Polytechnic University of the PhilippinesCOLLEGE OF SOCIAL
SCIENCES AND DEVELOPMENTDEPARTMENT OF COOPERATIVE AND SOCIAL
DEVELOPMENTMabini Campus, Sta. Mesa, Manila
BUSINESS TO BUSINESS (B2B): A BARTER TO BARTER CONCEPT
PROJECTCooperative Principle #6 Cooperation among Cooperatives
A Project Proposal presented to the Faculty of the College of
Social Sciences & Development Department of Cooperatives &
Social DevelopmentPolytechnic University of the PhilippinesMabini
Campus, Sta. Mesa, Manila
In Partial FulfillmentOf the Requirements for the SubjectCOOP
3103 PROJECT DEVELOPMENT, MANAGEMENT AND EVALUATION
Submitted By:
Dominic E. Dela RosaGroup Leader
Dianna PastranaJude Arvic VillafloresFranz FabellarMembers
Submitted to:
Director Hilda San Gabriel2nd Semester, School Year 2014 2015
CONTENTSIIIIIIIVVVIVIIVIIIIXXXIXII
ACKNOWLEDGEMENTDEDICATIONINTRODUCTIONOBJECTIVES OF THE PROJECT
BACKGROUND OF THE STUDYTHE PROPOSED BENEFICIARIES AND PARTNERSGRANT
CHARTACTIVITY CHARTIMPACT OF THE PROJECTTIME SCHEDULE PER
ACTIVITYRECOMMENDATION AND CONCLUSIONREFERRENCES
Definition, Barter to Barter Process
Cooperative Profile
Why should cooperatives involved in this project?
AcknowledgementWe would like to take this opportunity to thank
the dear persons who help and support us to finish this paper in
Project Development.
First of all we would like to thank our Almighty God for giving
us the capacity, blessings, good-health and guidance. Without Him
we weren't able to finish the requirement in this course.
We like to extend our profound gratitude to our parents for
moral, emotional and financial support. Thank you for building us
into strong person, for helping us keeping faith and hope to
continue this task. And for the love they give to us.Our warmest
thank to our Professors, especially Prof. Hilda F. San Gabriel for
the guidance and monitoring us. Our adviser, mother and friend, who
continue sharing his knowledge and experiences about our course
throughout the semester, thank you!
We would like to extend our deep regards to Cavite Farmers
Feedmilling and Marketing Cooperative (CAFFMACO), Magallanes Womens
Club Multi-Purpose Cooperative, and Caf Amadeo Development
Cooperative, to the managers and staffs for accepting us and make
this project paper possible. Thank you we'll never forget you.
Special thanks to our dearest classmates and friends for keeping
their unwavering moral support and encouraging words to finish this
task.
Dedication First and foremost, we would like to dedicate this
paper we have to our Almighty God, for the strength and knowledge
He gave us to do this paper.
We would also like to bestow this paper to our dearest family
who had continually guided us and gave their love and support as we
do this paper.
Also, we would like to offer this paper to our professors who
guided us and shared their knowledge to do this project
proposal.
Lastly, we would like to give honor to our friends who help us
and show their full support to make this proposal possible.
Barter 2 Barter (B2B) ConceptCooperative 6th Principle:
Cooperation among Cooperatives
As stated in chapter 1, article 4 of the Republic Act No. 9520
"Cooperatives serve their members most effectively and strengthen
the cooperative movement by working together through local,
national, regional, and international structures.""All cooperative
organizations, in order to best serve the interests of their
members and their communities, should actively cooperate in every
practical way with other cooperatives at local, national and
international levels (Gutknecht, 1995)."Cooperatives can combine
their social and economic benefits, utilizing their combined
resources to achieve mutual goals. Cooperative Development Agencies
embody this principle in action. This presentation provides some
examples of how their combined efforts have been vital in fighting
poverty across the globe.IntroductionFood security exists when all
people, at all times, have physical, social and economic access to
sufficient, safe and nutritious food which meets their dietary
needs and food preferences for an active and healthy
life.Co-operatives contribute to food security by helping small
agricultural producers to solve the numerous challenges that
confront them in their endeavors to produce food. These challenges
often include remoteness and lack of access to information about
food prices on national and international markets; access to
high-quality inputs and variable costs of buying seeds and
fertilizer; access to loans to buy these inputs; and lack of
transport and other infrastructure in rural areas.
Agricultural co-operatives help farmers overcome these obstacles
by offering their members a variety of services such as group
purchasing and marketing, input shops for collective purchases, as
well as building small producers skills by providing them with
knowledge and information, and helping them to innovate and adapt
to changing markets.
