Pamantasan ng Lungsod ng Maynila

(University of the City of Manila)

Graduate School of Business and Government Management

STRATEGIC MARKETING PLAN

In partial fulfilment of the

Requirements for the Subject

Marketing Management

By:

Romero, Rae Anne Joy P.

Presented to:

Prof. Neil Gamus

February 29, 2020

1|Page
 TABLE OF CONTENTS

EXECUTIVE SUMMARY 5–6

CURRENT SITUATION

MACRO ENVIRONMENTAL ANALYSIS 8 – 10

A. POLITICAL

B. ECONOMIC

C. SOCIO CULTURAL

D. TECHNOLOGICAL

E. LEGAL

F. NATURAL ENVIRONMENT

MICRO ENVIRONMENTAL ANALYSIS 11 – 13

A. COMPETITOR

B. INTERMEDIARIES

C. CONSUMERS

D. SUPPLIERS

INDUSTRY ANALYSIS 13 – 16

A. INDUSTRY DEFINITION

B. INDUSTRY STRUCTURE

C. PORTERS FIVE FORCES ANALYSIS

MARKET ANALYSIS 17 – 18

A. MARKET SIZE

B. MARKET SEGMENT

COMPETITION OF MARKET 18 – 19

2|Page
 A. MARKET SHARE

B. COMPETITOR ANALYSIS

CONSUMER ANALYSIS 20 – 22

A. DEMOGRAPHICS

B. PSYCHOGRAPHICS

C. CONSUMER PATTERNS

D. BUYER MOTIVATION AND EXPECTATIONS

E. LOYALTY SEGMENTS

INTERNAL ANALYSIS 23 – 24

A. MISSION (PRESENT AND PROPOSED)

B. VISION (PRESENT AND PROPOSED)

C. COMPANY HISTORY

D. CORPORATE CULTURE

PRODUCT ANALYSIS 24 – 27

A. PRODUCT MIX

B. PRODUCT SWOT ANALYSIS

COMPANY RESOURCES 27 – 29

A. PEOPLE AND SKILLS

B. FINANCIAL RESOURCES

C.CAPITAL REOSURCES

D. SYSTEM

E. ORGANIZATIONAL STRUCTURE

MARKETING RESEARCH 30 – 32

3|Page
 A. MARKET RESEARCH

B. KEY REASONS FOR AVAILING

C. MARKETING MIX STRATEGY (4/7P)

IMPLEMENTATION 32 – 34

A. PLAN OF ACTIONS FOR 4/7P OF MARKETING MIX STRATEGY

SCENARIO

A. BEST SCENARIO

B. STATUS QUO SCENARIO

FINANCIAL DOCUMENTS 35

A. FINANCIAL STATEMENTS (3 YEARS COMPARATIVE INCOME

STATEMENT)

MONITORING AND CONTROLS 36

APPENDICES AND BIBLIOGRAPHY 37

4|Page
  EXECUTIVE SUMMARY

In Philippines, the production of newly built homes and on-going construction of

residential houses, infrastructure projects, public works, and new commercial

establishments is noticeable. Among the factors that contribute to the development of

the construction industry are government expenditures for public construction activities,

pump-priming activities within the countryside, increased demand for housing and condominium

projects, and financial support from government and private institutions.

BRIDGEWONDER CONSTRUCTION COMPANY (BWCC) is a newly integrated

construction company operated last 2015 that offers a full range of construction and building

products and services that meet the ever changing demands of a highly globalized world. By

offering innovative and sustainable construction methods, BWCC aims to exceed customer

expectations. BWCC adheres to a strict code of business ethics, with the aim of revolutionizing

the construction industry, combining a strong desire to innovate and established business

connections with affiliated companies. BWCC aims to be one of the top construction companies

in the Philippines within the next 5 to 10 years.

