Feu You and Me

Table of contents

EXECUTIVE SUMMARY

There are four (4) key success factors which are critical to the success of a regular law school industry.

These are :

  • 1) Good reputation of the school;
  • 2) High quality of instruction;
  • 3) Consistently high passing percentage of graduates in the bar examinations;
  • 4) Consistency of graduates making it to the top 10 in the bar examinations.

Currently, Far Eastern University Institute of Law (FEU-IL) has an average of 22. 4% passing percentage in the bar examinations in the last five years. Compared to leading law schools such as Ateneo de Manila University School of Law, University of the Philippines and San Beda College of Law (average passing percentage in the last five years is 89. 6%, 77. 37% and 84. 29% respectively), Far Eastern University definitely does not belong to one of the preferred law schools in the country. At present, FEU-IL has inadequate facilities and library collection.

It does not join in Law Debating Competitions and does not even have an official FEU-IL Journal which other leading law schools would normally have. However, FEU-IL has a dynamic and proactive Dean who has strong linkages with Law schools in the Philippines. This distinct competitive advantage can be utilized in order to make the Marketing Plan an effective and successful one for purposes of 100% enforcement. Several marketing strategies were formulated for the FEU-IL. Some of these are as follows: ) Product Development Strategy = This includes enhancement of the Mission / Vision Statement of the FEU-IL, improvement of the facilities and library collection, enhancement of the IL curriculum which would eliminate the Socratic Method of teaching, involvement of faculty members in the syllabi construction and curriculum development for IL, creation of the FEU-IL journal, and conducting seminars for lawyers under the Mandatory Continuing Legal Education Program (MCLE) 2) Product Positioning Strategy = This includes the formation of the FEU-IL Debating Council, and the formation of the FEU-IL Website. ) Predatory Marketing Promotion Strategy = This distinct strategy involves campus visits by the Dean of the Institute of Law in cooperation with the Admissions and Placement Office. 4) Other advertising and PR blitz – This includes print advertisements and write-up showcasing the top graduates of Far Eastern University, distribution of flyers, TV guestings and other press releases. The marketing expense rate for 2006 (1. 72%) is considered within acceptable range. As a result, marketing plan will post a phenomenal growth rate of 46. 0% by SY 2006-2007. With the execution of this marketing plan, FEU-IL will become the preferred law school in the Philippines as it achieves the following in the year 2007: 1. Increase market share by 5%. 2. Reinforce the brand to aspiring lawyers through niche marketing. 3. Increase visibility in all legal fora. 4. Attract better quality students in order to raise the bar passing percentage of the school. 5. Increase profit by 10%.

CURRENT MARKETING SITUATION TYPE OF INDUSTRY:Regular Law School Industry

SIZE OF THE INDUSTRY:

This marketing plan will focus only on the regular law school industry in the NCR Region (such as Ateneo de Manila University (AdMU), University of the Philippines (UP), San Beda College (SBC), University of the East (UE), Lyceum University (Lyceum), Arellano University School of Law (AUSL), San Sebastian College (SSC), Manuel L. Quezon University (MLQU) and Far Eastern University (FEU). This excludes hybrid programs such as the JD-MBA program. Over the years, the number of law schools has steadily increased and recently, the Commission on Higher Education (CHED) reported that there are 104 law schools operating in the country.

The great majority of lawyers graduated from private law schools. Of the 59 law schools listed by the Supreme Court in 1999 in connection with the bar examinations for that year, only eight are state or public law schools. Of the eight state-supported schools, two are established by chartered cities, five are regional schools, and one national law school which is the UP College of Law. About 28 law schools are university-based. At least nine schools are run by Catholic religious orders. One law school forms part of a state university established for the Muslim community and maintains education in Islamic Law.

The Commission on Higher Education (CHED) supervises law schools in the country. Graduates earn a Bachelor of Laws (LL. B. ) or Juris Doctor (J. D. ) degree. The potential market would comprise fresh graduates, holders of MBA and PhD Degrees, doctors, nurses, accountants, engineers, architects and government officers STRUCTURE AND DYNAMICS OF THE INDUSTRY: Around 80% of the average law school population are working students who study at night being taught mostly by part time faculty, while the rest are enrolled in day or weekend classes.

