing manager of Intel Philippines, spoke about Gaining Business A dvantage Through Technology. Jermyn L. Wong, channel account manager o f Intel Philippines, discussed Intelâs Core Micro-Architecture and how the Intel Platform Administration Technology can enhance business prod uctivity. Dennis Salvador, south GMA territory sales head of Globe Telecom, and Dino Bernardo, corporate sales and marketing supervisor of Canon, introduced t heir latest product offerings. The MBA Roadshow was made possible via a partnership between < em>SME Insight
, the country's only magazine for small and medium enterpris e managers, and Intel Microelectronics Philippines, the world's largest and mos t influential hardware technology company. The roadshow has been to key cities nationwide, including Cebu, Davao and Cagayan de Oro, before reaching Manila.

Simplifying Just In Time

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Simplifying Just In Time By Karla Que-Sanchez Ever since Toyota pioneered the concept of just-in-time (JIT) manufacturing, Ja panese companies and large Western companies have followed suit with considerab le success. The original practice of JIT involves a demand-pull system, which m eans customer orders prompt production so the company does not produce inventor ies for stock. Raw materials arrive at the factory floor just in time for produ ction. Needless to say, JIT involves minimal to virtually zero inventories. Smaller enterprises are put off by the idea of JIT because it seems to entail h uge costs and process modifications. With the rising costs of transportation, i t is not always feasible for most companies to require their suppliers to deliv er just in time since this would mean more frequent deliveries of smaller volum e purchases. The company's suppliers may compensate for the additional transpo rtation expenses by a corresponding increase in prices that the company may eit her absorb or pass on to consumers. The bottom line is that businesses do not a lways benefit from mirroring JIT systems adopted by larger enterprises. What many fail to understand is that more than anything, JIT is a philosophy ra ther than a procedureâa philosophy rather than a procedureâa philosophy guided by key principles even the smallest companies can adopt to improve operations. Read the full article in the November-December issue of SME Insight Magazin e

Jobs at HIP

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P assionate R esourceful I nnovative D ynamic E thical It takes a lot of good and reliable personalities to make all HIP titles a very strong brand with a good following. It's about talking to our readers in a cle ar voice and making them feel that we have indeed met their needs and wants. It 's about being proud of what we've got: talent, skills, experience, drive, the works.Yes, it takes a lot of PRIDE, and we've got tons of that. Are you interested in charting a career with a talented and dynamic group of yo ung individuals? Bookmark this page for updates in job openings. You can also s end your resume and portfolio to info at hip dot ph. CURRENT OPENINGS as of November 2007 FOR IMMEDIATE HIRING Interested applicants may email their resumes to hrd_at_hip.ph or bring their r esumé, two (2) 2x2 photos, Transcript of Records, and any valid I.D. to our office at Unit 330, Mile Long Building, Amorsolo corner Javier Streets, Makati City, from Monday to Friday, 9:00 am to 12:00 pm Tel. Nos.: 759-2284, 759-2024, 840-0196, 813-6848 Interactive Manager Qualifications: - A graduate of a 4-year communications course (or related degree) from UP, UST , Ateneo, La Salle or UA&P. - Between 23 to 32 years old. - Equipped with exceptional communication skills in both written and spoken Eng lish and Filipino. - Organized, resourceful and creative. - Willing to work overtime - Preferably with experience in digital content production and distribution. Web Administrator Assistant/Encoder Qualifications: - Knowledgeable in HTML - Knowledgeable in PHP (programming language) - Knowledgeable in Linux-based systems (server-side programming) - Must be able to install and update online PHP programs such as Wordpress (blo g software) and PHPBB (forum software) - First-hand experience in creating websites is a plus (personal page or otherw ise) - Basic Adobe Photoshop skills Graphic Artists Qualifications: - College graduate of a computer and/or designing course. Preferably with publi cation layout background. - Exceptional designing skils - Organized, resourceful, creative - Willing to work overtime and thrives under pressure. Marketing Assistant Qualifications: - College Graduate, Major in Marketing, Advertising, or Mass Communication. - Knowledge on marketing concepts. - Proficiency in basic computer operations (Word, Excel, Powerpoint) - Knowledge of basic design software applications an advantage. (Photoshop, InD esign) - Excellent communication, presentation, writing, interpersonal, analytical, pl anning, and organization skills. Account Executives Qualifications: - At least College Level, preferably with background in Marketing, Sales or any Business course. - Highly motivated, a team player, with good communication, negotiation and pre sentation skills, thrives under pressure and can work with minimal supervision. - Applicants must be willing to work in Makati City and do field work. - Preferably has at least 1 year experience in Corporate Sales/Advertising/Publ ication. Circulation Manager Qualifications: - College Graduate, Major in Management, Economics or Marketing. - Preferably with at least five (5) years experience in Circulation with three (3) years managerial experience. - Knowledge in product, price, distribution and promotion strategies. - Proficiency in basic computer operations (Word, Excel, Powerpoint). - Excellent communication, presentation, writing, interpersonal, analytical, pl anning, and organization skills.

Forget 'Cheaper'

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Forget 'Cheaper' Find a selling point that works By Art Ilano Ladies and gentlemen, our pet peeve for today: companies that claim to also off er what the leading brands provide, but at a lower price. Okay, to be honest, we're not saying that this strategy won't work. Of course, it will. For instance, if there is one dominant brand in the industry, and you happen to be the second guy to come up to the fore, then chances are that you'l l get a hefty chunk of the market to yourself by promising the same benefits wi th a lower-priced product. In fact, the rule of thumb for most sectors is that, in the long run, the typic al market leader will have 40 percent of the market, while the challenger will have 20 percent. So 20 percent of a product category, especially a big category , isn't anything to sneeze at. But what if you're a teeny, tiny company that steps up to a market that is alre ady crowded with competitors? Well, forget it then. History is full of examples of feisty little companies th at popped up, tried to challenge the entrenched leaders with a cheaper product, and failed to get a significant market share. Think Alert toothpaste, Pop Cola (before it was swallowed up by a larger competitor), and all those generic-sou nding cheaper detergent powders. For the full article, get a copy of the November-December issue of SME Insi ght Magazine.
As
ean SMEs meet to develop sector in region A regional meeting of small and medium enterprises was held in Brunei to foster support and development of the sector in Asean countries. Discussions between Asean member-countries and dialogue partners China, Japan a nd South Korea became a focal point of the meeting wherein participants shared best practices in managing and operating SMEs. The 21st Meeting of the Asean Small and Medium Enterprise Agencies Working Grou p from Nov. 21 to 23, emphasized the need to further bolster specific developme ntal areas among Asean countries, which include entrepreneur education, governm ent assistance, outsourcing, and trade promotion. Also part of the agenda was a follow-up on previous meeting regarding SME polic y directions within Asean member states, which include host Brunei Darussalam, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, and Vietnam.

SAAS model for Indian firms pushed Indian IT firms are targeting small and medium-sized enterprises for expansion, mapping out plans to tap what it describes as the fastest growing segment in a developing economy. According to a report by the Times of India, the local industry was aiming at s preading IT adoption through the software-as-a-service model (SAAS). Using SAAS, information technology services will be offered on a per-usage basi s, similar to paying a utility service such as electricity, water, or cable TV. This will provide affordable monthly pricing schemes attractive to the SME mar ket. Under the setup, an IT firm would provide an application platform and end-user help desk, while offering hosting and maintenance services. End-user SMEs would only need an Internet browser to access their services and will be charged bas ed on the services they would utilize. Several SME clusters in India were pilot-tested for the SAAS model, particularl y in Mallapur in Hyderabad and Adityapur in Jamshedpur.

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