In helping to address this problem, we are proposing the Barter
2 Barter (B2B) Marketing concept Project.
Business Marketing is a marketing practice of individuals or
organizations (including commercial businesses, governments and
institutions). It allows them to sell products or services to other
companies or organizations that resell them, use them in their
products or services or use them to support their works.
Business marketing is also known asindustrial marketingor
business-to-business (B2B) marketing.
The Internal Revenue Service defines bartering as "the trading
of one product or service for another." You may remember doing this
during childhood, trading snacks or toys. The same concept applies
in adult life, albeit with more valuable products or services. The
key difference between bartering and buying is that bartering does
not involve a monetary transaction. You simply offer an item you do
not want in exchange for something you desire.
AdvantagesOne advantage to bartering is flexibility. You can
trade one related product for another -- such as a laptop for a
portable tablet -- or two completely different items -- like a
television for a lawn mower. You can even save money on travel by
trading homes, allowing friends to stay in your residence while you
borrow their cottage or house for recreation or proximity.
Alternately, you might not even have to part with material
possessions, offering maintenance, construction or other services
in exchange for material goods or other assistance. Of course,
there is the clear advantage of saving money. Not only do you get
something you need or want, but neither party has to spend a
cent.
DisadvantagesWhile bartering has immediate benefits, it can also
cause serious complications. This is especially true if you can't
guarantee the trustworthiness of your fellow trader. The other
party doesn't require certification or any proof of legitimacy and
you don't have a warranty or consumer protection. You may end up
trading a good item or service in exchange for a defective or poor
one. If this concerns you, limit your exchanges to friends and
family. Bartering also requires skill. You may overestimate the
value of your desired item and underestimate yours. As a result,
the other party could exploit you. To prevent this, focus on
related items with similar value -- such as one large appliance for
another.
OBJECTIVES OF THE PROJECTThis project will be a great help to
each selected cooperatives. With the help of the participation of
each other, they can create a new line of business or it will be
easy for them to have the materials needed in making products. For
example, CAFFMACO, Magallanes Womens Club Multi-purpose
Cooperative, and Caf Amadeo Development Cooperative can exchange
each others products for barter without money involved. As for
this, they can start another business or product to be sold to
customers. It can also minimize the expense of each other as the
part of b2b system. This process shall be continually exercised to
make this project possible.
The vision of this project is viable relationship amongst
cooperative towards success.
B2B Project is a project that can comprise cooperatives to trade
their products and services.
Projects envision: A sustainable system of trading. Build
relationships with the business community. Create and provide
meaningful opportunities among cooperatives. Develop relationships
and promote opportunities in which the B2B project can contribute
to and benefit from active involvement with in the community. To
help and give cooperatives a privilege which can help both
cooperatives and community.
BACKGROUND OF THE STUDYThe B2B (Barter-to-Barter) concept that
we are proposing is a way of trading between selected cooperatives
with different goods or products. It came from an old system, which
is the barter where some merchants are exchanging goods instead of
money. From this came the idea of having a new form of unity and
cooperation between cooperatives.
The act of trading goods and services between two or more
parties without the use of money. Bartering benefits individuals,
companies and countries that see a mutual benefit in exchanging
goods and services rather than cash, and it enables those who are
lacking hard currency to obtain goods and services.
(http://www.investopedia.com/terms/b/barter.asp
B2B Process (Barter 2 Barter System)
By definition, bartering is the exchange of goods and services
for other goods and services (Synovus Financial Corp.). Meaning it
is a form of a trade exchange between two or more entities having
different products or services without money involve. As of today,
the barter system has grown popularly to many businesses because it
lessens their expenses and makes their firm more profitable.B2B or
barter-to-barter system has its processes in order to work
efficiently and effectively. Below are the models of b2b process
from an article of The Nature and Roles of Money and Banks.Split
Barter
Figure 1. A Split barter. (a)Jane accepts Toms promise (IOU) in
exchange for one of her pigs. (b)When the wheat is ready, Tom
exchanges some of his wheat for the IOU that Jane has held.
Three-way barterFigure 2: A three-way barter, with delay.A
second possibility would be to do an indirect barter. Even though
Dick doesnt want a pig, he might accept it from Harry in exchange
for the potatoes that Harry wants, as depicted in Figure 3(a).
Then, when Toms wheat is ready, Dick could exchange the pig for
some wheat with Tom (Figure 10.3b). The pig would then have
functioned as money. Pigs are actually used as money in some
cultures. We can call the pig an example of commodity money. In
this case there is no debt: Dick always has full value, in the form
of either potatoes or a pig. This is because the pig, the medium of
exchange, has intrinsic value.
