SAMPLE Nissan Westgate Strama Paper

7/25/2019 SAMPLE Nissan Westgate Strama Paper

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WESTGATE

Executive Summary

NISSAN MOTOR CO., LTD. manufactures and sells vehicles, forklifts and

marine roducts. The Coman! has t"o #usiness se$ments. The Automo#ile

se$ment manufactures and sells vehicles, forklifts, marine roducts and

accessories. The Sales %inancin$ se$ment is en$a$ed in the rovision of

sales &nancin$ services. As of March '(, )*((, the Coman! has )*+

su#sidiaries and ) associated comanies. On March )), )*(), the Coman!

full! ac-uired Aichi Machine Industr! Co., Ltd., "hich is en$a$ed in the

develoment, manufacturin$, sale of en$ine and manual transmission in

Na$o!a, aan.

/sta#lished in 0okohama Cit!, 1ana$a"a 2refecture in (33', Nissan Motor

Co., Ltd . currentl! manufacture vehicles in )* countries and areas around

the "orld, includin$ aan. And Nissan o4ers roducts and services in more

than (5* countries and areas "orld"ide. 6elo" is the latest cororate

information summar!7



information summar!7

8!siness O!t#ine Man!fat!rin%, sa#es and re#ated 9!siness of a!tomoti"e

prod!ts and marine e2!ipment.

Date of Esta9#ishment Deem9er '/, 3:00

Paid)in Capita# /-7,30 mi##ion yen

Sto( Information N!m9er of a!thori;ed shares</,---,---,---

Common sto( 4iss!ed and o!tstandin%5<6,7'-,=37,33'

N!m9er of shareho#ders<'/=,/--

N!m9er of Emp#oyees ',6-0 4non)onso#idated 9asis5

377,-:: 4onso#idated 9asis5

This strama aer "ill resent the cororate overvie" and strate$ic lan of Nissan

Motor 8lo#al 9as main coman!: and NM2I 9Nissan Motor 2hiliines Inc.:

articularl! the Nissan Motor ;est$ate Ala#an$ in "hich the roonent chose to

delimit the research. The roonent #ecomes interested and curious "ith the

roliferation of automotive dealershis in the Southern Re$ion articularl! in

Ala#an$<Cavite area. In relation "ith this, cometitor=s ro&le and data "ere also



these forces to formulate, develo and imlement comrehensive strate$ies to

sustain the cometitive osition in the market.

In the 2hiliines, automo#ile Industr! is $ro"in$ at a raid race. The demand for

cars over time has increased a lot due to its #ecomin$ as a necessit!, sta#ilit! of

eole economic condition and also "ith $ro"th of econom!. This has attracted a

num#er of roducers to"ards the market. Nissan alon$ "ith other roducers like

To!ota, %ord, Diamond Motors, Su>uki and ?onda etc. is a la!er in the automo#ile

market. %or the success of the car in industr! a dee stud! and research has #een

undertaken to develo an e4ective and ecient lan.

Automobile Industry Overview

Global Industry for Automobile

Automo#ile Industr! is a #usiness of manufacturin$ and sellin$ vehicles. It has

encoura$ed the e@ansion of road s!stems and allo"in$ consumers to commute

lon$ distances. It has also allo"ed other industrial roduct to contri#ute as "ell,



#etter vehicle for the ri$ht consumer. It is estimated that the car industr! "ill

continue to roser to increasin$ trends as national economies and oulation

increases .Mo#ilit! )*'*, of the ;orld 6usiness Council for Sustaina#le

Develoment, reorted that er caita mo#ilit! of China, Latin America, Russia and

rest of /uroe "ould dou#le #! )*'* to ***<(*** km er !ear. This "ill

contri#ute to the automotive industr! a #i$ deal.

Automobile Industry in the Philippines

2hiliines is a mem#er of the Association of South /ast Asian Nations 9AS/AN:, a

re$ional tradin$ #lock "ith com#ined annual vehicle sales of (. million units

9(335, re &nancial crises.:

In site of the all of $loom descendin$ uon the $lo#al automotive industr! in the

recent !ears, as threats of soarin$ fuel rices and shrinkin$ urchasin$ o"er

continue to cause Fitters amon$ nervous consumers, and as "hen maFor auto



The local auto industr! is dominated #! $lo#al auto #rands #ut it la!s a maFor role

domesticall! as an economic driver throu$h the do"nstream industries that

deend on it from the assem#lers and distri#utors, to the makers of various

automotive arts and comonents, dealers "ho retail the vehicles, not to mention

the man! ancillar! industries that include car accessories, after<sales service

#usinesses, oil and lu#ricant industr!, amon$ man! others.

There are more than '* la!ers in the automotive industr!, "hich includes )(

assen$er car and commercial vehicle assem#lersdistri#utors, )5 arts makers,

and more than )* dealer outlets nation"ide.

The econom! #ene&ts in the form of $overnment revenues from ta@es aid "hich

ena#les it to send on infrastructure develoment. In )**+ alone, the local

automotive industr! contri#uted a total of 2eso(B.3) #illion in ta@es, u from

2eso(.3 #illion in )**5.

Trade Barriers



manufacturers:. Since (33 the trend in the 2hiliinesK automotive sector has

#een to"ards li#erali>ation, "ith 2resident RamosK initiative to remove -uotas on

vehicle imorts. In (335 stes "ere taken to oen u the MJD2 to all

manufacturers.

Nissan otor Philippines !orporate "vervie#

Heritage

The only thing constant is change. Nissan's commitment to constantly

challenge the status quo and improve practices and processes has been

proven in its two decades of existence in the Philippine automotive market.

Never compromising quality, each and every Nissan product introduced is a result

of research and human engineering that fully complements the ilipino's changing



Nissan set foot in the Philippines in the #$s. %t was then known as Pilipinas Nissan

%ncorporated. &ear after year, a number of Nissan models was introduced to the

Philippine market. Throughout the entire decade, Nissan launched a total of new

models. (ust the right number and the right choices at the right time.

• )pril *+#Pilipinas Nissan %nc. -PN% was established as the forerunner of Nissan

/otor Philippines, %nc.• 0ctober *+#

(oint venture agreement with Nissan /otor 1o., 2td. 3 /arubeni

1orporation is !nali4ed.• 5eptember *+#6

PN% begins full commercial operation. The roll7o8 ceremony of the !rst

locally assembled Nissan car, the 5tan4a was launched at the 9ue4on

1ity Plant.• ebruary *+#:

Nissan Pulsar launched.

• (une *+#Nissan 5entra 5eries % launched.

• 5eptember *+#Nissan 5entra 1alifornia launched.



>oaring is the right word to fully grasp the way Nissan made noise in the +$s.

?e launched eleven new Nissan models that were warmly received in the

Philippines. )cross the years, numerous dealers were inaugurated and many

a@liations commenced. %n this decade, Nissan paved the way for the change

that promised growth.

• 0ctober *++$Nissan <luebird launched.

• 0ctober *++*

The Nissan Aalley inaugurated.• November *++*

The corporate name of Pilipinas Nissan %nc. was change to Nissan /otor

Philippines %nc. %ncrease in authori4ed capital stock and paid in capital

stock is consummated.• ;ecember *++

) site development ceremony was held at the future assembly plant on a

$7hectare property in 5ta. >osa, 2aguna.ebr ar *++6



Nissan 1edric launched. %nauguration ceremonies of the Press Plant is

held in 5ta. >osa, 2aguna.

• 5eptember *++=Nissan 1abstar launched.

• 0ctober *++=The Nissan North Cdsa7<alintawak is inaugurated.

• November *++=Nissan )d >esort is launched.

• /arch *++D

Nissan 5entra 5eries %%% launched.The Nissan 1agayan de 0ro is inaugurated.

• /ay *++DThe Nissan 5outhwoods is inaugurated.

• ;ecember *++D"roundbreaking ceremonies of the 5ta. >osa )ssembly Plant is held.

• )ugust *++:

The Nissan 1ommonwealth is inaugurated.• )pril *++

The 5ta. >osa )ssembly Plant starts production.• (uly *++

Nissan 5ylvia launched.• 0ctober *++

The Nissan Technopark is inaugurated.• )ugust *++#

The Nissan 1e!ro launched.• (une *+++

Nissan )d /ax launched.



• /arch #, $$$Nissan 5entra Cxalta launched.

• /ay *:, $$$Nissan 1e!ro .$ -<rougham A%P, Clite, 1lassic launched -minor change.

• (uly *=, $$$The Nissan Aerita launched.

• 5eptember $$$5C1 approves the investment of &u Tai %nvestment 1o., 2td in Nissan

/otor Philippines, %nc.• (une *6, $$*

Nissan 5entra "randeur launched.• )pril 6, $$

Nissan 5erena launched.

• (une :, $$The new model 1e!ro was launched.

• (uly 6, $$6

Nissan F7T>)%2 launched.• November , $$6

Nissan 6D$G launched.• (uly $$=

Nissan 1e!ro 6$$CF introduced.• Buly $$D

Nissan 5entra %75T&2C launched.•

/arch +,$$:Nissan /urano launched.



There is much more to Nissan than what you can experience in the driver's

seat. %f number7crunching is what you need, we have got that kind of behind7

the7scenes information, too.

;e value our eole. /mlo!ees are the heart of the coman!. ?avin$ chosen

ersonnel "ith commitment to the hi$hest standards, throu$h team"ork, "e

aim to create cororate understandin$ and lo!alt! to one another.

;e value our artners. ;ith dealers and suliers, "e "ill "ork a lon$<term

artnershi, encoura$in$ ride in Nissan and #ein$ recetive to all su$$estions

and imrovements.

;e value trust. ;e "ill demonstrate trust and resect #! encoura$in$ each

th t t i#ilit d # t #l f ti



It is no secret that the success of a -ualit!<oriented coman! #e$ins "ith a

hi$hl! trained and rofessional "orkforce. ;ith over )** customer<oriented

emlo!ees, Nissan continues to stren$then its d!namic cororate structure #!

continuousl! adFustin$ its or$ani>ational #ack#one to kee the coman! in the

forefront.