Most Philippine law schools subscribe to the American law school teaching model. Law teaching was done through lectures. English is the medium of instruction. Class attendance is compulsory. The “modified Socratic method” in which questions and answers were generally derived from assigned texts and the case study system are the most widely used. A strategic weakness of the legal education in the Philippines is the part time character of the faculty. Law schools draw lecturers from the courts and law firms.

Pursuing their full time work in the Court of Appeals or Regional Trial Courts and in law offices, law teachers go to the law schools in the evening to lecture or hold classes, within the duration of their contracts. Moreover, hardly is there a full-time law dean. The only exception prevails in the U. P. College of Law which keeps a full-time dean and 20 full-time faculty members, in addition to 30 adjunct or non-regular professorial lecturers. The annual bar examinations is a rite of passage deemed locally to be the ultimate test of excellence for students and for law schools.

Each year, on four Sundays in September, around 4,000 law graduates take the bar examination. About 20% pass each year, or about 800 new lawyers. Applying this gauge, a little over 15% of law schools are performing above par. The Supreme Court is constitutionally vested with the exclusive power over admission into the bar. It exercises this power through the bar examinations, administered by the Court itself. By way of example, the Court, by identifying the subjects and the coverage of each subject, effectively tells the law schools what courses to offer and what laws to teach.

Tools that were utilized in order to assess the structure of the industry are: 1) Porter Framework – The ultimate function of this framework is to identify companies competing with each other and analyze the four factors affecting the competitive situation of the Regular Law School Industry (NCR) 2) Mckinsey Matrix – One of the tools used in order to analyze the competition. This matrix is composed of two parts such as the business position in the vertical analysis and market attractiveness in the horizontal axis. 3) Winner Analysis – It is used to analyze what makes a competitor a winner and a loser.

The FEU-IL will be evaluated based on the industry’s assessment of winners and losers. 4) Competitor Fact Sheet (Figure 4. 1)– contains comprehensive facts about the competitors in the regular law school industry. Detailed facts are presented such as: how old is the law school, size of enrollment, number of topnotchers for the last five (5) years, Average passing percentage for the last five (5) years, tuition fees, best features, professor-student ratio, and areas for improvement. PORTER FRAMEWORK [pic] REGULAR LAW SCHOOL INDUSTRY This framework establishes the market segments which the FEU-IL can tap (i. . New graduates and Entrepreneurs). There is also a need to be competitive on facilities and library collections as this affect the regular law school industry where FEU-IL belongs MCKINSEY MATRIX (Figure 6. 1) The matrix utilized two (2) components that determined the over-all performance of the regular law school industry, namely: Business Position and Market Attractiveness. The business position is based on the following criteria: 1. Revenues 2. Enrollment 3. Stability 4. Growth On the other hand the market attractiveness is based on the following criteria: 1.

Track Record 2. Reputation 3. Quality Instruction 4. Facilities 5. Reasonable tuition fees The matrix will indicate that UP, SBC and AdMU are leaders of the industry. However, UST and AUSL are beginning to make their marks in the industry. UST and AUSL have the potential of becoming the leaders in the industry. MLQU lags behind among the law schools mentioned. WINNER ANALYSIS (Figure 6. 3) In the Winner Analysis, you will see that FEU is considered a loser, having 3 out of 4 characteristics of a loser. THE STATE OF THE PHILIPPINE LEGAL EDUCATION

In a recent study, it was observed that schools that do well in the bar examinations “remain to be producers of higher percentage of passing rates and they share similar policies such as the rigid/screening process, maintenance of high level of academic performance in their law subjects, adoption of the quotient point index (QPI) to remain in the law school, hiring of deans with pro-active hands-on management style, and infusion of financial resources to the law library to better equip the faculty and students with the mass of the legal knowledge, data and materials to enhance their skills and aptitude in the field of law.

The study recommended that the law curriculum/program be improved and developed so as to produce competent world-class lawyers with proper sense of ethical values in exercising their profession. It is also stressed the need for new policy standards on the law program that will take into account several major developments in the field of law during the past decade and the trend towards globalization of the practice of the profession. THE USE OF TECHNOLOGY The Arellano University School of Law is the only law school in the Philippines with a comprehensive legal database and which is available for free on the internet.