Figure 3: An indirect barter.A third possibility is for Tom to
write an IOU. The exchanges could then proceed as illustrated in
Figure 10.4. Tom and Harry exchange a pig for Toms IOU. If Dick
knows and trusts Tom, he might be willing to accept Toms IOU from
Harry in exchange for giving Harry some of his potatoes. Later,
when Toms wheat is ready, Dick can present Toms IOU and get some
wheat in return. In this example, Toms IOU will have circulated as
money. (Tom might have rephrased his note Tom owes the bearer wheat
to the value of one pig.)
Three-way split barter
Figure 4: three-way split barter.
We can now begin to see the full power of split barter, because
if other people know and trust Tom, then his note might not pass
just from Harry to Dick, it might circulate around the local
community, facilitating other exchanges, before eventually
returning to Tom at harvest time. Toms note is token money, money
with no intrinsic value of its own: it is just a piece of paper
with some words on it. The role of token money is to permit split
barter, and the power of split barter is that people doing
exchanges dont have to have matching wants. Tom can do half of an
exchange with Harry, and later he can do the other half with Dick
(Davies, 2012).We already see some of the models of b2b process,
now our project proposal uses the mixed process of it shown
below.
Figure 5: B2B Project Process.
As shown above, CAFFMACO have products such as meat-processed
food, water, feeds and etc. that can be a token for bartering with
some products of MaWCo and Caf Amadeo. As exchange Magallanes
Womens Club MPC can use their product, which primarily the
muscovado, to CAFFMACO that can be offer in their market. While for
the Caf Amadeo, MaWCo can also exchange their sugar for some
coffee. On the other hand Caf Amadeo will be the one who will
supply some coffee in exchange of the products of the two (2) other
cooperatives. This process shall continually be practice in order
to make this B2B project feasible and effectively.
COMPARATIVE ANALYSIS
Business-to-business (B2B) is commerce transactions between
businesses, such as between a manufacturer and a wholesaler, or
between a wholesaler and a retailer. Contrasting terms are
business-to-consumer (B2C) and business-to-government (B2G). B2B
branding is a term used in marketing.If your business is focused on
selling products or services to other companies, your model is
called B2B, or business-to-business. In contrast with the
business-to-consumer or consumer-to-business models, B2B
facilitates the transfer of raw materials, parts and components
from which additional profit is derived, through manufacturing or
final sales to consumers.An example of a traditional B2B market is
automobile manufacturing. A vehicle's components are generally
manufactured by different companies, and the auto manufacturer
purchases these parts independently. The tires, hoses, batteries
and electronics may be manufactured by separate companies, and then
are sold directly to the automobile manufacturer. The products
themselves do not end up in the hands of consumers, though often,
the end product of the purchasing business does. Because so many
small transactions result in one large business-to-consumer sale,
B2B companies tend to be high volume.
B2B, like all business models, requires some careful planning to
undertake successfully, noted Brent Walker, vice president and
chief marketing officer at C2B Solutions, a healthcare marketing
consulting firm. "B2B typically relies on its sales function and
account management team to establish and strengthen customer/client
relationships," Walker told Business News Daily. "Marketing may
include advertising in trade journals, having a presence at
conventions and trade conferences, digital marketing (online
presence, SEO, email outreach) and other traditional awareness
efforts."In the Philippine setting, such examples of B2b are the
call center companies. Call center companies provide services to
such businesses in the extent of relying information, and of course
attending customer complaints via phone. Such BPOs or Business
process outsourcing is widely used in the economy.
We choose some cooperatives in Cavite as the participant or
beneficiaries of this project. Below are the lists of the selected
cooperatives with their corresponded commodities:
Cavite Farmers Feed milling and Market Cooperative (CAFFMACO)
Feeds, Meats and Poultry Magallanes Womens Club Multi-Purpose
Cooperative (MAWCO)- Muscovado sugar. Caf Amadeo Development
Cooperative- coffee.
PROPOSED BENEFICIARIES AND PROJECT PARTNERS/IMPLEMENTERS
CAVITE FARMERS FEEDMILLING AND MARKETING COOPERATIVEGen.
Aguinaldo H-way, San Vicente II, Silang, CaviteTel #: (046)
414-0418/ Telefax: (046) 414-2407Email:
[email protected]
Our Core Values..I IntegrityEX ExcellenceC CooperationE
EntrepreneursL Loyalty
VisionA financially strong, dominant market player and
technology driven multi-purpose cooperative uplifting the quality
of life of our members, employees and community.
Mission To provide quality and competitive products and services
that respond to our members needs to ensure their financial
security and well being; To provide our employees career growth and
development, a working environment that promotes harmony
productivity, wellness, empowerment security, and sense of
belongingness to improve quality of life; To contribute to
community development and promote ecological protection; To develop
mutually beneficial partnership with our creditors and
suppliers
ManagementGeneral Manager Mrs. Lucilla AdriasAssistant General
Manager Mrs. Angelina C. Bergonio
Board of Directors
Mr. Alberto AlvarezChairmanMr. Laureano RodrinVice Chairman
MembersMr. Max DitanganMr. Leon FirmanteMrs. Donalita RenierMr.