5|Page
 A. Strategic Objectives

The primary objective of the strategic marketing plan for BWCC is to extend its

construction business, including the constructing, enlarging, repairing, developing or

engaging in any work on buildings, houses and condominium, and other structures in

local commercial and residential construction market in Metro Manila.

B. Key to Success

As the local commercial and residential construction market is booming at the

moment, BWCC must create a strategic marketing team that will promote the company’s

services such as providing outstanding quality and continue to bring projects in on-time

and on-budget.

6|Page
 CURRENT SITUATION

 MACRO ENVIRONMENTAL ANALYSIS

A. POLITICAL

President Aquino’s State of the Nation Address (SONA) last July 2010

highlighted the importance of Public-Private Partnerships (PPP). The PPP was seen as an

important strategy for infrastructure development. It has also been estimated that the

pipeline of PPP projects (infrastructure projects for transportation, water, power, health,

and agriculture) for the year 2012 will amount to USD 5.49B.

Today, In President Duterte’s term, the BUILD, BUILD, BUILD project was

implemented including construction works such as expansion of roads, ports, and train

lines, as well as the cooperation of the big name real estate players to construct residential

and commercial districts outside the metro, all of which requires a substantial chunk of

investment.

BWCC is on its 5th year in offering construction services and currently facing

different types of political risks such as political stability and importance of construction

sector in Philppine economy, trade regulations & tariffs related to industrial goods,

taxation, and lastly, the issue of corruption in the construction industry of the

Philippines.

7|Page
 BWCC’s idea to extend their service in local commercial and residential market

in Metro Manila, and to apply PPP strategy will be able to address the current issues on

corruption and to be highly competitive in the market.

B. ECONOMIC

The Philippine is seen as one of the fastest growing construction market in the

world. Based on the Philippine economy, measured by Gross Domestic Product (GDP)

posted a 6.2 percent growth in 2018. A bit sluggish compared to 6.7 percent growth in

2017. Among the Industry sector, Construction posted the highest year-on-year growth

rate. It tripled at 15.9 percent for the year 2018, significantly higher than the previous

year’s growth of 5.3 percent. Meanwhile, Manufacturing grew by 4.9 percent, followed

by Electricity, Gas and Water Supply by 5.3 percent growth. On the other hand, Mining

& Quarrying slowed down by 1.0 percent for the year 2018.

According to the report, the rate of construction growth in the Philippines will

remain relatively high until 2020, fueled by greater focus on infrastructure improvement

and the continued expansion of residential and commercial buildings.

As part of BWCC’s vision to operate in local commercial and residential

construction market in Metro Manila, it will not only benefit the company but also to the

Philippine economy.

8|Page
 C. SOCIO CULTURAL

The majority of the population in the Philippines belongs to the working class

who have the capacity to invest in residential developments. Emerging markets have

strong population growth which will be reinforced by other demographic factors such as

labor mobility and demands for higher living standards that will be positive for BWCC,

particularly the residential sector.

D. TECHNOLOGICAL

In foreign aspect, McKinsey & Company published a report in June 2016 that

addressed a potential digital future specifically for the construction industry. The term

“digital future” covers a huge array of technology changes, all of which seemingly will

have positive impacts on the industry. This report notes that “large projects” in the

mining, infrastructure, and oil and gas sectors typically take 20% longer than initially

scheduled and are up to 80% over budget.

As part of BWCC’s slogan “TRADITION. INNOVATION. PERFORMANCE.”

the company is continuing to develop their equipment, machineries, system and

technology to deliver value throughout the supply chain and delight their end customers

through progressive final outcomes.