Lex Libris, which is on subscription basis, and which provides practically the same data, is another Philippine database. Many of the younger law faculty in Metro Manila use computers to illustrate material in class through powerpoint presentations. They are likewise already transmitting syllabi and course materials to students over the Internet. Electronic casebooks and textbooks are now being marketed locally although they are not very popular among law students. No law school in the Philippines, as of this writing, has required students to own or bring computers.

KEY SUCCESS FACTORS

Considering the current external environment, the following constitutes the key success factors critical to the success of the industry: 1. Good reputation of the school 2. High quality of instruction 3. Consistently high passing percentage of graduates in the bar examinations. 4. Consistency of graduates making it to the top ten in the bar examinations.

OPPORTUNITY AND ISSUE ANALYSIS BRIEF HISTORY OF THE COMPANY

The FEU Institute of Law opened its doors in 1934, making it one of the older colleges of law in the country.

It prides itself as a pedigreed law school from whose ranks two other law schools located in the university belt were formed. The Institute is proud of its alumni whose accomplishments have honored their alma mater and the legal profession. These include two justices of the Supreme Court, a Secretary of Justice, several Justices of the Court of Appeals and Sandiganbayan, regional and municipal trial court judges and government prosecutors. In addition, many of its graduates now occupy positions of leadership in the community and play vital roles in legal practice, business and government service.

Also, the Institute has the unique distinction of having two Senate Presidents serve as Dean – Jovito Salonga from 1957-1961 and Neptali Gonzales from 1976-1986. In 2003, the Institute teamed-up with the De La Salle University Graduate School of Business to offer the JD-MBA program, the first graduate dual degree program in law and business administration. The dual degree program prepares students to approach problems from the perspectives of both a business executive and a lawyer.

This program is designed to provide students with the knowledge and skills necessary to excel in two interrelated disciplines and to understand the interrelationships between them. It has been the Institute’s consistent policy to provide quality legal education at an affordable cost. The Institute of Law endeavors to maintain its tradition of being a law school that remains a haven for the working but deserving class. VISION STATEMENT It has been the Institute’s consistent policy to provide quality legal education at an affordable cost.

The Institute of Law endeavors to maintain its tradition of being a law school that remains a haven for the working but deserving class. MISSION STATEMENT To complement the objectives of the legal education enumerated in Republic Act 7662, the Institute of Law is committed to pursue the following: • To impart to the law students a broad knowledge of law and its various fields, and of the role and functions of legal institutions; • To develop their legal research skills and to analyze, articulate and apply the aw effectively, as well as to enable them to gain a total approach to legal problems and issues • To prepare law students for advocacy, counseling and decision-making and imbue them with the ability to deal with legal problems; • To inculcate in them the ethics and responsibilities of the legal profession; • To train young men and women for the legal profession known for their technical competence, professional zeal and unblemished integrity. BUSINESS SYSTEMS MODEL a) Admission of students b)Processing of students [pic] [pic] The FEU-IL Business System Model describes the processing of human resources, particularly lawyers.

It has two components: 1) Admission of Students — Before a student is admitted in the FEU-IL program, he has to take an entrance examination. Once he passes the entrance examination, he becomes eligible to enroll in the FEU Institute of Law. 2) Processing of Students – Once a student becomes eligible to enroll at the FEU Institute of Law, he now enrolls the subjects which he is required to complete. All methods of instruction are done inside the classrooms with the Professors of Law supervising the students. Final grades will be given to the students through the professors of law at the end of every semester.

Upon completion of all the academic requirements, he now becomes eligible to take the Bar Examination administered by the Supreme Court. The graduate reviews for six months and once he passes the bar examinations, he is now admitted to the bar. It is important to take note of the business system model because this will be the blue print for making the marketing plan for the FEU-Institute of Law SWOT ANALYSIS A SWOT analysis is a tool in determining the company’s strengths and weaknesses, exploiting the different opportunities which the company might face and thinking of ways in order to ward off the possible threats that it may face.