Jacinto De la LuyaMr. Rodel Bawalan
Mrs. Khristine Joy De GuzmanBoard Secretary
WHAT CAFFMACO WAS, IS AND WILL BEFrom its humble beginnings of
literally pala-pala mixing (mixing using shovel), it is with great
pride and honor that the members of Cavite Farmers Feed milling and
Marketing Cooperative (CAFFMACO) can claim that their cooperative
has grown by leaps and bounds. Originally renting a small and
decrepit feed milling plant at the Union Theological Seminary,
popularly known as the PCU in Pala-Pala, Dasmarinas Cavite,
CAFFMACOs operations are now fully mechanized, with a production
capacity of 20,000 kgs/hour.
How did CAFFMACO evolve from anonymity to become a by-word, a
landmark, and a model cooperative in Cavite?
CAFFMACO started as a mere idea of the barangay scholars trained
in livestock and poultry production at the International Institute
for Rural Reconstruction (IIRR). To enable them to have access to
quality feeds at reasonable price, they sought the assistance of a
tri-sectoral body, namely: the IIRR, the PRLC and the Cavite
Inter-Agency Conference (CIAC). Together with 22 representatives
from various government agencies, the religious and private
sectors, they formed and organized on October 30, 1976 the
CAFFMACO. The 28 founding members pooled their resources to put up
the initial share capital of P6, 030,000.00 bought on account from
PRLC, to start its actual operations on January 2, 1977, pioneering
the animal feed milling industry in Cavite. In 1982, with a
financial assistance of P2 million from the German Freedom from
Hunger Campaign and technical assistance from IRR, CAFFMACO started
the construction of its own manufacturing plant at Brgy. San
Vicente, Silang, Cavite.
From initially renting a feed mill, 28 founding members and
share capital of P6,030.00, CAFFMACO as of December 31, 2006
produces 983,000 bags of quality feeds with an average yearly sales
of P663,000,000.00 to 2,066 members whose paid up share capital
reached P61,000,000.00. It has assets worth P252, 000,000.00, which
include its poultry and piggery farm at Maragondon, Cavite. A
landmark within a landmark is in the offing with the construction
of the CAFFMACO administration building which is now in progress.
The sustained growth of CAFFMACO through the years was made
possible with the unwavering dedication, commitment, hard work and
loyalty of its officers, employees and members.
Not resting in its laurels, CAFFMACO is determined to expand its
business endeavors to better some its members. Its mission-vision
and the upsurge in industry competition are the driving forces that
motivate CAFFMACO not to remain complacent. It has sustained
growth, without resorting to outside financing, through the active
participation of its satisfied members who continuously patronize
its products and services such as feed production, products
dealership, broiler and swine dispersal projects, production loans,
consumer store, meat processing, water refilling station, savings
deposit, among others. Exploratory talks are being undertaken with
concerned government agencies and local government units to enable
CAFFMACO to further expand its business activities and operations.
Initially created to assist small livestock farmers, CAFFMACOs
members now include professionals who are preparing for the
retirement, OFWs who foresee themselves coming back home for good.,
and business enthusiasts who believe in the viability of its plans
and programs.
From CAFFMACOs diverse business operations, its members have
been privileged to take their share of its bountiful financial
gains earned from their active participation that they were able to
send their children to the better schools, to acquire their own
homes and/or vehicles, and enjoy some perks in life that other
could not afford, and other non-pecuniary assistance such as
continuous training and seminars, scholarship grants, insurance
cover in SSS and Philhealth. In line with its vision-mission,
CAFFMACOs community involvement is very apparent, having actively
participated in socio-cultural activities in the communities in the
CALABARZON, such as yearly medical mission, support fund for the
nutrition and feeding program, the cultural festivities showcasing
local products and traditions.Control measures and safety nets are
in place at CAFFMACO with its ECC from the DENR and LLDA,
monitoring by quality control officer who regularly reports to the
Bureau of Animal Industry (BAI), health insurance cover and annual
physical examination of its officers and employees. Updates in the
latest technological development in the industry are made available
through attendance in seminars and other forum.
What CAFFMACO was before, what it is today, and what it sees
itself in the future is best translated and made evident with the
awards, citations and accolades it has received from various
organizations the government and private sector. Its vision of
becoming The best cooperative conglomerate serving the
socio-economic-ecological upliftment of its members, the country
and the global community sums up its past and present achievements
and what it plans to become in the future
MAGALLANES WOMENS CLUB MULTI-PURPOSE COOPERATIVE
(MAWCO)Muscovado de MagallanesMawco Bldg. Water System Compound,
Brgy. IV, Magallanes, CaviteContact Person: Amelia R.