9|Page
 E. LEGAL

BWCC have complied with all the requirements of licensure pursuant to RA 4566

(Contractors License Law) Philippine Contractors Accreditation Board (PCAB) – to

assume the functions of the abolished Philippine Licensing Board for Contractors, and

other legal requirements such as:

 Discrimination law

 Copyright, patents / Intellectual property law

 Consumer protection and e-commerce

 Employment law

 Health and safety law

 Data Protection

F. ENVIRONMENTAL

As stated on BWCC’s mission, the company is one of the advocator of “Toward a

greener construction industry”. BWCC’s main areas of innovation is the usage of

green building materials in new projects. Green materials can be synthetically produced,

reducing, or eliminating the need to engage in destructive and costly mining practices that

use a lot of fossil fuels. Green materials may also be easier to recycle or re-use in other

projects in the future, leading to cost savings for firms and lesser environmental impacts

that benefit everyone. Construction debris disposal is also streamlined by the use of

materials that are quickly and efficiently recycled.

10 | P a g e
  MICRO ENVIRONMENTAL ANALYSIS

A. COMPETITOR

11 | P a g e
 BWCC belongs to “CATEGORY A” of PCAB Licensed Contractors with 9% for

CFY 2018-2019 and continuing to grow.

B. INTERMEDIARIES

BWCC applies the benefits of inter-business innovation relationships by forging

partnerships/collaborations with their affiliate companies to foster further development in

its core business which is the construction.

12 | P a g e
 C. CONSUMERS

BWCC’s idea to extend their service in local commercial and residential market

in Metro Manila uses B2B (Business to Business) Marketing. B2B relies on its sales

function, marketing, and account management team to establish and strengthen customer-

client relationships. The decision-making process of B2B buyers heavily relies on two

factors: price and profit. In this case, BWCC need to use the right communication

channels that will help build credibility and trust between the target markets.

D. SUPPLIERS

BWCC has internal and external suppliers for their machineries, and equipment to

be used to render service on its clients.

 INDUSTRY ANALYSIS

A. INDUSTRY DEFINITION

In the Annual Survey of the Philippine Business and Industry, a construction

establishment is defined in the context of a contractor. The construction process itself

represents a network of transactions that can be as complex as the project being undertaken.

In national income accounts, construction appears twice—first as a component of capital

formation and second as one of the major industries.

13 | P a g e
 B. INDUSTRY STRUCTURE

Construction covers a range of activities so vast it makes composing a single all-

encompassing definition of construction a bit of a challenge. The construction process itself

represents a network of transactions that can be as complex as the project being undertaken.

In national income accounts, construction appears twice—first as a component of capital

formation and second as one of the major industries.

Based on the data of Philippine Statistics Authority (PSA), by type of construction,

residential building reported the highest number at 27,528 or 69.2 percent. Compared with the

first quarter of 2018, this type of construction was 8.5 percent higher this quarter. The growth

was mainly attributed to the increase of single-type houses (12.3%).

14 | P a g e
 B. PORTERS FIVE FORCES ANALYSIS

1. THREAT OF NEW ENTRANTS

New players in construction industry brings innovation, new ways of doing

things and put pressure on BWCC through lower pricing strategy, reducing costs, and

providing new value propositions to the customers. BWCC has to manage all these

challenges and build effective barriers to safeguard its competitive edge by innovating

new products and services. New products not only brings new customers to the fold but

also give old customer a reason to acquire BWCC’s services and by building economies

of scale so that it can lower the fixed cost per unit.

2. BARGAINING POWER OF SUPPLIERS

All most all the companies in the construction industry purchase their raw

material from numerous suppliers. Suppliers in dominant position can decrease the

margins BWCC can earn in the market. Powerful suppliers in Industrial Goods sector

use their negotiating power to extract higher prices from the firms in construction field.

The overall impact of higher supplier bargaining power is that it lowers the overall

profitability of construction industry. BWCC can tackle this factor by building efficient

supply chain with multiple suppliers, experimenting with product designs using

different materials so that if the prices go up of one raw material then company can shift

to another.