In line "ith the coman!Ks commitment to rovide each customer "ith total

-ualit! service, Nissan rovides all emlo!ees "ith an ideal eole and

environment mana$ement strate$!. This maintains the ositive "ork attitude

revalent throu$hout the coman!.

Nissan is a#le to achieve a hi$h ecienc! rate "ith the hel of MOTIJATION<

DISCI2LIN/<S1ILL st!le of mana$ement.

MOTIJATION for Nissan is in direct relation to the ecienc! of an emlo!ee.

Studies have roven that a "orkforce that maintains a hi$h morale, ositive

attitude and team sirit contri#utes to the roductivit! of that $rou. %rom the

#l li t t h k i i th id d



S1ILL la!s an imortant role in the -uali&cation and continuin$ education of

NissanKs "orkforce.

Amidst the technolo$ical revolution that no" takes the "orld #! storm, Nissan

is roud to announce that the! continue to kee ace "ith mankindKs constant

race for ne" #reakthrou$hs in science and technolo$!. 1eein$ u<to<date "ith

the di$ital "orld, Nissan continues its search for automotive e@cellence. In

doin$ so, NissanKs active emlo!ee roster is ket a#reast of ne" market

develoments throu$h re$ular trainin$ seminars surred #! results, successful

research and develoment "ork.

$atest Press %eleases

Nissan Goes the Extra Mile for Biodiversity

S (** t ti f th # i it di l K



Mr. Jal de Leon, NM2I SJ2 for Administration and IT 9e@treme left: leads the

lantin$ of man$roves for the International Da! of 6iolo$ical Diversit! )*().

Nissan Motor 2hiliines, Inc. 9NM2I:, to$ether "ith 2iliinas Shell 2etroleum

Cororation, the AS/AN Centre for 6iodiversit! 9AC6:, 8I 9Deutsche

8esellschaft fr Internationale usammenar#eit:, the Deartment of


http://slidepdf.com/reader/full/sample-nissan-westgate-strama-paper 15/92Mr. Jal de Leon, NM2I SJ2 for Administration and IT 9left: and Mr. Lee unia,



These ecos!stems suort the hi$hest concentration of coastal and marine

fauna and Hora in the lanet. An estimated 5** million eole in the AS/AN

re$ion deend directl! on these resources for food and income, "hich also

forms the economic #ase for the &shin$ and tourism industries of the re$ion.

Thus, it is of $reat imortance that "e all contri#ute to conservation e4orts,

Mr. Rodri$o G. %uentes, e@ecutive director of AC6, said.

%or its art, NM2I #elieves that as a cororate citi>en, it la!s an imortant role

to communicate and cooerate activel! "ith the communities. NM2I has

formed various artnershis "ith international $rous, citi>en $rous and

$overnment a$encies to e4ectivel! romote real<"orld reductions in

environmental imact, NM2I 2resident and C/O Allen Chen said. Throu$h this

event, "e hoe to $o the e@tra mile in reservin$ #iodiversit! to comlement

our environment hilosoh! of achievin$ a s!m#iosis of eole, vehicles and

nature.



In reco$nition of its e4orts to achieve a s!m#iosis of eole, vehicles and

nature, NM2I received the %riend of 6iodiversit! A"ard from the AS/AN Centre

for 6iodiversit!. This a"ard is $iven to or$ani>ations and #usiness sectors that

e@hi#it a conscious e4ort in takin$ action for #iodiversit! conservation.

Receivin$ the a"ard are Mr. Jal de Leon, NM2I SJ2 for Administration and IT

9left: and Mr. Lee unia, NM2I J2 for Marketin$, Sales After<Sales. ;ith them

are reresentatives from the AS/AN Centre for 6iodiversit!7 Dr. %ili#erto

2ollisco, r. 2ro$ram Develoment Secialist and Dr. Sheila Jer$ara, Director for

6iodiversit! Information Mana$ement.

ournalists from 6runei, 2hiliines and Thailand articiated in the media

forum at the man$rove site to hi$hli$ht the imortance of conservin$ marine

ha#itats and secies. /@erts from the articiatin$ or$ani>ations "ill #rief

media reresentatives on the status of man$roves and marine #iodiversit! in

the 2hiliines and the AS/AN re$ion. The imact of climate chan$e on marine

#iodiversit!, as "ell as actions of eoleKs or$ani>ations to conserve



Central and South America < a record !ear in #oth market share and volume for

aanKs second lar$est manufacturer. The Nissan #rand alone $ained *.5 oints

of market share over the )*(* calendar !ear and advanced to #ecome the No.

) Asian automotive #rand in the Americas.

The coman!Ks sales and share $ro"th "as consistent across each of the

$eo$rahic re$ions throu$hout the Americas, "ith the G.S., Me@ico and 6ra>il

ostin$ the lar$est sin$le<countr! $ains. In total, sales of Nissan and In&niti

vehicles in the Americas increased more than ))3,*** units last !ear, or (+.)

ercent, over )*(* for a com#ined share of +. ercent, a record for the

coman!Ks sin$le lar$est re$ion "orld"ide.



)*(( "as a #reakthrou$h !ear for Nissan in the Americas in a multitude of

"a!s, said Colin Dod$e, chairman, Nissan Americas. ;e outerformed our

ke! aanese cometitors in ever! market throu$hout the Americas "hile the

Nissan #rand #ecame one of the fastest<$ro"in$ Asian automotive #rands in

the re$ion.

Nissan Americas )i'hli'hts

PIn the G.S., Nissan $ained market share for the si@th consecutive !ear, endin$

)*(( "ith B.) ercent of the G.S. market, u from 5 ercent Fust a fe" !ears



PIn Latin America, Nissan &nished )*(( "ith (* ercent market share for the

&rst time, u *. oints from the rior !ear

Nissan values safety* comfort

The ;orld ?ealth Or$ani>ation 9;?O: recentl! sounded the alarm over ho"

road accidents are claimin$ millions of lives ever! !ear. %or vehicle #u!ers, this

is reall! alarmin$. ?o"ever, the chances of increasin$ oneKs safet! #ehind the

"heel can #e achieved siml! #! choosin$ the ri$ht vehicle.

%or Nissan Motor 2hiliines Inc. 9NM2I:, safet! and comfort are no<

comromise issues.

T"o of its #estsellin$ vehicles, the Q<TRAIL and the Sentra, have surassed the

tou$h aan Ne" Car Assessment 2ro$ram 9NCA2: for crash safet! and each

earned a &ve<star ratin$.

The NCA2 ratin$ measures crash rotection in three maFor collision oints7

frontal, side and rear.



transferred to a vehicleKs assen$er. Moreover, the ri$id assen$er ca#in

surrounds occuants "ith a shield of steel further addin$ rotection.

6rakin$ S!stem

Aside from havin$ a &ve<star safet! ratin$ from NCA2, the Q<TRAIL and the to

variants of the Sentra have a #rakin$ s!stem "ith <"heel discs, e-uied "ith

Anti<Lock 6rake S!stem 9A6S: "ith /lectronic 6rake %orce Distri#ution 9/6D:

and 6rake Assist 96A: features.

/6D and 6A ma@imi>es the use of #rake force #! distri#utin$ #rake o"er

"here it is needed. On the other hand, 6A takes the stress out the ri$ht foot #!

e-uali>in$ edal ressure in all drivin$ conditions.

On to of that, the four<"heel drive version of the Q<Trail features an

electronicall!<controlled coulin$ that reacts faster to the need for tor-ue than

conventional h!draulic 9viscous coulin$: s!stems.

1no"n as All<Mode %our ;heel Drive, the s!stem o4ers a choice of t"o<"heel



It also makes for a safer sort utilit! vehicle 9SGJ:, since losin$ traction durin$

the most $ruelin$ drivin$ conditions can invite dan$er.

Like"ise, the Sentra and the Q<Trail have as standard e-uiment front and rear

seat#elts. On to of that, the Q<TRAIL and the Sentra (B*8T have front

seat#elts "ith retensioners and load limiters.

;ith the Q<TRAIL and the Sentra settin$ the ace in assen$er safet!, NM2I

#elieves these "ill $ain more follo"ers in the 2hiliine market, eseciall! no"

that more eole are #ecomin$ more a"are a#out vehicle safet!.

Comforta#le Ride

The four<"heel full! indeendent susension "ith lon$ strokin$ shock a#sor#er

and a full susension travel on the Q<TRAIL makes eas! "ork of even the most

demandin$ terrain. On the other hand, the famous Mutli<Link 6eam Susension

of the Sentra rovides a &rm !et liant ride "ith a ti$ht race car<like handlin$.

Leather seats are common to the Q<TRAIL )*Q and the Sentra (B*8T. Cloth



All these features #rin$ one the eace of mind kno"in$ Fust ho" safe oneKs

vehicle is.

The o"er comes from inside.

This simle hrase familiar to ever! Nissan emlo!ee conve!s a o"erful truth.

An! coman! is onl! as stron$ as the eole "ho #rin$ it to life. Comanies do

not create roducts, deliver services or solve ro#lems eole do.

And the eole "ho "ork at Nissan are facin$ maFor evolutions that are

chan$in$ the $lo#al automotive industr! as "e kno" it toda!.

One trend is the shift in demo$rahics. The "orldKs oulation is e@andin$ at

a raid ace, from 5.+ #illion toda! to more than 3 #illion #! )**. More eole

"ill create the demand for more cars. Toda!, there are 5** million vehicles

"orld"ide #! )**, statistics sho" there ma! #e u to ). #illion vehicles.



The "orld is chan$in$, and Nissan is adatin$ "ith it. ;e are harnessin$ the

o"er thatKs inside Nissan to reare solutions that our customers "ill "ant

and value, no" and in the !ears to come. Solutions such as7

electric and fuel cell vehicles that are attractive, fun<to<drive cars "ith the

aealin$ #ene&t of >ero emissions

$lo#al entr! cars that make mo#ilit! more accessi#le and a4orda#le for all and

innovative technolo$ical advances that are $ood for the environment, enhance

safet!, imrove d!namic erformance or rovide $reater life<on<#oard

satisfaction.