ArtymiakContact Number: 0917 584 7473 / 0916 510 0781Email
Address:[email protected]
As early as the Spanish time,Muscovadolocally known aspardois
being produced by inherent method. Here inMagallanes, this
traditional method is being practiced extensively.Freshly harvested
sugarcane is deposited in a big grinder pulled by a carabao slowly
moving clockwise until the syrup flows into a big pail. This syrup
is transferred to a huge vat and boiled. To clean the syrup, lime
is added, scraping the scum frequently until the mixture thickens
and then set aside in a large platter, raked until it dries; and
finally, using a wooden mortar, break the mixture finely
untilPardois completely pounded.
Products/Services Muscovado Sugar Microcredit to membersMarkets
and Customers Congressman Crispin Boying Remulla Needs Grocery Taal
Vista Hotel Delfas Pasalubong Center Cafe Amadeo Pagasa Community
MPC Kaakbay Ka MPC Microtel Phinma Training Center CACODECVISIONTo
be the forefront in the advocacy of women empowerment and promoting
the cooperative as a way of life in improving the social and
economic well-being of the people ready to face the challenges and
be known not only in the local market but globally.
MISSION To encourage thrift and savings mobilization among
members for capital formation; To create funds in order to grant
loans for productive and providential purposes to its members like
educational and business loans; To provide goods and services and
other requirements of the members like loans for livelihood of
individual members for hog raising; To engage in the cooperative
manage coconut handicrafts and manufacturing, repacking and
marketing of Musovado raw sugar livelihood projects, etc; To
process/manufacture other food products like coconut by-products,
etc; To work with the cooperative movement, non-governmental and
goverment organizations/entities in the promotion and development
of cooperative and in carrying out government policies; and To
undertake other activities for the effective and efficient
implementation of the Cooperative Code.
CAF AMADEO DEVELOPMENT COOPERATIVEBarangay Dagatan, Amadeo,
Cavite - 4119 PhilippinesContact Person: Cafe Amadeo Development
CooperativeContact Number: (046) 682 0074 / 0917 503 9574Email
Address:[email protected]
Cafe Amadeo Development Cooperativewas established under the
Cooperative Development Authority Registry No. LGA-5363 on June 28,
2002 in an attempt to revive the coffee industry of the town. Aimed
at affording its people a new major source of livelihood and
income, it was able to gain strong support from the Municipal
Government of Amadeo and then governor of Cavite, Hon. Ireneo Ayong
S. Maliksi. In April 19, 2002, it got greater boosts upon joining
thePAHIMIS, Amadeos Unique Thanksgiving Coffee Festival where then
president Gloria Macapagal-Arroyo launchedKape Isla.With 20
original founding members composed mostly of coffee millers,
traders, producers and farmers engaged in selling of premium green
coffee beans, it is now involved in the massive processing,
promotion, distribution, repacking, and marketing of especially
blended brewed coffee from the area for domestic and export
market.Cafe Amadeo Development Cooperativeboasts of the
finestRobusta,Arabica,LibericaandExcelsagreen beans which make up
their own Pahimis and Premium Blends. Roasted to provide an
authentic flavor and stimulating aroma, they are blends that can
only be produced by the coffee masters of upland Cavite and a
perfect representation of Philippine Coffee quality.
The Countrys Leading Cooperative Producer and Distributor of
Quality Coffee.
We strive to provide outstanding customer satisfaction from
coffee seed to the cup. Our business is built on commitment to give
simply the best and to cater to the distinctive taste of coffee
loving people by serving them the premium specialty coffee.
Pahimis BlendJute BagFoilOrdinary
Premium BlendPaper BoxPackPlastic
Robusta-Arabica
1kl320300295
454g165155150
225g1059590
CavitePure
1kl295275270
454g150140135
225g908075
PureRobusta(G.)
1kl275255250
454g145135130
225g857570
PureExcelsa(G.)
1kl295275270
454g155145140
225g908075
PureArabica(G.)
1kl440420415
454g230220215
225g125115110
*Prices are subject to change without prior notice
*Delivery charges not included
Pure Excelsa a variety with a distinct pharmacopical tastes
which Arabs prefer to use a high degree in blend of roasted ground
coffee and spices to produce their desired espresso blend.
Pure Arabica taste very well, has good fragrance and aroma, full
bodied and yet has medium acidity.
Pure Robusta main ingredient in the production of soluble or
instant coffee.
Pure Liberica with very strong taste and flavor. Also known as
Barako.
Pahimis Blend our BEST SELLER and an exclusive blend of finest
four varieties of Robusta, Arabica, Excelsa and Liberica roasted to
provide an authentic flavor and aroma.