It tends to present alternative courses of actions that will be the basis for the various marketing strategies that will be utilized for the marketing plan of FEU-IL. The strategies should address the following issues: • How can the company overcome its weaknesses to ward off the threats it faces? (WT Strategies) • How can the company utilize its strengths to ward off the threats it faces? (ST Strategies) • How can the company utilize its strengths to exploit the opportunities it faces? (SO Strategies) • How can the company overcome its weaknesses to exploit the opportunities it faces? (WO Strategies) |Opportunities (O) |Threats (T) | | |MRT |Bad pronouncements about lawyers | | |Good write-up about FEU |Many lawyers are dragged in scandals | | |TV guestings |High attrition rate in the bar examination | | | |High cost of living | |Strengths (S) |SO Strategies |ST Strategies | |Good location |Flyer Distribution at MRT (O1,S1, S3) |Print Ad showcasing top graduates of FEU-IL| |Reasonable fees |TV pluggings (O2, O3, S4) |(T1, T2, S3) |Good Instruction |Press releases of testimonials who |Intensive Review for the bar examinations | |Proactive dean |benefited from the reasonable tuition fees |(T3, S2, S3) | |Offers the MBA-JD Program in cooperation |(O2, O3, S2, S3) |Inviting bar lecturers and appointing them | |with the DLSU School of Graduate Studies |Conduct a Tamaraw Tour in chosen |as professorial chairs (S2, S3, T1, T2, T3)| | |universities and provide promotional CDs |Aggressive improvement of the physical | | |for give away (S4, O2, O3) |plant and library collection of the | | | |Institute (S4, T3) | | | | | |Weaknesses (W) |WO Strategies |WT Strategies | |Inadequate facilities |Full scholarship to honor graduates with |Creation of the FEU IL Journal containing | |Low passing percentage rate as compared to |stipend (W3, O2, O3) |the published works of the FEU-IL Faculty | |the leaders |Creation of the FEU Law Debating team to |with the latest legal updates and Supreme | |No topnotchers for the last five (5) years |prepare FEU-IL students to win in |Court Resolutions (T1, W4,) | |Current image: not a preferred law school |competitions (W2, W3, W4, W5, S3) | | |Inability to attract quality students |Creation of the FEU-IL Website containing | | |Support Staff service |the IL Curriculum, syllabi and other | | |Lack of financial resources |activities that are pertaining to the | | |Faculty unrest |Institute of Law (i. e. bar exam operations,| | |No fulltime Associate Dean |articles published by FEU-IL faculty, etc. )| | |Inadequate library collection |(W4, W14, O2) | |Absence of professorial chairs | | | |Problem in salary structure of faculty | | | |members | | | |Weak U-belt Consortium Bar Review | | | |Lack of published research colloquia within| | | |the Institute | | | |Faction in the IL Alumni Foundation and IL | | | |Management | | | STRATEGIC ISSUES 1) How will the Far Eastern University Institute of Law increase its market share? 2) How will Far Eastern University Institute of Law become the preferred law school in the Philippines? DISTINCT COMPETITIVE ADVANTAGE

FEU-IL has a pro-active, young and charismatic Dean who is elected President of the Association of Law Schools in the Philippines for three consecutive terms and who finished his Master of Laws at Harvard University, U. S. A. SUSTAINABLE COMPETITIVE ADVANTAGE The FEU — Institute of Law has produced a total of 74 topnotchers for the last 71 years of forefront in the law school industry. One of them is Artemio Panganiban, now the Supreme Court Justice of the Philippines, and Jose N. Nolledo, an author of various books in Commercial Law and Remedial Law. MARKETING GOALS / OBJECTIVES 1. Within 2007, FEU Institute of Law will increase market share by 5%. 2.