Nissan has a clear vision for the future, and < "ith our Alliance artner, Renault



Carlos Ghosn

President and Chief Executive Officer

Seein' around a bend

Allen Chen, 2resident and C/O of Nissan Motors 2hiliines, Inc., entered the

coman! mid of )**+. ?e foresees the road ahead "ith emhasis on the ima$e

and stren$th of the #rand to carr! the coman!.

;e at Nissan Motors 2hiliines, Inc. have an a$$ressive vision for the lon$

run. It is to once more lead in the 2hiliine automotive industr!. This vision is

like a hu$e curve on the road, thou$h one cannot see #e!ond the #end, the

roer lannin$ and ade-uate information of the surroundin$s can e-ui one to



S!m#iosis of eole, vehicles and nature is the fundamental concet

underl!in$ automotive desi$n and en$ineerin$ at Nissan.

;e #elieve that the #asis of environmental rotection lies in strivin$ to

understand the environment #etter. In ever! facet of the coman!Ks activities,

Nissan #rin$s to #ear a shared concern for the environment and the /arth "ith

the aim of contri#utin$ to the further advancement of societ!.



The ultimate RD $oal is to incororate all of these erformance attri#utes into

all vehicles. In line "ith these o#Fectives, Nissan intends to continue to develo

technolo$ies hi$hl! #ene&cial to the environment and imlement them steadil!

in the coman!Ks roducts at rices readil! a4orda#le to customers in the

comin$ !ears.

Nissan otor Global +ision



Nissan West'ate Alaban' !orporate +ision

o become the )acesetter Nissan *ealershi' in the )hili''ines by

'roviding High (tandards of +uality (ales% After,(ales and -ustomer

(atisfaction



Nissan West'ate Alaban' !orporate ission

Establish a Nissan *ealershi' that would 'rovide the Best +uality (ales%

After,(ales% and -ustomer (atisfaction

Analysis of +ision,ission Statements

Accordin$ to %red R. David, an or$ani>ation achieves a hei$htened sense of

urose "hen strate$ists, mana$ers, and emlo!ees develo and communicate a

clear #usiness vision and mission. Drucker further sa!s that develoin$ a clear

#usiness vision and mission is the &rst resonsi#ilit! of strate$ists.U

;ell<desi$ned vision and mission statements are essential for formulatin$,

imlementin$, and evaluatin$ strate$!. A vision statement should ans"er the #asic

-uestion , ;hat do "e "ant to #ecomeU . A clear vision rovides the foundation

for develoin$ a comrehensive mission statement.



Anal!>in$ the domestic dealershi=s vision seems to #e a $ood statement since it

seci&call! reveals "hat it "ant to #ecome statin$ the urose and services the!

are commited of.

The &rm=s $lo#al mission seems to #e a $ood statement since it clearl! seci&es

the #usiness it is en$a$ed in and the services it can o4er and committed to.

?o"ever, follo"in$ %red David=s comonents of mission statement, it lacks &ve

comonents such as the Market, Concern for Survival, $ro"th and ro&ta#ilit!,

concern for u#lic ima$e, and concern for emlo!ees. Thou$h it reveals in their

Cororate 2hilosoh! the concern for emlo!ees, environment, shareholders, and

u#lic ima$e, the! "ere not mentioned in the Mission statement. Thus a revised

mission statement could #e 7

. Nissan 'rovides uni/ue% customer,driven and highly innovative

'roducts and services in the world% o'erating at the highest level of

ethics and focusing on exem'lary cor'orate governance and commited to

generating su'erior returns to our shareholders as well as enhancing the



highly bene1cial to the environment% commited to maximi2ing

shareholder3s return and striving to achieve maximum customer

satisfaction!0

External Audit

The urose of an e@ternal audit is to develo a &nite list of oortunities that

could #ene&t a &rm and threats that should #e avoided. It is not aimed at

develoin$ an e@haustive list of ever! ossi#le factor that could inHuence the

#usiness rather, it is aimed at identif!in$ ke! varia#les that o4er actiona#le

resonses. %irms should #e a#le to resond either o4ensivel! or defensivel! to

the factors #! formulatin$ strate$ies that take advanta$e of e@ternal

oortunities or that minimi>e the imact of otential threats. /@ternal forces

can #e divided into &ve #road cate$ories7 9(: economic forces, 9): social,

cultural, demo$rahic, and natural environment forces 9': olitical,

$overnmental, and le$al forces 9: technolo$ical forces and 9: cometitive

forces.



"ords, /conomic risk is the dan$er that the econom! could turn a$ainst !our

investment. The Countr! Risk Tier 9CRT: reHects A.M. 6est=s assessment of

three cate$ories of risk7 /conomic, 2olitical and %inancial S!stem Risk. A.M.

6est de&nes countr! risk as the risk that countr!<seci&c factors could

adversel! a4ect a #usiness enterrise a#ilit! to meet its &nancial o#li$ations.

The 2hiliines has hi$h levels of economic, olitical and &nancial s!stem risk.

A.M. 6est considers the maForit! of countries in Southeast Asia to #e

cate$ori>ed as CRT < ' or CRT < . The e@cetions are Jietnam, the sole CRT < ,

and Sin$aore the sole CRT <(.

In )**+, 2hilliines achieved a 8D2 $ro"th rate of +.' er cent, the hi$hest for

the countr! in '* !ears. This "as attri#uted to the ositive $ro"th in all

sectors of the econom!, eseciall! services and industries.

This imressive result continues the encoura$in$ and ositive trend of the ast

&ve !ears, and reHects the 2hiliines 8overnmentKs imressive e4orts on

& l t It h i t i d & l di i li d tl i d



Clearl! the most si$ni&cant challen$e is to continue to stren$then the

fundamentals of the econom! to ensure sustained hi$h $ro"th that "ill lead to

a sustained decline in overt!.

?o"ever on the Hi side, the econom! faces challen$es of imlementin$

essential olic! reforms articularl! in areas like ta@ administration, ta@

revenue collection, u#lic e@enditure mana$ement, #ud$et e@ecution and

transarenc!. The $lo#al meltdo"n "ould also ose a challen$e to 2hiliines

econom!.

On the e@enditure side, the continued rise in rices resulted in lo"er

consumer sendin$ at *.B ercent in )**3 from .( ercent a !ear a$o.

Social* !ultural* .emo'raphic and Natural Environmental -orces

Philippine Environment

The 2hiliines is an archiela$o comrisin$ some +,(** islands "ith a total

land area of almost '**,*** s-uare kilometres. Indonesia, Mala!sia and 6runei



commonl! soken lan$ua$e in the 2hiliines is %iliino, a lan$ua$e derived

from the Ta$alo$ lan$ua$e of central and southern Lu>on. /n$lish is also "idel!

soken, articularl! in ur#an areas.

There are some B+ ethnic lan$ua$es and dialects soken throu$hout the

2hiliines. The 2hiliines, desite some favoura#le social and economic

indicators, is !et to reach its economic otential. 8ro"th that has not #een

inclusive, and $ro"th that has #een stead! rather than d!namic over the ast

t"o decades has revented the 2hiliines from keein$ ace "ith man! of its

/ast Asian nei$h#ours in reducin$ overt!.

The 8overnment of the 2hiliinesK Midterm 2ro$ress Reort on the Millennium

Develoment 8oals 9MD8s: sho"s the countr! is on track to meet )*( tar$ets

on reducin$ child mortalit!, romotin$ $ender e-ualit!, com#atin$ ?IJAIDS,

malaria and other diseases, and increasin$ access to safe drinkin$ "ater and

sanitation. ?o"ever, the countr! needs to increase its e4orts to meet universal

rimar! education and maternal health $oals.



The 2oulation the 2hiliines is increasin$ at a raid race and has touched the

&$ures of (*(,B'',3'B as of ul! )*(( est. The a$e structure is '.5E from *<

( !ears 9male (+,333,)+3 and female (+, )B,**:, 5(.( E from (<5 !ears

9male '(,(*',35+ and female '(,*3+,)*':, and .'E from 5 !ears and over

9male (,B+5,B* and female ),+(,5 )*(( est:.

Total Number of Families, Family Income and Family Expenditure and Gini Coefficient:

2009 and 200

!elected Indicators 200 2009

"#ilippines

N!m9er of fami#ies 4in tho!sands5 3=,6-0 3,67'

$ini Coeffiient -.67- -.666

$t 2009 "rices

Tota# fami#y inome 4 in 9i##ion pesos5 0,--/ 0,-6

Tota# fami#y expendit!re 4in 9i##ion pesos5 ',7/3 0,'0:

Tota# fami#y sa"in%s 4in 9i##ion pesos5 667 7/7



$-era.e Income and Expenditure of Families by /e.ion, at 2000 "rices:

200 and 2009

%in t#ousand "#"

200 2009

/e.ion$-era.eIncome

$-era.eExpenditure

$-era.eIncome

$-era.eExpenditure

"#ilippines 3'7 3-= 3': 33-

NCR ''3 30 ''= 3:=

CAR 30= 3- 30/ 3-

I#oos 3-' : 33/ :6

Ca%ayan >a##ey 3- : 337 :-

Centra# L!;on 36= 3'= 30: 33:

Ca#a9ar;on 370 30/ 37 307

Mimaropa ' =- :- ==

8io# :' 3 :7 7

?estern >isayas := / :: :

Centra# >isayas 3-3 = 333 :'

Eastern >isayas :6 = : =

@am9oan%a Penins!#a :0 =0 =3

Northern Mindanao 3-' 6 : 0

Da"ao :/ ' :: 7

Sos(sar%en 7 =' :/ '

Cara%a / =0 =6

ARMM /3 7' /' 76



$-era.e $nnual Family Income and Expenditure by /e.ion

'9 to 200*

%in "#"

200*

/e.ion$-era.eIncome

$-era.eExpenditure

"#ilippines '1,000 '21,000

NCR '//,--- '3,---

CAR 37',--- 3'/,---

I#oos 3'6,--- 3-',---

Ca%ayan >a##ey 3'/,--- ::,---

Centra# L!;on 3/-,--- 30,---

Ca#a9ar;on 36,--- 37,---

Mimaropa 3-0,--- 6,---

8io# 3-:,--- :6,---

?estern >isayas 333,--- :,---

Centra# >isayas 3'3,--- 3-',---

Eastern >isayas 3-0,--- 6,---

@am9oan%a Penins!#a 3 :0,--- =7,---

Northern Mindanao 3-:,--- :3,---

Da"ao 33=,--- 3--,---

Sos(sar%en ' 330,--- 7,---

Cara%a :-,--- =,---

ARMM 0 0,--- /=,---

These si$ni&cant demo$rahic informations can #e ver! helful to e4ectivel!



