MCO. FOUNDATION INC.

SUBMITTED BY:
DE VERA, CARL ALDRIN
DENILA, VINCENT CHARLES
MARTILLANO, JOHN RYAN
MENDOZA, CHRYSOLYTE

SUBMITTED TO:
DR. ROSALINDA LACERONA
I. Title of the Case:

MCO Foundation, Inc.

II. Time Context/Period:

Philippines 2001

Vision and Mission of the Company:

“Business Sustaining Art Sustaining Man”. Such a mission recognizes the role of

art and culture in society. Located in the heart of the country’s main financial and

business center of Makati City, the Foundation sought support from the business people

who acknowledge that business should be “concerned with the society’s total needs-not

only of those of the body, but also those of the spirit.”

Its aim was to acquire the image of being the “Cultural Oasis of Makati” and

become a premiere organization in managing and marketing cultural and performing

events.

III. Summary/Abstract

Mr. Armando Baltazar, executive director of the MCO Foundation Inc., studying

the opportunities of the organization in light and developments. Manila Chamber

Orchestra Foundation Inc. is a non-stock corporation. It composed of 24 young and

talented musicians, became famous because of two halls, the Francisco Santiago Hall

and Antonio Molina Hall, but because of financial problem, the orchestra disband. That’s

why they realign the revitalizing its mission and vision. They also form a Board of

Trustees in different businesses.

IV. Formulation of the Objectives

 To increase the visibility of MCOFI as a leading cultural organization working

towards making Makati a haven for the performing arts;

 To create awareness, interest, and appreciation of the performing arts in general,

and Filipino artists and musicians in particular, for the growth of a new era where

creativity is nurtured for the benefit of the future generations;

 To aid in the promotion and preservation of Filipino classical works for posterity

and for the development of pride in our distinct national cultural identity (MCOFI

Fact Sheet)

 To identify and provide the needs of stakeholders whilst fulfilling the

organization’s goal.

 To make the most out of the use of Fransisco Santiago and Antonio Molina Halls

for performances and various artistic expression.

 To find different programs and ways to sustain the support of the sponsors.

 To attract and strengthen audience development programs.

V. Statement of the Central Problem

Due to being separately incorporated with PCI Bank, the Board of Trustees now

consist of members from different institutions which would lead to conflicts of interests

between the different members. There were no policies set for the Fransisco Santiago

Hall and Antonio Molina Hall.

VI. Areas of Consideration

1. Strengths
  A trust fund, composed of contributions mainly from the PCI Bank Group

of Companies was established to sustain the Orchestra.

 They have very attractive assets: The Fransisco Santiago Hall is ideal for

various shows and performances ideal for artists seeking to gain exposure

of their craft.

 Antonio Molina Hall is ideal for recitals and provides for a more intimate

setting.

 They are earning profits

2. Weaknesses

 Too closely identified with PCI bank which led to failure in attracting

potential sponsors from the financial services sector.

 Does not get much support from the government especially during

financial crisis.

 No policies implemented

 Low workforce

3. Opportunities

 It is set in Makati, the business center of the Philippines and a very

populous city.

 Has strategic partnerships with embassies, cultural offices, organizations,

schools, universities and performing artists.

 Since Makati is near Metro Manila, a crowded region, promotion in that

area would gather many more audiences

4. Threats
  Lack of awareness, interest and appreciation due to a very technological

and narcissistic age.

 Many popular business surrounding in their building

 Calamities

 Change in government policies

VII. Alternative Courses of Action

1. Attract more companies to invest into MCO Foundation, Inc.

 ADVANATAGE:

More funds acquired to help develop the facilities for the convenience of

the performers and the audience.

 DISADVANTAGE:

A higher probability of conflict of interest.

2. Systematically disseminate roles of each board member to compromise interests

of the stockholders.

 ADVANTAGE:

Different interests from different shareholders will be met.

 DISADVANTAGE:

Overall direction and goals set might be vague.

3. Impose policies and promote their business for them to be able to maintain the

stability of arts and culture

 ADVANTAGE:

The next generation will be able to learn about creativity from different

types of media
  DISADVANTAGE:

Incurring additional costs and expenses

VIII. Strategy Formulation/Recommendation

 Alternative course of action number 2 which is Systematically disseminate roles

of each board member to compromise interests of the stockholder because

1. Different interests from different shareholders will be met.

2. The role of the member become organize in doing their decisions.

3. It is systematic the decision about the interest of the stockholder become

more accurate.

4. It avoids the conflict of interes

IX. Plan of Action

 Promote MCOFI in Different types of media in order to increase the exposure

regarding the works with arts and culture organization and individual artist.

 Nurture the next generation of artist and audiences by implementing programs

that focuses on creativity learning. Envision to provide an environment for these

art enablers and to provide a platform to share current practices and

experiences, leading towards in initial harmonization

 To achieve organizational and financial stability instill a partnership with different

embassies, cultural offices, organizations, schools, universities and performing

artists to ensure the continuity of its artistic and cultural program and to

contribute to the industry of the Philippines.

  Develop a workforce that is competent and efficient towards fulfilling a vital role in

the cultural institution.

 Impose policies on Francisco Santiago and Antonio Molina Halls.

X. Potential Problems

 What if sponsors stop donating for the foundation?

 What if the board of directors get involved in scamming the foundation?

 What if there will be an overspending resulting to a major loss?

 What if the halls wherein the programs are supposed to be performed were

destroyed by a natural calamity?

XI. Contingency Plan

 Instill a partnership with different embassies, cultural offices, organizations,

schools, universities, and performing artists

 Inspire the board of directors to be honest with their work and be loyal with the

organization

 Always create a master budget plan and follow what’s only in the budget

 Endorse appreciation of theatrical artforms through social media platforms to

promote continuous support.

 Encourage participation of schools and other institutions to observe

performances held in Fransisco Santiago Hall and Antonio Molina Hall.

 Provide a restricted fund in case of unforeseen fortuitous events or disasters that

may affect Fransisco Santiago Hall and Antonio Molina Hall.

 God help me