Strategic planning 2013

Accomplishments:*Has just opened it’s 100th branch*Plans to open 30 more branches in the coming year*8 new models yearly*75 branches for its 25th year*Has just introduced new models*opening of 100 branches*More agents, 500 active agents per branch*Open it’s own assembly plant in Valenzuela*Open 10 new branches (32 branches)

*Introduce 6 new Hausmotors Model*Opens it’s 50th branch*reopen it’s door to Japanese branded MC*Open it’s 1st ever SP store*Ventured into 1 of a kind service facility*Has just exceeded targets by 50%*been awarded to be top 5*Open it’s 100th branch in Luzon*New branches in North Luzon*Online application, credit appraisal, payment system (full electronic system)*Open it’s spare parts and service Hub*1st MC superstore in the country in Roxas City*100% collection from all it’s customers*has doubled it’s income revenue from 2013*Now offers competitive interests and affordable loans w/ operations domestic and abroad*Partnership w/ 5 int’l MC companies*Launch 5 MC *Open it’s 100 branch and employees it’s 1000th employee

Headlines:*Cyclehaus post 50% growth in sales*Launch it’s 75th Hausmotor Model*Celebrates it’s 25th year in motorcycle industry*Cyclehaus increase motorcycle sales*Cyclehaus companies regained it’s position as top 10 motorcycle dealer in the Philippines*Cyclehaus Rumaratsada!*Cyclehaus Hit it’s highest*50 branches and still growing*We’re No. 1*Cyclehaus No.1 MC distributor

Mission We are a company committed to:: Provide alternative transport and mobility means to our customers by carrying quality yet affordable motorcycles: Cater to the needs of our customers in the best way possible: Continuously improve the working environment of our employees: Create a stable and profitable corporation

Vision To be the leading motorcycle and spare parts dealer and distributor in the Philippines

Core Values Honesty, Integrity, Loyalty, Openness to Change,Customer Oriented, Respect

Positioning Statement We retail and finance quality yet affordable motorcycles and parts to our customers.

Value Proposition We are determined to provide solutions to your motorcycle needs

Tagline

START*opening branches*identity (company)*focusing on collection ( efficiency)*product quality improvement*completing vacant positions*spare parts store*research and development*selling more*plugging money drains*being “selfish”*decisive*improve management*providing solutions to delinquent accounts*new “Queen”

STOP*quick turnover of employees*selling sub standard products*paralysis and analysis*loose control*kabig (tolerating)*prolonged decisions

• Product• Quality and Supply Issues

• Aftersales• Availability of SP• Serving of Warranties and

Registrations

• Internal Controls• Pilferage

• Employee/ HR• Low retention rates• Incompetence• Inefficiency

• Competitor• More Aggressive• Low Financing• Opening New Branches

• Maximize service shop and improve inventory of SP/ SP collection

• Expand our product offering/ range/ market reach• New brand, New MC, entirely different product• New market , institutional sales• Collection efficiency/ maximize small claims• Internal- reporting

• CI Matrix/ small claims• Leaner organization• Retail?• Improvements in Internal

Systems• Wide distribution

Company Top 5 Priority ListAFTERSALES

PRODUCTCOMPETITION

HR INTERNAL SYSTEM

3rd

1st2nd

5th

4th

INTERNAL SYSTEM

Strengthened collection policy

Company Identity

Online Services

Controls and systems

Current and delinquent accounts

Realistic targets & programsPlug

Holes

HR

Recruitment

Retain current dev’t

program

Retain: maximize good employees

Remove non performing employees

PRODUCT

New Products

Wider product selection

Strict quality control and readily available parts

AFTER SALES

Open spare parts & service store

Free service program

Increase SP product offering & availability

COM

PETI

TIO

N

Target Different Customers

(institutional (gov’t), different

markets).

Open new focused branches

Different Product Offering (Parts and Service)

Division action items

RETAIL DIVISION PIC 30Days

60Days

90Days

>90Days

Fill up all vacant positions (SA’s) Janette ✔

Evaluate all personnel (TRO’s/ SA’s) Bernie ✔

Implement and update reporting/ monitoring system Dondon ✔

Branch Performance Evaluation (FY) Alfred ✔

Lubes Marketing Plan (Sales & Distribution) Yano ✔

Branch Expansion Plan Amy ✔

Program Evaluation (FY) * Marketing programs * Sales Program Willy ✔

Division action items

FINANCE DIVISION PIC 30Days

60Days

90Days

>90Days

Evaluation of AA’s TFO per territory

✔

Fill-up vacant position (AA-DAC-TFO) TFO/FOM ✔

Performance evaluation TFO-FOM ✔

Standard Report segregation “Delinquent” FOM ✔

Recovered MC appraisal FOM ✔

Recovered MC price FOM ✔

Review internal policy and procedure TFO and FOM ✔

Revisit Target FOM ✔

Division action items

FINANCE AND ACCOUNTING DIVISION PIC 30Days

60Days

90Days

>90Days

Internal Sys: *Audit awareness of employees of our existing programs Marvin ✔

*Reconciliation MC inventories TFADO ✔

*Computer equipment upgrade Al ✔

HR: *Training of new software Analie ✔

*Reorientation of branch FAD Marvin ✔

*Time management training Analie ✔

Product: *Prod. Eval based on cust. response Norvy ✔

*Monthly inventory report (MC/SP) TFADO ✔

Internal: *Adhere to set deadlines on submission of reports Vicvic ✔

*Improve collection, ff-up to cust. Thru CP(checklist) TFADO ✔

After Sales: Quarterly reports on fast moving parts/ territory TFADO ✔

Division action itemsSUPPLY AND DISTRIBUTION DIVISION PIC 30

Days60

Days90

Days>90Days

Institutional sales Joel/Joel ✔

Introduction of Japanese FM SP Macatangay ✔

Leafleting Macatangay ✔

Replenishment of tools FAD/Joel ✔

Mechanic competency exam Macatangay ✔

Technical & Product orientation Joel ✔

Reconciliation of Service shops FAD/Joel ✔

Decongestion of big warehouse

Joel,serv coordinator, Joemarie, warehouse custodian

✔

Provides record tallied VS actual FAD,Arvin, Joemarie, ✔

TODA Servicing (Lipa) ✔

CDO Personal Highlights• 25th Year Anniversary• Open New Branches (more importantly, where?)• What is our identity? How do we develop it to avoid confusion?• Creating SP and Service facilities to support and fund more

aspects of our operations• We need to ‘filter’ then hire the right people• We need to focus and recover delinquent accounts• We need to immediately plug money drains• Because of tough competition, we need to find & target new

markets• Top 5 priorities are crucial for the year