Political* Governmental* and $e'al -orces

2olitical forecast can #e considered an imortant art of e@ternal audit.

Chan$es in 2atent la"s, antitrust le$islation,ta@ rates and lo##!in$ activities

can a4ect &rms si$ni&cantl!. The increasin$ $lo#al interdeendence amon$

economies, markets, $overnments, and or$ani>ations makes it imerative that

&rms consider the ossi#le imact of olitical varia#les on the formulation and

imlementation of cometitive strate$ies.

In the face of a deeenin$ $lo#al recession, countries "orld"ide are resortin$

to rotectionism to safe$uard their o"n industries, some are raisin$ tari4s on

most imorts and su#sidi>in$ its o"n e@@orts. In the 2hiliine Automotive

Industr!, in order to roduce vehicles in the 2hiliines, manufacturers must #e

reco$ni>ed as art of one of the Motor Jehicle Develoment 2ro$rams 9MJD2:,

to roduce either assen$er vehicles or commercial vehicles. To articiate in

either of these ro$rams, certain re-uirements must #e met, includin$ havin$ a

minimum of * ercent local arts content as "ell as meetin$ forei$n e@chan$e



!orporate Governance in the Philippines

Lon$ #efore the collase of /nron and ;orldCom, the 2hiliines had its o"n

share of cororate scandals like 6; Resources Cororation, "hose share rices

hit record hi$hs and then collased in (333. These scandals #rou$ht do"n the

stock market=s ima$e and "eakened rivate investor con&dence. The scandals

have their roots in mana$ement=s desire to roFect a false icture of

erformance, "ith the aim of drivin$ u the value of the cororation in a

cometitive $lo#al market.

Cororate $overnance is needed to make cororate mana$ements more

accounta#le, and their auditors more ri$orous. 6ut $ood $overnance re-uires

fair le$al frame"orks that should #e enforced imartiall!. In this countr!, the

2hiliine Securities and /@chan$e Commission 9S/C:, a rincial la!er in



Cororations "ho are $rantees of ermitslicenses and secondar! franchises

from the Commission.

2u#lic comanies and 6ranches or su#sidiaries of forei$n cororations

oeratin$ in the 2hiliines "hose securities are re$istered or listed.

Reort on the O#servance of Standards and Codes 9ROSC: assessment of

cororate $overnance in 2hiliines #enchmarks le$al and re$ulator!

frame"ork and ractice a$ainst the O/CD 2rinciles of Cororate 8overnance,

and focuses on listed comanies. It is an udate of the assessment that "as

carried out in )**(.

The re$ulators have undertaken si$ni&cant reforms "ith a vie" to

institutionali>in$ $ood cororate $overnance in the 2hiliines. Reform #e$an

in )*** "ith the assa$e of Securities Re$ulation Code 9SRC: or Reu#lic Act

9RA: No. B+33, "hich suerseded the Revised Securities Act of (3B). Amon$ its



The Anti<Mone! Launderin$ Act 9AMLA: of )**( "as another reform that "as

enacted to esta#lish and stren$then an anti< mone! launderin$ re$ime in the

countr!. Also a4ectin$ the caital market and the ractice of cororate

$overnance is the Revised Accountanc! La", "hich re$ulates the ractice of

accountanc! in the 2hiliines

Political ris/ in the Philippines

2olitical risks are movin$ hi$her as a result of ne$ative imact that risin$ rice

and other food rices are likel! to have on societ!. Althou$h corrution is a

maFor ro#lem in a num#er of Asian countries, it is more olitici>ed in the

2hiliines than in most.

The rise in food rices otentiall! oses an even #i$$er challen$e for the

$overnment than corrution scandals. It has lent! of e@erience fendin$ o4

alle$ations of $raft, #ut the need to resond to a $ro"in$ num#er of eole



• Re$ulator! cature W a$encies catured #! vested interests

• The "eakness of the electoral rocesses W rone to cheatin$ and

maniulation of results• D!nasties and traditional olitics• Armed conHict

• ;orsenin$ human ri$hts situation, articularl! e@tra<Fudicial killin$s of

Fournalists and activists of the left• Aath! or "ithdra"al from olitical en$a$ement eseciall! at the

national level.

Political %nitiatives

• /lectoral Reforms.

• Advocac! for ?uman Ri$hts

• Advocac! for 2eace and Develoment• Anti<Corrution Advocac!

Technolo'ical -orces

Raid imrovement and advancements in technolo$! imacts the automo#ile

industr! a $reat deal. It a4ects the manufacturin$, assem#lin$ and fur#ishin$

f #il N h l i l d h i



Consumers are the main tar$et "hich needs to #e understood and satis&ed in

the market. Their urchasin$ #ehavior "ill most likel! #e an imact a4ectin$ an

or$ani>ation in several unrecedented "a!s. It is imortant to understand their

mindset atterns of urchasin$ a famil! car, the #asic attern includes

a4orda#ilit!, fuel ecienc!, safet! and comfort $ivin$ the consumer a mood of

accetance and areciation. The main focus of the Nissan "ill #e the lo" level

car o"ners and lo" income consumers.

An imortant art of e@ternal audit is identif!in$ rival &rms and determinin$

their stren$ths, "eaknesses, caa#ilities, oortunities, threats, o#Fectives and

strate$ies.

;ith stron$ economic $ro"th and $overnment rela@ation on ta@es, several

comanies are emer$in$ to esta#lish their market osition. Nissan stands a

$ood chance of cometin$ "ith e@istin$ cometitors as several of Nissan

roducts are esta#lished in the market. Nissan "ill osition the ne" roduct

"ith customer<driven and hi$hl! innovative features such as attractive look<n<



to this are7 ne" model launches, a$$ressive &nancin$ o4ers from #anks and

remittances from overseas Fust to name a fe". This $ro"th, ho"ever is lo"er

than the e@ected $ro"th forecast 9#ut still "ithin the forecasted ran$e: due to

the disaster that haened in aan last March. 8iven this situation, CAM2I is

still otimistic that the industr! "ill #e a#le to ick u slo"l! and re$ain seed

in ul!. Some other factors to consider in the sudden di of sales are7 the risin$

inHation rate, forei$n e@chan$e Huctuations, availa#ilit! of fundin$ for #u!ers

9i.e remittances etc.:, and #usiness environment 9i.e the $eneral con&dence of

#usiness and consumer sectors:. There is de&nitel! a demand for the roducts.

It is Fust a matter of catchin$ u "ith the sul! to meet the demand

e@ectations.

• /arl! retirement of CAM2I 2resident /li>a#eth Lee cause for alarm. Cause

of dela! in oerations in GMC.

• Auto sales declined #! ).) ercent to ('B,*3) units in the &rst (* months

of the !ear from ((,)(B units a !ear a$o due to sul! disrution,



Amon$ the to three sellers, onl! Mitsu#ishi=s market share increased #! *.3

ercent from onl! (B.B ercent last !ear. To!ota and ?!undai on the other hand

lost identical *.) ercent #ecause of lo"er sales this !ear.

The (*<month sales erformance of assen$er cars, li$ht commercial vehicles

and #uses "ere all lo"er than last !ear=s level. In the assen$er car market,

sales of small cars "ere u due to continued stron$ sales of the To!ota Jios

and ?onda Cit! as "ell as the introduction of ne" models like the ?!undai

Accent and %ord %iesta. Sales of comact cars "ith en$ine dislacements

#et"een ('** and (5**cc "ere also u due to the ositive erformance of the

(5**cc To!ota Altis. In contrast, sales of t"o<liter comact cars "ere do"n #!

due to fuel ecienc! concerns. The Lancer /Q models continue to lead the t"o<

liter ?onda Civic and t"o<liter To!ota Altis.

• In the LCJ market, sales of most se$ments "ere do"n eseciall! the

mass<market vans, M2Js, AGJs and utilit! ca#s. %or SGJ=s, onl! sales of

the Mid<Si>ed @) ;a$ons "ere #etter mainl! due to the sustained sales



Car loans clim#ed in une as the local automotive industr!

continued ostin$ sales $ro"th amidst the erceived economic do"nturn. Data

from the central #ank sho"ed that automo#ile loans 9ALs: stood at 2+3.( #illion

as of end<une, '.' ercent hi$her than the loans e@tended for car urchases at

the end of the &rst -uarter. Automotive loans ratio to the #ankin$ industr!=s

total loan ortfolio died to '. ercent in une from '.' ercent in March. 6S2

data sho"ed that thrift #anks dominated the car loan dis#ursements as the!

accounted for B.( ercent of the auto loans in the second -uarter. Gniversal

and commercial #anks cornered *. ercent of the loans, "hile non<#ankin$

&nancial institutions carried (. ercent of the car loans.

The central #ank said soured car loans ratio a$ainst the total auto loans fell to

.( ercent in the second -uarter. Non<erformin$ car loans a$ainst the

#ankin$ industr!=s total non<erformin$ loans ortfolio stood at '.* ercent

from the &rst -uarter=s '.) ercent. Data from the Cham#er of Automotive

Manufacturers of the 2hiliines sho"ed that the local car industr! sold 5(,5





X Sul!7 Sul! of vehicles are startin$ to catch u to meet the rise in

demand.