Premium Blend- especially popular abroad; blend of Robusta,
Arabica Excelsa.Use one tablespoon Caf Amadeo for a cup
proportion.Adjust the desired taste.Use fresh water in coffee
maker.Store in a cool, dark, dry airtight container.Coffee, a
beverage unknown to the Graeco-Roman world is reputed to have
originated by Abissinia, the former Ethiopia. The word coffee may
have been derived from the Ethiopian word keffa. It was in Arabia
where the first coffee was cultivated. Coffee has been around for
more than 1000 years.
1200A.D. The Arabs dried coffee berries and boiled them in water
to make a hot beverage.
13th Century The practice of extracting the beans and roasting
them was introduced.
14th Century Arab merchants penetrated the secluded Kingdom of
Kaffa in Southern Ethiopia, discovered the seeds, spirited them out
and introduced them to the Yemen highlands.
16th Century Coffee was prepared by pulvering the roasted beans
and combining the powder with boiling water.
1615 Coffe came to Europe when the first shipment arrived in
Venice. The first Western Coffee House opened 30 years later.
1640 Coffee debuted in Marseilles, France.
1644 Coffee drinking spread to Holland and the rest of
France.
1670 Coffee was brought to America by the Dutch. As in England,
coffee houses quickly sprouted.
1740 Coffee growing started in the Philippines. A Franciscan
Friar brought three gantas of Arabian coffee beans and planted
these at the convents backyard.1876 Arabica coffee was cultivated
in Gitnang Pulo, a sitio of Silang, town in upland Cavite. Gitnang
Pulo was converted into a town known as Amadeo in 1872 in honor of
King Amadeo of Spain.
1880 The Philippines became the fourth largest exporter in the
world.
1906 Brazil, already the largest coffee producer at the time,
overproduced and had to destroy part of its harvest to prevent a
further decline in prices. The Brazilian Coffee Institute sought
the expertise of the Swiss firm Nestle on how to develop a better
coffee preparation. One that would preserve the flavor of coffee
while being soluble in hot water.
1938 The first industrial plant was set on Orpe, Switzerland.
This marked the commercial introduction of instant coffee to the
public.
1950 Commonwealth Foods Inc., began manufacture of
instant/soluble/roasted ground coffee.
1954 The Retail Trade Law nationalizing retail business was
passed. Chinese capitalist shifted to coffee trading.
1961 National products Inc., now Nestle, began manufacture of
Instant Coffee in the Philippines.
1976 The Philippines officially became a member of the
International Coffee Organization. For its part, the Philippines
has committed to its share to help maintain the international
cooperation achieved through the International Coffee
Organization.In the late 90s worlds coffee prices decline to a low
level demoralizing the farmers. Farmers stated to cut down their
coffee trees and converted to other cash crops. Some were converted
to housing subdivision and other industrial parks.2002 The
President of the Philippines Gloria Macapagal-Arroyo during the
First 1st Pahimis Coffee Festival, ordered the creation of the
Presidential Task Force on Coffee Rehabilitation which eventually
became the National Coffee Development Board.
Amadeo gaining the recognition as theCoffee Town of the
Philippines.
A National Coffee Rehabilitation and Fertilization Program were
launched covering the 22 Provinces. Cavite was designated as the
lead province and Amadeo as the model Local Government Unit for the
coffee program.
Caf AmadeoDevelopment Cooperative A Success StoryWith the
revitalization of the industry, Mayor OJ Ambagan of amadeo has
simultaneously initiated activities within his jurisdiction.The
municipality has hosted the Pahimis Festivals and along with this
has similarly initiated the formation of theCaf AmadeoDevelopment
Cooperative inJune 28, 2002to actively engage in coffee beans
trading and ground coffee processing.It was organized with 15
active big farmers/millers and boasts of a current capital of about
P2M.It was able to corner a monthly order of about P 80, 000 sales
of brewed coffee with the provincial government.It has also been
actively participating in various local fairs/expositions.Last year
alone, the cooperative has generated total sales of P2.9M.The
cooperative has been a potent force in the marketing of the Amadeo
coffee beans to Nestle Philippines, Universal Robina Corp., Figaro
to name a few big coffee bean users.It has also set up five (5)
market outlets, three (3) inCavite, one (1) inParaaqueCityand
lately inSan Fernando, Pampanga.To this day, the cooperative is
fast growing and keeping to its mission of continually supplying
best grade coffee beans and ground coffee for the entire benefit of
Amadeo Coffee farmers (4,560) in general and of its members in
particular.It is also noteworthy to mention the success of an
individual enterprise (RA Enterprises) that has recently penetrated
the US Market with its beans and ground coffee.Owned and managed by
Ms. Olive Arias also of Amadeo.Additionally, Adopt a Coffee Farm
Program has been launched where aManilabased investor is leased a
hectare farm lot for P10, 000 a year and plant this with coffee
trees.There were about 40 who initially enrolled in the program and
still growing.A total investment from this is about P400,
000.00.Amadeo indeed has gone a long way as a model coffee village
of the province.