15 | P a g e
 3. BARGAINING POWER OF CUSTOMERS

The smaller and more powerful the customer base is of BWCC, the higher the

bargaining power of the customers and higher their ability to seek increasing discounts

and offers. BWCC can tackle this factor by building a large base of customers. This will

be helpful in two ways. It will reduce the bargaining power of the buyers plus it will

provide an opportunity to the firm to streamline its sales and production process.

4. THREAT OF SUBSTITUTE SERVICES

The threat of a substitute service is high if it offers a value proposition that is

uniquely different from present offerings of the industry. BWCC can tackle this factor

by understanding the core need of the customer rather than what the customer is buying,

and by increasing the switching cost for the customers

5. RIVALRY AMONG THE EXISTING COMPETITORS

BWCC operates in a very competitive construction industry. This competition

does take toll on the overall long term profitability of the organization. BWCC can

tackle this factor by building a sustainable differentiation, by building scale so that it

can compete better, and collaborating with competitors to increase the market size

rather than just competing for small market.

16 | P a g e
  MARKET ANALYSIS

A. MARKET SIZE

Construction in the Philippines

5% 1
7%
2
33%
16% 3
4

18% 5
21% 6

Based on data from https://www.giiresearch.com/report/time237680-construction-

philippines-key-trends-opportunities.html, accounting for (1) 33% of the industry's total value in

2018, residential construction was the largest market in the Philippine construction industry

during the review period. Infrastructure construction accounted for (2) 21% of the industry's total

output in 2018, followed by commercial construction with (3) 18%, energy and utilities

construction with (4) 16%, institutional construction with (5) 7% and industrial construction with

(6) 5%. The market is expected to retain its position over the forecast period, and account for

34.7% of the industry's total value in 2023.

This data provides a comprehensive analysis of the construction industry in the

Philippines where BWCC based its target market.

17 | P a g e
 B. MARKET SEGMENT

As per data from Business Mirror last 2nd Quarter of 2019, The National Capital

Region, or Metro Manila, which ranked fourth in the number of constructions, topped the

list in terms of construction value worth P41.7 billion, or 33.7 percent of the total.

BWCC will concentrate on the customers that can provide greatest margin, in

other words those clients desiring commercial and residential construction in NCR. This

is the fastest growing segment of all the clients requiring its services.

 COMPETITION OF MARKET

A. MARKET SHARE

The top contractors in the Philippines are insured construction company who

contract, bid, negotiate a price or offers to construct, supervise, oversee, schedule, direct,

alter, repair, install, improve, move, demolish, furnish labour, etc. In addition, there are

various types: building (residential and commercial), electrical, plumbing, mechanical,

highway.

As per latest data from Business World, below is the TOP 10 CONSTRUCTION

COMPANIES (By Gross Revenue) which are considered the potential competitors of

BWCC.

18 | P a g e
 B. COMPETITOR ANALYSIS

There is intense competition among the well-established players in the Construction

Market in Philippines. The number of construction projects is expected to increase with an

increase in public sector expenditure. The increase in investment in the Construction

Market in Philippines, combined with the rapid growth of the economy, creates an ideal

condition for a number of international vendors to enter the market during the forecast

period.

The top construction companies of the market which consider as potential

competitors of BWCC are:

 Ayala Land

 EEI Corporation

 Megaworld Corporation

 PNCC

Some of the other prominent vendors in the market include Robinsons Land

Corporation, Century Properties and Rockwell Land Corporation.

BWCC uses bidding strategies that vary from contractor to contractor, each of

which will have different degrees of sensitivity towards the factors affecting their bidding

decisions. BWCC measures competitiveness between bids is examined according to:

project size, work sector; work nature; and number of bidders.

19 | P a g e
  CONSUMER ANALYSIS

A. DEMOGRAPHICS

A growth in the number of multinational companies and BPO’s, increasing

urbanization and expansion in the real estate construction projects are the major drivers for

the real estate sector in the Philippines. Moreover, BWCC consider a large chunk of the

population works in the large number of BPO’s and MNCs, which are expected to rise,

leading to an increase in the demand for commercial spaces.