X Ne" models7 A num#er of vehicle makes have launched and "ill like"ise #e

launchin$ N/; vehicles "ithin the !ear. Ne" models $ive #u!ers an arra! of

choices for their needs. A ro#ust and $eneral increase in vehicle sales like"ise

encoura$es the introduction of more ne" models in the countr!.

-om'etitor3s Highlights

*IAMON* MOO& -O&)O&AION is a remier automotive dealershi

"hich sells, markets and services the "hole line of Mitsu#ishi vehicles.

DMC oened its doors to the u#lic in Au$ust (353 as the national dealer of

%uso trucks. In (3+), DMC e@anded its market to assen$er cars after it "as

aointed as a direct franchisee of Chr!sler 2hiliines Cororation, "hich

eventuall! tied u "ith Mitsu#ishi Motors Cororation in aan.

As a ioneer Mitsu#ishi vehicle dealershi DMC $re" raidl! to #ecome a



To further reach "ider clientele in the

/astern Metro Manila area, DMC inau$urated t"o modern full<service

#ranches in (33( the &rst is located alon$ Yue>on Avenue, Yue>on Cit! and

the other alon$ Marcos ?i$h"a! in Cainta, Ri>al. 6oth full service centers are

located in the heart of the #usiness districts of these cities W the Yue>onAvenue #ranch is situated alon$ the automotive ro"U of Yue>on Cit! "hile

the Marcos ?i$h"a! #ranch stands ne@t to the vast Sta.Lucia and Ro#inson=s

commercial comle@ in the 2asi$<Marikina area.

In (33+, another full<service #ranch "as #uilt alon$ /. Rodri$ue> r. Avenue in

G$on$, 2asi$. This comle@ is located alon$ the ro$ressive C< ?i$h"a!

linkin$ the South and /astern art of Manila

To #rin$ the services of the Coman! !et closer to its customers, DMC ut u

the Diamond Service Satellite Center 9DSSC: in %airvie", Yue>on Cit! in

)***. DSSC is located is an u#eat residential and commercial area

#orderin$ the North of Manila and the rovince of 6ulacan.

%rom all these #usiness locations, DMC markets and services Mitsu#ishi

assen$er cars, li$ht commercial vehicles and even trucks and #uses.



moved to the ne"l! renovated DMC Marcos ?i$h"a! location "here the!

resentl! hold oce.

Toda!, Diamond Motor Cororation oerates &ve full service Mitsu#ishi

outlets in Metro Manila. All outlets had #een refur#ished to kee attuned to

the ever increasin$ demand of the automotive #u!ers for modern, "ell<

e-uied sales and service facilities run #! a team of d!namic and dedicated

eole trained in addressin$ ever! need and ever! "ish of all its lo!al

customers.

To this da!, .iamond otor !orporation romises to #e true to its

commitment of deliverin$ onl! the #est -ualit! service !ou have #een

accustomed to.

1I5T0/C> 5)T%5)1T%0N %5 (0< J*

P)I$"S"P)2

"3% ISSI"N

To market, sell and provide after sales services for the complete line of

/it bi hi hi l % th it f ll i thi b i f ll



!"%P"%ATE %ESP"NSIBI$IT2

;/1 continues to improve its business facilities and has remained innovative

in its focus on customer satisfaction and quality management. %t continues to

initiate programs designed to streamline operations and improve on

customer service capabilities. <y putting the customer !rst, the 1ompany

has achieved a high level of customer retention despite the erratic business

environment. Thus, through the years, the ;/1 has consistently positioned

itself as the countryKs pioneering automotive dealership group. The track

record and the staying power of the dealerships can attest to its continuous

commitment to provide superior service to all its customers.

DIAMOND AGTO

8ROG2 O% COM2ANI/S

?ead Oce7 Marcos ?i$h"a! corner MRR Street, 6r$!. San Isidro, Cainta

Ri>al (3**

Trunklines7 5<*'*3 5+<3*B 5<((3' 5<**3'

.iamond Greenhills Inc4*:+ C;5) , /andaluyong 1ity *DD$

The ne"est Mitsu#ishi outlet of the Diamond

8rou, Diamond 8reenhills Inc "as inau$urated

November 6, $*$. It #oasts of full servicecaa#ilities in line "ith Mitsu#ishi Motors

2hiliines Cor.=s latest #rand ima$in$ and its



One of the ioneer full service Mitsu#ishi Service

Outlets, Diamond Motor YA sits in the automotive

ro" of Yue>on Avenue and Araneta Avenue.

Recentl! u$raded, DMC YA o"ns a roud

tradition of service e@cellence and once "as

re$arded as amon$ the to Mitsu#ishi Service

Centers in Asia. The facilties and e-uiment

u$rade onl! #ode "ell in the carr!in$ on of this

e@cellent service tradition.

Located in Yue>on Avenue #! the Yue>on Ave WAraneta underass, DMC YA is a haven for the

lo!al Mitsu#ishi clients of Yue>on Cit! and near#!

Manila.

.iamond arcos )i'h#ay Inc4

/arcos Lighway cor. />> 5t., ;ela Pa4, 1ainta, >i4al *+$$ Ma The other of the ioneer Mitsu#ishi Service

outlets for the Diamond Auto 8rou, Diamond

Marcos ?i$h"a! Inc., is situated in the heart of a

ro$ressive commercial district in the 2asi$<

Cainta<Marikina area. A reciient of the

/itsubishi ;ealer70utlet of the &ear for $$*,

DM?I rides itself "ith an e@cellent sales and

service erformance trul! #e&ttin$ its status as aremier automotive dealer.

http://www.diamond-motor.com.ph/index.php/#diamondmarcos

http://www.diamond-motor.com.ph/index.php/#diamondmarcos



8rou.

Located in /. Rodri$ue> Ave, 6o. G$on$ in 2asi$, it

fronts Lanu>a Street in Jalle Jerde and services

Mitsu#ishi clients in 2asi$, Ta$ui$, Mandalu!on$and Yue>on Cit!.

.iamond Satellite Service !enter -airvie#;on /ariano )ve. 1or. Pesetas 5t., North airview, 9ue4on 1ity ***

To #rin$ its services closer to its clients, the

Diamond Auto 8rou ut the Diamond SatelliteService Center in %airvie", Yue>on Cit!. This %ull

service satellite center #oasts of u to standard

Mitsu#ishi sales and service caa#ilities in a

nei$h#ourhood settin$.

Located in Don Mariano Ave in North %airvie",

Yue>on Cit!, DSSC services the needs of itsclients in %airvie", Novaliches and the near#!

to"ns and municialities of 6ulacan.

!aleb otor !orp4 Na'a !ity>oxas )venue ;iversion >oad, 1oncepcion Pequena, Naga 1ity ==$$

The Diamond Auto 8rou=s fora! into e@ansion

outside the Metroolis has !ielded t"o e@cellent

full service outlets in the South of Lu>on. Cale#

Motor Cor In Na$a Cit! no" o4ers the eole of



The $$* /itsubishi ;ealer 0utlet of the &ear ,

a#e> Motor Cor. in Cavite has roven that

e@cellent service ma! onl! come from a "ell

trained, "ell focused team of asirin$

individuals. Throu$h the !ears, MC has

outerformed itself !ear after !ear and has

earned the reutation as one of the stron$est

Mitsu#ishi dealershis outside Metro Manila.

Located In /milio A$uinaldo Avenue Dasmarinas

Cavite, a#e> services the Mitsu#ishi faithful in

Cavite, La$una and 6atan$as.

SE%+I!E

This is !our $uide to Mitsu#ishi Motors Service 2lus 2eriodic MaintenanceSchedule or 2MS. It "ill indicate the t!e of service classi&cation that "ill #e

done on !our vehicle at certain kilometer readin$s. ;e have enumerated the

t!e of "ork that "ill #e done to !our vehicle ever!time !ou #rin$ it for a

eriodic check u. It is hi$hl! recommended that !ou #rin$ !our vehicle

re$ularl! to our authori>ed servicin$ dealers for a eriodic check u to

ensure that the roer "ork re-uired is done. Coml!in$ "ith the re$ular

eriodic check u is more economical in the lon$ run and revents earl!#reakdo"n, there#! e@tendin$ the life of !our vehicle. This is "hat "e call

Mitsu#ishi Service 2lus.



R/8GLAR

(*,***

'*,****,***+*,***3*,***

?/AJ0

)*,***

*,*** 5*,*** B*,***(**,***

2lease #e reminded that failure to avail of the seci&ed eriodic maintenance

as erformed #! an! Authori>ed Mitsu#ishi Service Center and non<usa$e of

Mitsu#ishi 8enuine 2roducts could adversel! a4ect the erformance, safet!and dura#ilit! of !our vehicle and ma! render void the "arrant! covera$e.

T"2"TA A$ABANG IN!4, the fourth dealer to #e aointed #! To!ota Motor

2hiliines Cororation, "as or$ani>ed on March (, (3B3 #! a $rou of

#usinessmen rofessionals headed #! Cesar T. Lee. After identif!in$ the

aroriate site for its facilities, To!ota Ala#an$ comleted construction of its

sho"room, arts "arehouse, oce service facilities in a ,*** s-uare

meter lot "ithin a record time of 3* da!s. ;ith his #usiness acumen, To!otaAla#an$ turned into a success almost immediatel! and e@anded its facilities

to a total land area of four hectares after the &rst four !ears of oeration.



ena#led Toyota Alaban' to develo a reuta#le name in the market, "hich

#ecome s!non!mous "ith e@cetional -ualit!, value and relia#ilit!.

MISSION STAT/M/NT

To be the No! $ oyota dealer in the )hili''ines, ?e shall build, operate

and maintain an integrated service establishment manned by a highly

motivated, competent and professional company team so as to provide Total

1ustomer 5atisfaction.