Gantt Chart
B2B Project PlanDurationMonth 1Month 2Month 3Month 4Month 5Month
6Month 7Month 8Month 9Month 10Month 11Month 12
Initiate B2B Project
Discuss and review proposal to partners15 Days
Determine the Scopes and Limitation5Days
Consultation10 Days
Planning B2B Project
Determining process and procedures30 Days
Design Communation Campaign 30 Days
Meeting with the BOD for approval15 Days
Implementation of the B2B Project
Circulating of the products30 days
Monitoring the project4 Months
Review the impact of the Project
Acquire Feedback10 Days
Evaluate the feedback10 Days
Report the feedback to BOD10 Days
B2B Project Improvements10 Days
ACTIVITY CHART
1. Initiate B2B Project
Present to Partners meeting with the partners for the project
Reviewing and discussion of the desired b2b project proposal with
the partners. Determining scopes and limits Assumptions for the b2b
project plan Creating a hypothesis about the plan determining about
the boundaries of the plan or who will benefit the project Identify
the risks of the project Consultation Consulting some business
advisers about the proposal project
2. Planning of B2B Project Plan
Determining Process and Procedures Establishing the step by step
procedures. Illustrating the flow chart about operations of
business project Identify the target customer of the products.
Design Communication Campaign Make a communication system align
with the business project to communicate with the partners. Discuss
to its member the new business to patronize new line of products.
Meeting with the BOD and other officers for Approval Discuss the
final output of the project plan with the BOD and officers of the
cooperative, including: The impact of the project to cooperatives
and its members The benefits of the said project to its partner
coops. Contributions of the Project plan -the effects of it to the
cooperative The budget for this project The approval of the BOD
3. Implementation of B2b Project Circulating the Products
Delivering of the barter products to the partner cooperatives. Send
notice or message to members for the new products. Communicate to
its partners for the delivery. Monitoring the products Observation
of the new project by conducting surveys to those who patronize it.
Checking the inventory or sales in line with the barter
commodities
4. Review and Evaluation of the project Acquire Feedbacks
Collection of feedbacks from the members about the project. Conduct
another survey to the BOD and officers of the coop. Evaluate the
impact of the project Assess the result of the survey for further
result. Report the Feedback to BOD and officers Meeting with the
BOD and Officers Report the output of the project in the
cooperative. Discuss the Evaluation towards the product Discuss the
impact made by the project to its members.
5. B2B Project Improvements Success of the project comes from
improving its implementation. Creating better way of delivery and
communication. Having new partner coops.
IMPACT OF THE PROJECT
Why cooperative should participate or involved in B2B project?As
cooperative is an entity with the same characteristics of business
the cooperative could be a part of a B2B project. The cooperative
can provide and trade a products and services which the other
cooperative can resell. The project can also be a partnership of
cooperatives, products harvested by the cooperatives like farmers,
dairy and agriculture can trade or sell to other cooperatives and
manufactured and resell their finish products and earn profit.
Cooperatives could also trade ideas on how to transact their
products and give satisfaction to their customers.B2B project is a
way of giving and developing relationships between cooperatives. It
is can also build trust and can commend their partner coops for
giving good job.
The main objective of this project is to have cooperation among
the chosen cooperatives to achieve the 6th principle Cooperation
Among Cooperatives. Through this we can achieve the primary goal of
all the cooperatives, which is to meet the economic, social and
cultural needs of the members. Moreover, with the cooperation
within the selected cooperative we can build a community and
partnership between them that later can help them in particular
situation.