20 | P a g e
 BWCC construct their target market based on the latest data of Philippine Statistics

Authority (PSA) wherein the Local Residential and Commercial Construction have the highest

percentage in construction industry which is “booming” in today’s economy.

The Philippines is one of the most preferred destinations for construction outsourcing in

the Asia-Pacific region, due to its low-wage skilled population and greater efficiency through

economies of scale.

B. PSYCHOGRAPHICS

As the internet empowers more people to work from home, demand is increasing

for commercial space and residences. Another big part of this trend is changing how

space is used. Residential construction tends to include more mixed-use facilities. Instead

of large suburban developments, Generation X-ers prefer housing that is near to

amenities.

More number of Filipinos are moving to urban areas and are adopting better ways

of living and the difference between the rich and the poor is on the decline leading to

growth in the middle-class population that can afford to buy properties.

These changes are part of the vision of BWCC to provide construction services

on-time and on-budget.

21 | P a g e
 C. CONSUMER PATTERNS

BWCC forecasts that their potential markets may vary their purchasing decision

in price, location, materials used to build or to renovate, time bound, customer’s

reference, and feedback of the previous customers. Building a home or office space is a

major life decision. It's something most people will only do once -- or maybe twice in

their lifetimes. Choosing the contractor who will build can be a daunting challenge.

D. BUYER MOTIVATION AND EXPECTATIONS

BWCC’s customers compare the perceived performance of a service with some

performance standard. Customers are satisfied when the perceived performance is greater

than standard. Dissatisfaction is perceived when the performance falls short of the

standard. BWCC will sort and prioritize by safety, quality, budget, and schedule of the

project.

E. LOYALTY SEGMENTS

BWCC will maintain contact to clients by sending handwritten notes as often as

appropriate, maintaining constant contact with customers, remembering special

occasions, and keeping them informed about the business, and send materials that will

help customers improve their business, including how-to ideas, tip sheets, new product

brochures, code updates, business articles or new industry trends.

22 | P a g e
  INTERNAL ANALYSIS

A. Present

MISSION

We are a reliable company committed to excellence in support of our client’s

business through:

a. Compliance with construction standards and government regulations

b. Delivering high quality works, timely completion of all projects, and

c. Optimized use of resources

VISION

BWCC aims to be one of the most admired and trusted architectural, engineering,

and construction company in the Philippines.

B. Proposed

MISSION

To grow by continually providing useful and significant products, services, and

solutions to markets we already serve – and to expand into new areas that build on

our competencies and customer interests.

VISION

By 2024, to be the top contractor of choice in the Philippines with quality

workmanship and customer service.

23 | P a g e
 C. COMPANY HISTORY

BridgeWonder Contruction Corp (BWCC) is a construction company

owned by Wong Family and currently managed by Mr. Jardin Brian Wong (one of

the family member of Wong Family). BWCC is just one of the companies owned

by Wong Family and currently having 3 affiliations namely: Oceancell trading

International Corporation, Golden Bay, and Seaborne Shipping Lines. BWCC was

established on February 2015 serving private and government works. But due to

economic crisis, BWCC stopped servicing government works and wants to focus

private sector such as residential and commercial.

D. CORPORATE CULTURE

The corporate culture of BWCC focuses on providing products and services in

construction works and promote health, safety, and security to our employees, as

well as the protection and preservation of our environment

 PRODUCT ANALYSIS

A. PRODUCT MIX

BWCC is consider as a service industry in the support of the core product i.e.

physical product. In this matter, there are (5) marketing mix in service industries:

1. Product – Services are intangible and difficult to standardize. BWCC needs

to identify the features of the service and the benefits to provide for clients.

These are essentially price, time, and quality.