JISION STAT/M/NT*. To ensure customer, with prompt delivery of quality cars, genuine parts

and accessories and service.

. To provide Team /embers with an environment that will make everyone

strive for teamwork, provide continuous professional and personal growth

and foster sense of responsibility, discipline and mutual security.

6. To develop and maintain a mutually bene!cial and harmonious business

relationship with the suppliers.

=. To give our shareholders optimum returns on investments, create

opportunities for growth and ensure organi4ational stability.

D. To let the community participate in sustained e8orts to uplift the quality

of life starting with our immediate environment consistent with our social

responsibility



Engines

/n$ine technolo$! is one of To!otaKs $reatest assets. To!otaKs a"ard<"innin$en$ine ran$e reHects the hi$h desi$n and -ualit! standards set #! its

en$ineers. All To!ota en$ines are develoed for erformance and

resonsiveness "ith a #i$ focus on reducin$ emissions and savin$ fuel. So

toda! To!ota can ass on these #ene&ts to customers "ith7

< Advanced varia#le valve technolo$! JJT<i and JJTL<i etrol en$ines

< Common<rail D<D tur#o diesels < no" availa#le "ith D<CAT on the Avensis

< To!otaKs uni-ue ?!#rid S!ner$! DriveZ o"er train.

(afety

Safet! is a to riorit! for To!ota7 Advanced steerin$, #rakin$, susension

and traction control technolo$ies hel kee !ou on the road and out of

trou#le. In addition, ever! ne" To!ota model is carefull! desi$ned to

ma@imise safet!, usin$ comuter simulations and real<life crash tests. The

#od! and chassis are #uilt to a#sor# imact and rovide ma@imum occuant

rotection, "hilst SRS air#a$s in lace in case of a collision.

Toyota !aptures 9th !onsecutive Triple !ro#n

To!ota Motor 2hiliines 9TM2: &nished )*(* stron$ "ith !ear<end sales of 5,B units caturin$ ''.+E market share. TM2 has once a$ain roven its

stance as the No. ( automotive coman! in the countr! after ostin$ the



erformance in )*(*, "ith our locall! manufactured Jios and Innova models

as the countr!=s to<sellin$ vehicles,U 8oto added.

In the 2C Cate$or!, To!ota catured '.E share "ith )(,*') units sold.

Leadin$ the stron$ 2C line<u are the Jios, Camr! and the Ne" Corolla Altismodels, "hich rei$ned sureme in their resective se$ments. To!ota also

maintained leadershi in the CJ cate$or! "ith ',B)' units sold, cornerin$

').BE of Total CJ market.

TM2 sees )*(( as another $ro"th !ear for the industr!. ;e remain

con&dent that the market "ill continue to ost ositive $ro"th. ;hile )*(*=s

market erformance is e@cetional due to the success of the nationalelections and sillover demand of ur#an Hoodin$, "e forecast the market to

$o #ack to its normal course this !ear. %or To!ota=s art, "e "ould like to

e@tend our heartfelt areciation to our customers for their continued

atrona$e to To!ota, to "hom "e o"e all these achievements. In return, "e

shall continue to enhance our oerations to rovide innovative roducts and

outstandin$ service to our customers "ho have made and "ill kee us No. (

all these !ears,U concluded 8oto.

To!ota Motor 2hiliines Cororation 9TM2: #elieves that a coman!=s

stren$th lies in it=s eole, and that its $reatest assets are its Team

Mem#ers. %rom the time a Team Mem#er is hired in TM2, he #e$ins a Fourne!.

A Team Mem#er is al"a!s a "ork in ro$ress.

As the Team Mem#er ac-uires essential skills for his "ork, he is also e@osedto other trainin$ ro$rams that "ould make him a hi$hl!<skilled, cometent

"orker, and a "ell<develoed individual. 2ersonalit! develoment courses



distri#ution, &nance, administration, human resources, and ever! other

activit! in the Coman!, includin$ trimmin$ the hed$es. It is $rounded on

the 2DCA c!cleVlan, do, check, actVand is ossi#le onl! "ith a "ell<

trained, motivated, and emo"ered "ork force that is a#le to endlessl! ask

over and over "hat can #e done to lo"er costs, raise -ualit!, $et results

faster, and satisf! the customer more ecientl!.

Resect for 2eole comes from understandin$ that the Coman! has man!

stakeholdersVsuliers, dealers, shareholders, customers and emlo!eesV

"ho are interdeendent. All sectors "ant to thrive, and so must #e

resonsi#le for each other. Reco$ni>in$ that "e have mutual interests, "e

"ork to$ether in an atmoshere of fairness, oenness and trust, marked #!

sincere communication. ;e therefore $ive the hi$hest riorit! to eole,

articularl! our Team Mem#ers, and their needs, concerns, develoment and

sustenance.

"ur ission

Driven #! the "ill to serve, "e here#! commit ourselves7 To dominate ourmarkets throu$h d!namic sellin$ and timel! deliver! of attractive roducts,

"ith e@cellent customer service and continuous roduct imrovement. To

roduce vehicles and comonents of outstandin$ -ualit!, usin$ advanced

technolo$!, continuousl! imrovin$ methods and environment<friendl!

rocesses "hile maintainin$ safe "orkin$ conditions. To sustain Coman!

ro&ta#ilit!, sta#ilit!, roductivit! and $ro"th #! ecientl! en$a$in$ in

e4ective &nancial and resource mana$ement for the collective $ain of the To!ota %amil! and the societ! "e serve. To sustain Team Mem#ers= morale

and roductivit! #! develoin$ their full otential and total "ell<#ein$ and



activit!. The s!stem encoura$es ersonal initiative and re"ards the

individual "ith Fo# satisfaction.

$EAN : 53A$IT2 P%".3!TI"N

T2S is characteri>ed #! the ust<in<time 9IT: hilosoh!, "hich shortens

roduction lead<time and makes the total s!stem as ecient as it is He@i#le.

IT refers to the roduction and conve!ance of onl! "hat is needed, onl!

"hen it is needed, and onl! in the -uantit! needed. Imlementation of IT

results in hi$her roductivit!, lean inventories and oeratin$ savin$s.

To!ota Motor Cororation 9TMC: is a to ten %ortune 8lo#al **[ enterrise,

and ranks amon$ the "orld=s leadin$ $lo#al cororations. To!ota is one of

the "orldKs lar$est automo#ile manufacturers, sellin$ +. million models

annuall!\ on all &ve continents. To!ota is roud to #e one of the most

admired car makers of all time] , an achievement the coman! #elieves

stems from its dedication to customer satisfaction. Like man! enterrises

that have made their mark in histor!, To!ota has #een shaed #! a uni-ue

set of values and rinciles that have their roots in the coman!=s formative!ears in aan.

The To!ota stor! #e$ins in the late (3th centur!, "hen Sakichi To!oda

invented aan=s &rst o"er loom, "hich "as to revolutionise the countr!=s

te@tile industr!. In anuar! (3(B, Sakichi founded the To!oda Sinnin$ and

;eavin$ Coman!, and "ith the hel of his son, 1iichiro To!oda, he ful&lled

his lifelon$ dream of #uildin$ an automatic loom in(3). T"o !ears later, he esta#lished To!oda

Automatic Loom ;orks.



( As u#lished in the ul! )**' edition of %ortune ma$a>ine

) Includin$ ?ino and Daihatsu #rands

' As u#lished in the %e#ruar! )**' edition of %ortune ma$a>ine

?onda is a aan<#ased car coman!. It is kno"n for the roduction of cars and motorc!cles. Its most "ell kno"n cars are the Civic and the Accord.

The Tok!o<#ased ?onda Motor Coman! #uilds cars, vehicle arts, scooters

and motorc!cles in aan and (5 other countries. The multinational coman!

also has lants to manufacture ro#ots, trucks, Fet en$ines and electrical

comonents. ?onda oerates &ve lants in aan (' in the G.S. si@ in

2akistan three in the 2hiliines t"o each in 6ra>il, Mala!sia, India and



aerosace "ith the esta#lishment of 8/ ?onda Aero /n$ines in )** and the

?onda ?A<)* ?onda et, scheduled to #e release in )*().

?onda Cars Manila 9?CMA: "as esta#lished in Otis, 2aco, Manila on March,

(33+ "herein Sales has started its oeration after the comletion of its

sho"room "hile the service #e$an oeration on Novem#er of the same !ear.

A franchised dealershi, ?CMA is en$a$ed in the sale of ?onda automo#iles

and arts as "ell as the service, maintenance, reair and #od! #uildin$,

rimaril! of ?onda vehicles. ?CMA is a mem#er of the 0uchen$co 8rou of

Comanies "hich counts Ri>al Commercial 6ankin$ Cororation, RC6C

Savin$s 6ank, Mala!an Insurance 8rou, 8reat 2aci&c Life Insurance 8rou

and ?ouse of Investment 8rou as the rimar! mem#ers.

Sta4ed #! mano"er comlement resentl! (' stron$, ?CMA has

consistentl! #een amon$ the to ?onda dealershi in unit Sales since (333

and the ?onda dealershi that has achieved the rescri#ed tar$et of unit

sales amon$st the ( dealershi in the countr!. It also amon$ the reco$ni>ed

leaders in service volume, arts sales and customer satisfaction inde@ W a



To provide a fair return to our stakeholders, a

continuing career for our associates and achieve J*

dealership in the country.

%ord Motor Coman! is focused on creatin$ a stron$ #usiness that #uilds

$reat roducts that contri#ute to a #etter "orld.





asiration to #e amon$ the most resected, admired, and trusted comanies

in the "orld.

.earborn otors ;-ord Alaban'

6ord -om'any Milestones

une (5, (3*'< ?enr! %ord and eleven 9((: investors si$ned the Articles of

Incororation for the Coman!. %ord started as chief en$ineer, then later, as

resident.

Octo#er (, (3*B< %ord introduces the Model T 9destined to #e one of the

"orld=s most oular cars:

March 3, (3')< %ord #uilds its &rst JB vehicle.