Reinforce the FEU Institute of Law brand to aspiring lawyers through niche marketing. 3. Within SY 2006-2007, the FEU Institute of Law will increase visibility in all legal fora. 4. Within 2007, FEU Institute of Law will be able to attract better quality students in order to raise the bar passing percentage of the school. 5. Within 2007, FEU Institute of Law will increase profit by 10%. MARKETING STRATEGIES I. PRODUCT DEVELOPMENT STRATEGY a. Enhancement of the Mission and Vision Statement of the FEU-IL The Vision and Mission Statement of FEU-IL should be improved and enhanced in order to achieve the above marketing goals. The following is the suggested Mission/Vision for FEU-IL: We are committed to produce lawyers equipped with globally relevant, competitive and real world skills. Our graduates are trained to be service-oriented to their clients but at the same time mindful of their social responsibilities to the community and their ethical duties towards the administration of justice. ” “Through our core values of teamwork, responsibility and integrity, we shall passionately dedicate ourselves to the development of the mind and spirit of our students by adequately preparing them to become committed and responsible citizens responding to the changing needs of the global community and ready to provide the required specialized legal services. ” b. Physical Plant:

There is a need to be aggressive in purchasing law books that will be utilized by students for their studies. The FEU Law Library must be physically equipped and ready for the acquisition and storage of new books that will be used as a tool for effective instruction. There is also a need to improve the physical plant of the Institute. Most of the law schools in the University belt area are now having sound proof rooms and sturdy chairs with AVR facilities. Some law schools have their own exclusive law building to accommodate more enrollees with state-of-the-art facilities. Today, there is no escape for the need of becoming globally competitive in terms of facilities and instruction.

It is also appropriate for the University to have an image of a technologically oriented institution with a view of providing quality but affordable legal education for the working class. c. Enhancement of the IL Curriculum: In a recent study of the Best Practices of Law Schools in the United States and United Kingdom, the following were noted: 1. A law school can best achieve excellence and have the most effective academic program when it possesses a clear mission, a plan to achieve that mission, and the capacity and willingness to measure its success or failure. Absent a defined mission and the identification of attendant student and institutional outcomes, a law school lacks focus and its curriculum becomes a collection of discrete activities without coherence.

If a school does not assess its performance, it can easily be deluded about its success, the effectiveness of its pedagogical methods, the relevance of the curriculum, and the value of its services to its constituencies. A law school that fails to assess student performance or its performance as an institution, or that uses the wrong measures in doing so, has no real evidence that it is achieving any goals and objectives. A law school that lacks evidence of achievement invites demands for accountability (Gregory Munro, Outcomes Assessment For Law Schools 3-4, Institute for Law Teaching 2000) 2. It is especially important for law schools to clearly articulate specific outcomes for their programs of instruction. 3. Law schools should be encouraged to coordinate their programs of instruction and to integrate the teaching of theory, doctrine and practice.

Legal educators should be discouraged in relying on the case method / Socratic dialog, to make problem-based learning the primary mode of instruction and to be more attentive to basic principles of effective education. 4. There is a need for law schools to employ teachers who are 100% committed to excellent teaching and to establish improved teacher development programs. 5. There must be a regular evaluation of the school’s program of instruction to determine whether its objectives are achieved effectively or efficiently. This can be done by soliciting and incorporating opinions from outside the academy, and gathering information from students about their needs and objectives. 6.

Best practices for delivering instruction are: 1) Coordinate the Program of Instruction; 2) Integrate the teaching of theory, doctrine and practice; 3) Employ basic principles of effective educational programs; 4) Encourage active learning and give prompt feedback; 5) Effective Time Management; 6) Use of technology. In this regard, it is suggested that the Institute of Law enforce the following in the enhancement of its Faculty Instruction: 1. The problem method (as opposed to the Socratic Method) should be used to achieve clear, appropriate objectives. It requires students to analyze and answer legal problems in context. Extensive research of the students is required.

If possible, cases and Supreme Court rulings should be assigned to facilitate legal problems in context. It is also advised that there must be integration of teaching theory, doctrine and practice. Exposure to real life situations (i. e. interviews or sponsored tours) should also be incorporated in each subject so that students will have to apply what they have learned in theory. 2. All subjects offered by the FEU-IL must have a syllabi in modular format, specifying the topics to be discussed with the objectives to be achieved every meeting. Activities every topic should be indicated to guide students on what is expected of them every meeting. 3.

Recruitment of efficient and effective teachers who are 100% committed to teaching is imperative. That is why a regular evaluation of quality of instruction of teachers should be done on a regular basis (i. e. monthly) to determine if effectiveness of the instruction is being done consistently and regularly. Feedback from students regarding their suggestions and concerns should be addressed immediately, favorable or unfavorable. 4. It is imperative that faculty members take part in the program development of the Institute’s curriculum. Committees should be formed among the faculty members in the Institute of Law to make faculty members involved in IL’s growth and development. 5.