2. Price – Services are difficult to price before the service has been completed.

24 | P a g e
 3. Promotion – Unlike tangible goods like cars, construction services cannot be

displayed. BWCC will use promotional activity to demonstrate the features

and benefits of its services. Promotion makes the intangible – tangible, by

creating an image for the customers of the service they will receive.

4. Place – In BWCC, the service is being performed on the client’s office and

the project site.

5. People – The network of people of BWCC includes contractor,

subcontractors, suppliers, architects, quantity surveyors, and engineers. The

success and quality of the project depends on how the team interact to the

clients.

B. PRODUCT SWOT ANALYSIS

STRENGTHS

1. Employment and training opportunities in the field of construction

2. Good structured national network facilitates the boom of construction

industry.

3. Low cost well- educated and skilled labour force is now widely available

across the country.

4. Sufficient availability of raw material and natural resources in the country is

supportive for the industry.

5. Real estate development is on high and it is attracting the focus of the industry

towards construction.

25 | P a g e
 WEAKNESS

1. Distance between construction projects reduces business efficiency.

2. Changing skills requirements and an ageing workforce may accentuate the

skills gap.

3. Improve in long-term career prospects is highly required to encourage staff

retention and new entrants.

4. Lack of clearly define processes and procedures for construction and its

management.

5. Huge amount of money need to be invested in this industry and inefficiency

may lead to high level of risk.

OPPORTUNITIES

1. Private sector housing boom and commercial building demands will create

more construction opportunities.

2. Public sector projects through Public Private Partnerships will bring further

opportunities.

3. Developing supply chain through involvement in large projects is likely to

enhance the chances in construction.

4. More flexible training delivery techniques are now available.

5. Financial supports like loan and insurance and growth in income of people is

in support of construction industry.

6. Remote areas in the country are easily accessible and plenty of land is

available in the country.

26 | P a g e
 THREATHS

1. Long term market instability and uncertainty may damage the opportunities

and prevent the expansion of training and development facilities.

2. Current economic situation may have an adverse impact on construction

industry.

3. Lack of political willingness and support on promoting new strategies

4. Natural abnormal casualties such as earth quake and floods are uncertain and

can prevent the construction boom.

5. Intense competition among the well-established players in the Construction

Market in Philippines

 COMPANY RESOURCES

A. PEOPLE AND SKILLS

 Officers – top management

 Administrative employees

 Subcontractors – the domestic, nominated, and named sub-contractor

 Skilled labourers – masons, carpenters, painters, electricians, and plumbers

 Unskilled labourers – housekeeping labour, helper, material shifting labours

B. FINANCIAL RESOURCES

 Equity capital

 Preference capital

 Secured debentures

27 | P a g e
  Tem Loans

 Capital subsidy and development loans

 Land and site value

 Building costs

 Stage payments

 Collateral or guarantor

C. CAPITAL RESOURCES

 Construction plant – heavy machineries and equipment used during

construction works

 Construction equipment – electrical equipment, equipment used to construct

buildings., equipment installed in buildings, and personal protective

equipment.

 Construction tools – hand tools, power tools , and machine tools

 Construction space and facilities

D. SYSTEM

 Computer software such as Computer-aided design (CAD), Building

Information Modeling (BIM) – which incorporates digital representations of

buildings in 3D models to facilitate better collaboration among all

stakeholders on a project. This can lead to better design and construction of

buildings.

28 | P a g e
  Mobile technology - allow workers to document, access and share important

project information whilst they are on-site, helping improve efficiency,

accuracy and project consistency.

 Drones - create accurate site inspection reports and land surveys, replacing

previous methods that took a significant period of time

 3D Printing – to perfectly visualize, illustrate ,and present the project to the

client

 Augmented Reality - piece of specialist software that allows data and images

to be overlaid onto physical spaces

E. ORGANIZATIONAL STRUCTURE

29 | P a g e
  MARKETING RESEARCH

A. MARKET RESEARCH

Based on the data gathered from www.businesswire.com, the construction

industry in value terms is expected to record a Compound Annual Growth Rate

(CAGR) of 18.3% to reach US$ 54.5 billion by 2022.