TIME SCHEDULE PER ACTIVITIESSelling Hours1. The selling category
consists of activities designed to seek out new business. Sales
reps need to find, cultivate and maintain relationships with new
prospects and existing clients. By keeping the funnel full of
prospects, they can maintain a steady stream of business. Employees
track such activities as marketing, cold calls, calls to existing
customers, sales visits, presentations and to a lesser degree,
writing articles, books or columns.1. On average, these add up to
10.8 hours per week. This is quite surprising to sales managers who
expect their reps to be actively selling for at least 50% of the
time. The reality though, is that other activities outlined in this
report need to be done, and they infringe on selling time.Order
Processing1. The order-processing category includes generating
quotes, pricing repeat orders, entering orders in the system,
handling stock orders, and assisting with designing the order. This
category also includes client administration activities. These are
not direct service activities, but are necessary to support the
account. They include setting up accounts, filling out forms, and
writing reports on customers.1. All together, these activities take
6.1 hours per week. These are difficult to delegate. However, where
repeat orders are involved, many sales reps can increase their
efficiency by giving these to an inside or telesales
rep.RECOMMENDATIONS Product messaging to B2B audiences is
challenging to get right. Marketers need to convey complex messages
in simple but compelling terms. Here are five recommendations that
will help you in the initial stages of message development, when
decisions about message content, benefits and value propositions
are made:1. Understand your audience1. Focus your message1. Make it
credibleUnderstand your audience1. Well start with a piece of
simple advice that yields powerful results. Doing the homework up
front to understand the target audience translates into messages
that resonate and make the audience feel that your offering is
relevant. We are not suggesting that one message must convey all of
these themes they are simply examples of ways to demonstrate an
understanding of your audience. When people see a message that does
not relate to their world, they make assumptions. For example, they
assume the offering is designed for companies in other verticals or
of a different size.Focus your message. 1. The most effective
product messages focus on a single audience or type of decision
maker. B2B decisions typically involve multiple decision makers,
and although they work for the same organizations, these audiences
experience different priorities and pains and become involved at
different points in the decision process. Spreading one message
across multiple audiences dilutes its effectiveness and the message
resonates with no one. A message focused on a single audience or
decision maker, on the other hand, enables you to speak to the
themes that resonate most with that audience.Make it credible1. All
B2B marketers know that credibility is essential to effective
product messaging. Being credible is difficult, though: business
buyers are dubious of claims regarding ease of use, cost savings
and revenues gained. Its not that they dont value these attributes;
they do and are willing to pay for them. However, in their
experience they have found a gap between what the message claims
and what the offer delivers.1. Credibility is as important for fear
tactics as it is for claims about benefits. Fear, uncertainty, and
doubt have their place in B2B marketing. But when vendors talk
about a problem as if it is a crisis and the audience sees the
problem as merely an annoyance, there is a credibility gap.1. Doing
your homework at step one to make sure you understand your audience
and focusing on your audience as recommended in step two provide a
baseline of credibility to your message: the audience is more
likely to give you the benefit of the doubt regarding your claim if
it believes you know what you are talking about.
CONCLUSIONWhile starting a B2B business, you should not jump
into the conclusion that will give you great financial freedom
within a short time. You must know th truth and reality behind th
concept and go for it. Like any other business that requires hard
work, dedication and determination to be successful, it is
applicable in the case of starting a B2B business. A B2B business
is something that you can start even while you are associated with
something else. Find companies who are willing to join B2B
business.The customer experience has become much more important to
B2B companies. Creating and delivering the right customer
experience is not easy. It requires companies to identify a strong
customer experience leader who has the authority to make things
happen, implement a new customer model and capabilities and embed
the customer experience in everything the company does all of which
takes time, effort, and money
REFERENCES
Business 2 Business (B2B) ConceptAs discussed in Prof. Hilda F.
San Gabriel Class on Project Development, Management and
Evaluation. January 23, 2015Davies, G. (2012, May 25). Nature and
Roles of Money and Banks. Retrieved February 26, 2015, from
https://betternature.wordpress.com/2012/05/25/nature-and-roles-of-money-and-banks/
Synovus Financial Corp. (2012). Barter System - Benefits of
Bartering | Barter Exchanges - When to Barter . Retrieved February
26, 2015, from Synovus Bank Business Library:
http://www.synovusbank.sbresources.com/SBR_template.cfm?DocNumber=PL08_0120.htm
http://www.cooperativegrocer.coop/articles/2004-01-09/cooperation-among-cooperatives
http://budgeting.thenest.com/advantages-disadvantages-bartering-22696.html
http://www.investopedia.com/terms/b/barter.asp
http://philexportcavite.com/directory/food/muscovado-de-magallanes/
http://www.google.com.ph/imgres?imgurl=http://davisfood.coop/cmsimage/44/large&imgrefurl=http://davisfood.coop/sustainability/localfoodlist&h=132&w=500&tbnid=fcOoxjNMMEfXDM:&zoom=1&docid=-kNShk3X6HkMaM&ei=Dc79VNLYMcr88QW4goKQAw&tbm=isch&ved=0CBoQMygSMBI4rAI
https://www.google.com.ph/search?biw=1280&bih=699&tbm=isch&sa=1&q=cooperation+among+cooperatives&oq=cooperation+among+cooperatives&gs_l=img.3..0i24.821571.832791.0.832927.39.25.4.4.5.2.589.3297.2-6j4j0j1.11.0.msedr...0...1c.1.62.img..24.15.2297.vqdGiD3U1bc#imgrc=9CTAKHp4XSQSUM%253A%3BUvEbXf76tFcCAM%3Bhttp%253A%252F%252Fwww.sea.coop%252Fassets%252Fco-opPrin6.gif%3Bhttp%253A%252F%252Fwww.sea.coop%252Fprinciples.php%3B200%3B112