March (, (3(< %ord #uilds its &rst $eneral urose 982 or Fee: vehicle for

GS militar! at Rou$e lant.

Decem#er '(, (3BB< ;orld"ide earnin$s reached an all time hi$h of .'6<

hi$hest to date for an! automotive coman!.

%e#ruar! )B, (33*< %ord ac-uires a$uar Cars for ).6

Aril )3, (33< %ord ac-uires (**E of ?ert> Cororation, "orld=s lar$est car

rental coman!.

March (, (333<%ord enters into a de&nite a$reement "ith A6 Jolvo for the

urchase of Jolvo=s "orld"ide assen$er car #usiness for a rice of 5.6

Setem#er (+ (333< %ORD 2?ILI22IN/S inau$urates its lant at 8reen&eld



<T" B3I$. !"PETENT AN. PASSI"NATE TEAS=

/ver!one should #e a team la!er. The need to constantl! coordinate "ith

other team la!ers is al"a!s resent. 6uildin$ cometent and assionate

teams is a continuous rocess so the coman! ma! reali>e the need fortrainin$s in order to im#i#e this attitude to ever!one. The vision of the

coman! "ill #e achieve #! havin$ cometent and assionate teams.

!"%E +A$3ES

8OD and %AMIL0

The coman! #elieves in uttin$ 8od and %amil! &rst in ever!thin$ that itaims to achieve, all its endeavours and actions are attri#uted for ?is $reater

8lor! and the reservation of %amil! values.

A!!"3NTABI$IT2

The coman! is accounta#le to all its o"ners and stockholders #! "a! of

ensurin$ #usiness $ro"th and ro&ta#ilit!. It is committed to its emlo!ees#! ensurin$ that their "elfare is "ell taken cared for. The coman! like"ise

e@ects from their emlo!ees to erform and accomlish their resective

resonsi#ilities accordin$ to or #e!ond e@ectations and for each to take

o"nershi of all their actions the! conduct themselves as resonsi#le

emlo!ees of the coman!.

INTEG%IT2 Gtmost inte$rit! is e@ected of all its emlo!ees re$ardless of rank, osition

or aliation at all times All mem#ers of the Dear#orn famil! must al"a!s



E%IT"!%A!2

The coman! #elieves that all emlo!ees have the ri$ht to the fruits of their

la#or. As such reco$nition and re"ard have #een #ased on the emlo!ee=s

level of roductivit!, "ork attitude and resultin$ outut.

B"A%. "- .I%E!T"%S

%rancisco C. /i>mendi, r. 9Chairman:

Ma@imo %.O. 6orromeo 92resident Dealer 2rincial:

Isidro 6enite>

Rene 6enite>

avier . Calero

oel S. %errer

Rodolfo 6. ?errera

!ompetitive Analysis> Porter0s -ive,-orces odel

%ivalry amon' competin' 1rms

Throu$h the information $athered, "e can clearl! see that there is intense



Potential .evelopment of Substitute Products

The otential develoment of su#stitute roducts can #e considered Medium

since there is a roliferation of Motorc!cles and 6ic!cles "hich can #e

considered su#stitutes. The roducers of these su#stitute roducts tar$etedthe lo" and middle income earners #! rovidin$ cometitive ricin$, eas!

and He@i#le &nancin$ scheme and re-uire less documents in #u!in$ the item.

Also, "e can consider the continuous lans, imrovements, and e@ansion of

the Countr!=s 2u#lic transortations s!stem such as the LRT,MRT, 2GJ, Ta@i,

as "ell as car rentals and Airline comanies.

Bar'ainin' Po#er of Suppliers

Automo#ile Industr! di4ers in Sul! chain s!stem. This is one of the factors

"hich can #e considered a si$ni&cant contri#utor to the success of the

coman!. Strate$ic sourcin$ of ra" materials and esta#lishin$ lon$<term

artnershi "ith suliers can rovide e4ective strate$! to roduce #est

-ualit! roducts, imrove rocesses and s!stems that "ill $ain customers,

thus $eneratin$ and enhancin$ lon$<term ro&ta#ilit! of the coman!.

Bar'ainin' Po#er of !onsumers

The intensit! of rivalr! amon$ cometin$ &rms tends to increase as the

num#er of cometitors increases, as cometitors #ecome more e-ual in si>e

and caa#ilit!, as demand for the industr!=s roducts declines, and as rice

cuttin$ #ecomes common. %or automo#ile Industr!, customers can #e

considered as the life and #lood of their #usiness. ;ith the resence of

Internet, consumers can easil! comare or canvass rices in di4erent

t #il d l i th t h th #ilit t it h # d il



Industry97) million9

Toyota otor Philippines

!orp4

Nissan otor

Philippines Inc4

.earborn otors

Inc4 Gross%evenue

(?*9@94 *(4 *4

Net Sales

(?*(CD4 *(4 *9@@4Net IncomeF$oss

C*4 FCC4

H(4

-ixed Assets

DD4 H9?4 (?4!urrentAssets

(*(4 *@@4 H4

Total Assets

D*D94 C*CDH4 D?4Short,Term$oans *(D@4 CC4

!urrent$iabilities ?*H@?4 *@94 @4$on',term.ebt

@H4

Total$iabilities

9*9@H4 *@??4 @HC4

Stoc/holders&Euity

D*?@(4 ???4 (H4

%etainedEarnin's

(*C?D4 F*(?4

H4

5ourceQ <usiness ?orld, $*$7$**



FJ D@4 94@ @94.ebt,Euity%atio FJ

H4? ?4 ?4

Net !ash

*D@(4 F994

FH4

5ourceQ <usiness ?orld, $*$7$**

Global 6inancial Highlights

FINANCIAL HIGHLIGHTS

Sales 117.90 Bil

FUNDAMENTAL DATA

'ross Margin

S)ares *tstan+ing

Mar-et a/



Reene&S)are 232,0.,,

!arnings&S)are 1.02

Boo- ale&S)are 9.41

$ii+en+ Rate 0.2,

$ii+en+ 5iel+ 2.6,

Pa#ot Ratio 2,.00%

REVENUE - QUARTERLY RESULTS (INMILLIONS)

FY

(03/12)

FY

(03/11)

FY

(03/10)

1st

tr

263086 2,3688 183980

2n 2836(7 283429 423(9(

QTR. OVER QTR. EPS GROWTH RATE

FY (03/12) FY (03/11) FY (03/10)

1st

tr

178 % 220 % 9, %

2 16 % 6 % 160 %



EARNINGS PER SHARE - QUARTERLY RESULTS YR. OVER YR.EPS GROWTH RATE

FY (03/12) FY (03/11) FY (03/10)

1st

tr

:22 % 740 % :1(1 %

(r+

0.2, 0.24 0.172n+

tr

:( % 900 % :92 %

(r+

tr

4 % 41 % (1 %

4t)

tr

1,6 % :10 % 109 %

FY

(03/12)

FY

(03/11)

FY

(03/10)

1st

tr

0.2, 0.(2 =0.0,>

2n+

tr

0.29 0.(0 0.0(



IN$<SR5?

GROWTH RATES COMPANY INDUSTRY S!P "00

Sales =tr s #ear ago "tr> 1,.( N 8.8

Net Income =5$ s 5$> N N N

Net Income =tr s #ear ago "tr> 144.8 N 2(.,

Sales =,:5ear nnal g.> :2.11 N 8.18

Net Income =,:5ear nnal g.> :,.82 N 8.26





$ii+en+s =,:5ear nnal g.> :10.07 N ,.(8

• ;inancial +ata in <S$

IN$<SR5?

PRICE RATIOS COMPANY INDUSTRY S!P "00

rrent P&! Ratio 9.2 N 18.7

P&! Ratio ,:5ear @ig) 1 N 128

P&! Ratio ,:5ear Ao 0 N (.7

Price&Sales Ratio 0.(6 N 2.16

Price&Boo- ale 1 N 20.74

Price&as) ;lo Ratio (.6 N 11.8


I

IN$<SR5?

PROFIT MARGINS COMPANY INDUSTRY S!P "00

'ross Margin 17.(9 N (9.,6

Pre:a Margin ,.6( N 17.8,

Net Profit Margin 4.02 N 1(.1(





,5r 'ross Margin =,:5ear g.> 18.6 N (9.8

,5r Pre a Margin =,:5ear g.> (.8 N 1,.9

,5r Net Profit Margin =,:5ear g.> 2.( N 11.4

IN$<SR5?

FINANCIAL CONDITION COMPANY INDUSTRY S!P "00

$et&!"it# Ratio 1.22 N (.4(

rrent Ratio 1.6 N 1.4

ic- Ratio 1.( N 0.9

Interest oerage N N (1.7

Aeerage Ratio (., N 7.9

Boo- ale&S)are 9.41 N 27.,9


IN$<SR5?

INVESTMENT RETURNS COMPANY INDUSTRY S!P "00

Retrn *n !"it# 11.21 N 27.,2





Retrn *n ssets (., N 8.7

Retrn *n a/ital 6 N 11.6

Retrn *n !"it# =,:5ear g.> 6.( N 24.6

Retrn *n ssets =,:5ear g.> 1.9 N 8.1

Retrn *n a/ital =,:5ear g.> (.( N 11


IN$<SR5?