The residential construction industry in value terms increased at a CAGR of

14.3% during 2013-2017. The commercial building construction market in value

terms is expected to record a CAGR of 18.8% over the forecast period. The

infrastructure construction was estimated to be US$ 10.5 billion in 2017, posting a

CAGR of 17.3% during review period.

With increased investments in the residential, non-residential and

infrastructure sector, the Construction Market in Philippines is expected to grow

significantly during the forecast period and post a CAGR of over 14%. BWCC uses

previous researches/studies, and surveys to gather information about the building

construction market.

B. KEY REASONS FOR AVAILING

 Understand the latest industry and market trends

 Identify and evaluate market opportunities using forecasting

methodologies

 Assess business risks including cost, regulatory and competitive pressures

 Evaluate competitive risk and success factors.

30 | P a g e
 C. MARKETING MIX STRATEGY

BWCC plans to market itself through a variety of methods.

1. Product (Service) Strategy

BWCC will provide complete sample contractor services such as new

construction, kitchen and bath renovation, home additions and development

to offer to their target market.

2. Price Strategy

The factors influencing a facility price will vary by type of facility and

location as well. Within each of the major categories of construction such as

residential housing, and commercial buildings, there are smaller segments

which have very different environments with regard to price setting. BWCC

pricing strategy may be thru competitive bidding, negotiated contracts,

speculative residential construction, or force-account construction.

3. Promotion Strategy

Since it is already Generation Z, BWCC must adapt the changes in

promoting business such as website landing pages, e-mail marketing,

blogging for business, or social media marketing. Construction services must

have virtual sample of the accomplishments and feedback from customers in

order to attract potential customers.

31 | P a g e
 4. Place Strategy

Since the target market of BWCC is residential and commercial

construction, the best location is in the Metro Manila. Most universities,

malls, or parks are located in Metro Manila. Even if it costly, yet it is more

profitable.

5. People Strategy

BWCC human resource management ensures that people are

efficiently hired within the restraints of other operations management

decision. Hired employees are encouraged to have a sense of security and

pride in their jobs. Additionally, employees are free to make suggestions and

complaints. The company affords equal opportunity for employment,

development, and advancement for those qualified.

 IMPLEMENTATION

A. PLAN OF ACTION

PEOPLE
OBJECTIVES TASK STRATEGY RESOURCES/
INVOLVED/
BUDGET
TIME FRAME
To invest in a
content
management
To provide
system (CMS), Marketing
customers the Php100,000
which will allow Redesign Website Department /
information about
you and others on 1 month
BWCC
your team to
easily publish new
content to the site.

32 | P a g e
 Networking at
To participate on conferences, trade Marketing
the activities to shows, and meet- Php 200,000
ups. It will lead to a
Networking Department / 3
promote their
great volume of new months
services
referrals for BWCC
Aim to publish
two to three posts
per week that
To enter the world focus on
Marketing
of social media in providing your Blogging (thru Php 50,000.00
Department / 1
marketing potential writing or video)
month
purposes customers with
answers to
common questions
and concerns.
The training courses
that will
be performed in the
To maintain good company, will also Human Resource
relationship with be established in Training and Php 500,000
Department / 4
colleagues and every four months, Development
but would months
contractors
intuitively, since
each training course
lasts.
Construction
To extend a To established a Department/
Geographic Php 2,000,000
branch for more new branches in the Marketing
Makati Area. Expansion
customers Department / 6
months

B. BEST SCENARIO

The Philippine real estate industry seems well poised to sustain a robust growth, as

evident in the many impressive launches made, the continuing cutthroat competition among

developers, as well as the innovations and unique value propositions offered to discerning

homebuyers. Demand drivers for offices are construction and engineering firms, conglomerates,

and flexible workspace operators. For residential segment, it’s the house-and-lot offerings and

condominium projects developed jointly with foreign firms.

33 | P a g e
 The residential market is expected to account for as much as 33.9% of the industry’s total

value in 2020 -- the largest contributor to the Philippine construction industry in the succeeding

years, riding on the back of an expanding middle-class population, urbanization of

underprivileged areas, as well as housing projects for low-and middle-income groups.

C. STATUS QUO SCENARIO

As of 6 February 2019, the Philippine Contractors Accreditation Board (PCAB) issued a

total of 11,147 contractors’ licenses for the CFY 2018-2019, 88.1 percent of which were

renewing contractors and 11.9 percent were new entrants. In terms of size, large contractors

(AAAA, AAA & AA) accounted for 5.2 percent of the total contracting population. Medium-

sized contractors (A & B) comprised 28.9 percent while small contractors (C, D, Trade/E) still

remained the majority of licensed contractors at 65.9 percent.

BWCC belongs to “CATEGORY A” of PCAB Licensed Contractors for CFY 2018-

2019 and continuing to grow.

34 | P a g e
  COMPARATVE INCOME STATEMENTS (3 YEARS)

BRIDGEWONDER CONSTRUCTION CORPORATION

Statements of Comprehensive Income (Projected)
For the year ended, December 31

2020 2021 2022

Revenue 6,867,740.00 8,241,288.00 10,713,674.40
Less: Direct Costs - 5,226,452.00 - 6,271,742.40 - 8,153,265.12
Gross Profit 1,641,288.00 1,969,545.60 2,560,409.28
Less: Operating Expenses - 1,121,876.80 - 1,346,252.16 - 1,750,127.81
Income before Tax 519,411.20 623,293.44 810,281.47
Less: Provision for Income Tax - 155,823.80 - 186,988.56 - 224,386.27
NET INCOME 363,587.40 436,304.88 585,895.20

Direct Costs are:

Construction Materials xx
Add:
Depreciation xx
Salaries and Wages xx
Total Direct Costs xx

Operating expenses are:

Salaries and Wages xx

Add:
Communications xx
Transportation & Travel xx
SSS, PHIC, HDMF contributions xx
Office supplies xx
Depreciation xx
Taxes and Licenses xx
Professional Fees xx
Light & Water xx
Total Operating Expenses xx

35 | P a g e
  MONITORING AND CONTROLS

o Marketing Department shall monitor customer feedback through polls and

surveys. Adjustments in the marketing plan shall be made according to the results

of the research and surveys. Yearly monitoring of advertising expense and market

research studies. By examining the expense per year, we may able to maintain our

budget on track.

o Management shall also conduct planning yearly, to project and lay out the

expenses and cost to be incurred for the following year.

36 | P a g e
  APPENDICES

o Letter of request to conduct study on BWCC

o Financial Statements for 2016 – 2018

 BIBLIOGRAPHY

o https://www.bworldonline.com/the-building-blocks-of-the-countrys-future/

o http://ciap.dti.gov.ph/sites/default/files/publications/2018%20CIPP.pdf

o https://www.philstar.com/business/2016/05/26/1586914/philippine-construction-works-

seen-growing-over-50-2020

o https://www.dlsu.edu.ph/wp-content/uploads/2019/03/2015-24.pdf

o https://www.giiresearch.com/report/time237680-construction-philippines-key-trends-

opportunities.html

o https://businessmirror.com.ph/2019/10/15/value-of-residential-and-commercial-

construction-grew-21-6-in-q2-psa/

o https://www.bworldonline.com/top-10-construction-companies-gross-revenue/

o https://www.bmrsolutions.co.uk/how-does-the-construction-industry-use-technology/

o https://www.businesswire.com/news/home/20180410005957/en/Philippines-Construction-

Industry-Analysis-2013-2018-Forecasts-2022

37 | P a g e
38 | P a g e