MANAGEMENT EFFICIENCY COMPANY INDUSTRY S!P "00

Income&!m/lo#ee N N 1(7379(

Reene&!m/lo#ee N N 1.11 Mil

Receiale rnoer 2.6 N 1,.,

Inentor# rnoer 7.8 N 12.7

sset rnoer 0.9 N 0.8

•

;inancial +ata in <S$

INDUSTRY:



AVG PRICE/ PRICE/ NET PROFIT MARGIN



P/E SALES #OO$ ()

(

#OO$

VALU

E

SHAR

E

DE#T/

EQUIT

Y

RETURN ON

EQUITY

()

RETURN ON

ASSETS

()

INTEREST

COVERAGE

0(&1

2

9.44 1.22 10.8 (.1 1,.9

0(&1

1

8.8, 1.(9 10.8 ( 16.(

0(&1

0

8.(, 1., 1.6 0.4 8.2

0(&0

9

8.11 1.81 :8.9 :2.( :7



#OO$

VALU

E

SHAR

E

DE#T/

EQUIT

Y

RETURN ON

EQUITY

()

RETURN ON

ASSETS

()

INTEREST

COVERAGE

0(&0

8

10.82 1.(, 1(.8 4 19.7

0(&0

7

10.8, 1.44 1( (.7 22

0(&0

6

9.47 1.,6 16.8 4., (0.(

0(&0

,

7.6 1.6 20.8 ,.2 28.8

0(&0

4

6.21 1.,( 24.9 6.4 27.7



#OO$

VALU

E

SHAR

E

DE#T/

EQUIT

Y

RETURN ON

EQUITY

()

RETURN ON

ASSETS

()

INTEREST

COVERAGE

0(&0

(

,.46 1.61 27.4 6.7 26.(


INCOME STATEMENT: 10-YEAR SUMMARY

DAT

E SALES E#IT

DEPRECIATIO

N

TOTAL

NET

INCOME EPS

TA%

RATE

()

0(&1

2

118.27

Bil

6.6, Bil 7.10 Bil 4.29 Bil 1.0( 28.60

0(&1 110.28 6.04 Bil 7.78 Bil 4.01 Bil 0.96 27.,0

TOTAL TA%



DAT

E SALES E#IT

DEPRECIATIO

N

NET

INCOME EPS

RATE

()

1 Bil

0(&1

0

94.49 Bil 1.78 Bil 8.12 Bil ,(2.84 Mil 0.1( 64.60

0(&0

9

106.0,

Bil

:2.7,

Bil

9.(9 Bil :2.94 Bil :

0.72

0.00

0(&0

8

1(6.06

Bil

9.6, Bil 10.21 Bil 6.06 Bil 1.48 (4.20

0(&0

7

1(1.,9

Bil

8.77 Bil 9.77 Bil ,.79 Bil 1.40 (0.40

0(&0

6

118.,1

Bil

10.17

Bil

8.(0 Bil 6.,1 Bil 1.,8 (1.40

0(&0

,

107.80

Bil

9.97 Bil 6.66 Bil 6.44 Bil 1.,6 (2.,0

0(&04

9(.(9 Bil 9.26 Bil ,.80 Bil 6.(( Bil 1.,2 29.70

0(&0

(

8,.84 Bil 8.7( Bil 4.67 Bil 6.22 Bil 1.47 28.60





Income Statement

9 ?

Perio+ !n+ $ate *''()*() *''()*(( *''()*(* *''()**3 *''()**B

Perio+ Aengt) () Months () Months () Months () Months () Months

Stmt Sorce Tanshin 0uho 0uho 0uho 0uho

Stmt Sorce $ate *(()*() *5'*)*(( *5'*)*(* *5))**3 *5)5)**B

Stmt </+ate #/e Gdated Gdated Gdated Gdated Gdated

Reene 3,*3,*)5.* B,++',*3'.* +,(+,)++.* B,'5,3+.* (*,B),)'B.*

*t)er Reene3 otal *.* *.* *.* *.* *.*

T&' R*+*,* 9*@9*H4 ?*DDC*9C4 D*(D*DD4 ?*@CH*9D@4 *?@*C?4

ost of Reene3 otal +,++),B').* +,(,(**.* 5,(5,)(3.* +,((B,B5).* B,*+,'3B.*G& P&' *HCH*9@4 *HD*99C4 *CD*(?4 *C?*4 *@H*?@4

Selling&'eneral&+ministratie!/enses3 otal

(,*'5,'B5.* (,*(+,BB*.* 3B+,3'3.* (,'+(,(3.* (,),+*'.*

Researc) C $eelo/ment *.* *.* *.* *.* *.*

$e/reciation&mortiDation ',353.* 5),55.* +(,(*.* B,(.* B','*+.*

Interest !/ense =Income>3 Net*/erating

*.* *.* *.* *.* *.*



*/erating

<nsal !/ense =Income> )',(35.* +,'B.* +,)((.* 3+,+3.* B*,5B.*

*t)er */erating !/enses3 otal *.* *.* *.* *.* *.*

O*', I,4&5* (*H@C4 @H*994 CH*C9?4 -23"6718.0 D*CH4

Interest Income =!/ense>3 NetNon:*/erating

*.* *.* *.* *.* *.*

'ain =Aoss> on Sale of ssets 5,+3).* (,*+.* 5,**.* (,').* +B,(.*

*t)er3 Net :1(38,0.0 :1,3162.0 :18324(.0 :273(7,.0 :24374(.0

I,4&5* #*&* T9 (9*C94 @?*@4 @*H4 -21:6771.0 DHD*9(?4

Income a : otal ((,*5.* ('),()+.* 3(,*.* '5,3'B.* )5),+*B.*

I,4&5* A'* T9 CDD*?C4 C@?*@4 (*?4 -2""670;.0 ((*(4

Minorit# Interest :(63(90.0 :28379(.0 :73690.0 )),***.* :223989.0

!"it# In ffiliates *.* *.* *.* *.* *.*

<.S. 'P +Estment *.* *.* *.* *.* *.*

N*' I,4&5* #*&* E9'.I'*5

C@*@CC4 C9*4 @*C94 -233670;.0 @?*H4

otal !traor+inar# Items *.* *.* *.* *.* *.*

N*' I,4&5* C@*@CC4 C9*4 @*C94 -233670;.0 @?*H4

otal +Estments to NetIncome

*.* *.* *.* *.* *.*

Basic Feig)te+ erage S)ares ,(B*.+5 ,(+.3B ,*+.5 ,*+'.)' ,*3.(

Basic !PS !cl+ing B(.5+ +5. (*. :,7.(8 ((+.+5

!traor+inar# Items

B i !PS I l +i B( 5+ +5 (* ,7 (8 ((+ +5



Basic !PS Incl+ing!traor+inar# Items

B(.5+ +5. (*. :,7.(8 ((+.+5

$ilte+ Feig)te+ erageS)ares

,(B*.+5 ,(+.3B ,*+.5 ,*+'.)' ,(*).''

$ilte+ !PS !cl+ing

!tror+inar# Items

B(.5+ +5. (*. :,7.(8 ((+.5

$ilte+ !PS Incl+ing!traor+inar# Items

B(.5+ +5. (*. :,7.(8 ((+.5

$ii+en+s /er S)are : ommonStoc- Primar# Isse

*.* *.* *.* *.* *.*

$ii+en+s /er S)are : ommonStoc- Isse 2

*.* *.* *.* *.* *.*

'ross $ii+en+s : ommon

Stoc-

B',+5.* (,B'B.* *.* ,B*+.* (5','**.*

Interest !/ense3 S//lemental '),B3).* )B,'+.* )B,33.* '',+3B.* '5,((B.*

$e/reciation3 S//lemental 3,3).* 5(),B3.* 5'3,3)B.* +*,'35.* B*,)B.*

NormaliDe+ !BI$ (,((*,B).* (,(5,(+.* 3+,+B.* 5*B,353.* (,5*),B)'.*

NormaliDe+ !BI ,B'3.* '+,5+.* '((,5*3.* :1(73921.0 +3*,B'*.*

NormaliDe+ Income Before a *,3B.* 5,*B.* )(+,*B.* :16,3806.0 +++,*.*

NormaliDe+ Income fter aes '3,+B).B '3+,'B'.3' (*(,)B. :2193008.8, (,*+5.))

NormaliDe+ Income ailale toommon

'B,'3).B '5B,3*.3' 3',3. :1973008.8, 3(,*B+.))

Basic NormaliDe+ !PS B.+) BB.)5 )).3+ :48.(7 ((3.3(

$ilte+ NormaliDe+ !PS B.+) BB.)5 )).3+ :48.(7 ((3.+(

mortiDation of c"isition ost ,)(.* ,+B5.* 5,))(.* 5,3.* +,5.*

mortiDation of Intangiles *.* *.* *.* *.* *.*


ales in Millions =!ce/t for /er s)are items>




#,* T<*= In+str#

;inancial statements are /re/are+ in t)is stan+ar+ format to allo +irect com/arisons of all com/anies an+ in+stries across mlti/le time

frames.

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References7

%red R David, Strate$ic Mana$ement 7 Concets and Cases, (' th /dition )*()

6usiness;orld To (*** cororations in the 2hiliines , )*((

htt7""".nissan<$lo#al.com/NCOM2AN0R/CRGIT

htt7""".scri#d.comdoc(3()Nissan<Marketin$<2lan`outera$e'

htt7""".nissan.com.hcor"force.html

htt7""".tradechakra.comeconom!hiliinesautomo#ile<industr!<in<hiliines<).h

htt7"""[email protected]$rahicsro&le.html

htt7""".nsc#.$ov.hsecstatdincome.as

htt7#usiness.in-uirer.net)(((auto<industr!<sees<3<$ro"th

http://www.nissan-global.com/EN/COMPANY/RECRUIT/

http://www.scribd.com/doc/19445142/Nissan-Marketing-Plan#outer_page_3

http://www.nissan.com.ph/corp_wforce.html

http://www.tradechakra.com/economy/philippines/automobile-industry-in-philippines-254.php

http://www.indexmundi.com/philippines/demographics_profile.html

http://www.nscb.gov.ph/secstat/d_income.asp

http://business.inquirer.net/42111/auto-industry-sees-9-growth

http://www.nissan-global.com/EN/COMPANY/RECRUIT/

http://www.scribd.com/doc/19445142/Nissan-Marketing-Plan#outer_page_3

http://www.nissan.com.ph/corp_wforce.html

http://www.tradechakra.com/economy/philippines/automobile-industry-in-philippines-254.php

http://www.indexmundi.com/philippines/demographics_profile.html

http://www.nscb.gov.ph/secstat/d_income.asp

http://business.inquirer.net/42111/auto-industry-sees-9-growth



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