In determining the placement of law graduates who newly passed the bar, continuous collection of data on educational outcomes will be used for the school to articulate how these educational outcome data is used to improve individual student and overall program performances. This can be done by soliciting and incorporating opinions from different employers outside the academy. 6. Strategic planning workshop is therefore imperative to achieve excellent quality of instruction. Participants will be the Dean of the Institute, the Associate Dean, chosen faculty of the Institute, the Supervisor and a Supreme Court Justice (if possible) to map out program of activities and wish list for the Institute of Law. d. FEU-IL Journal The formation of the FEU-IL Journal is an excellent tool for research and development and a good forum for IL faculty members to publish their works.

It is suggested that FEU-IL coordinate closely with the Office of Research and Development of Far Eastern University for the mechanics. e. MCLE Provider For your information, the Mandatory Continuing Legal Education (MCLE) is a requirement for all lawyers to comply. In this regard, all members of the bar are required to attend the MCLE seminars to be abreast of the new laws and procedures in the legal profession. Currently, some agencies and universities (i. e. UP College of Law, Arellano Law School, Integrated Bar of the Philippines) are already MCLE providers, giving seminars for the lawyers. As of this date, no agency or law school in the University Belt Area has become an MCLE provider. It is suggested that the FEU Institute of Law would apply as an MCLE provider.

To be an MCLE provider at an affordable fee will be a good promotion for the school, aside from the fact that it is a good source of funding for the FEU Institute of Law for the improvement of its facilities and physical plant. f. Administration of the FEU Institute of Law: A delineation of duties and responsibilities is now appropriate and forthcoming for the FEU Institute of Law with respect to its Dean and Associate Dean. The Associate Dean should now be directly in-charge in serving the needs of the students and faculty in the Institute of Law while the Dean is directly in-charge of networking and promoting FEU Institute of Law with other universities and colleges Managing the Curriculum, Instruction, faculty and students should be done by the Associate Dean.

Staff members should also be pro-active in walking the extra mile in giving excellent service, not only to students, but also to visiting prospective students. There should be series of training for the staff members of FEU-IL to prepare them for the SY 2005-2006. II. PRODUCT POSITIONING STRATEGY a. Formation of the FEU-IL Debating Council There must be an active Law Debating Council to compete with the different law schools within the country. The formation of an active Law Debating Council will expose the students to various debating competitions. With the aim of becoming No. 1 in debating competitions, it will help boost the image of the FEU Institute of Law across all law schools in the country.

The Oracle and Debating Council is the official debating council in Far Eastern University. It is suggested that the FEU Oracle and Debating Council should help in the formation of an active FEU Institute of Law Debating Council to help boost the FEU Institute of Law’s image in winning debate competitions. b. FEU-IL Website There must be a regular, effective and comprehensive FEU-IL Website that will show the Institute’s Vision, Curricula and syllabi of the different subjects. The Website is also a good tool for the Institute to make it as a forum for bar exam operations. III. PREDATORY MARKETING PROMOTION STRATEGY AGGRESSIVE ARTICULATION CAMPAIGN (TAMARAW CAMPUS TOUR)

Leading law schools in the industry do not engage in an aggressive articulation campaign since they are confident that there will have enrollees, considering their reputable image in the industry. Therefore, a flank attack is necessary to attack the weakness of these leading law schools. It is suggested that the Dean of the Institute of Law, in coordination with the Admissions, Placement Office, establish a strategy on how to go to different colleges and universities in the Metro Manila Area, and possibly in the provincial areas, to articulate the FEU Institute of Law. No dean in Metro Manila has done any aggressive articulation campaign by going to different universities and colleges.

It will be the first time in history that a dean will be doing school to school articulation on behalf of the FEU Institute of Law. In-campus entrance exams, in coordination with the Registrars of the universities involved, may also be conducted to further facilitate the admission of students who desire to take up Bachelor of Laws. That is why there is a need for a fulltime Associate Dean who should be the one in-charge of the management and administration of the FEU Institute of Law while the Dean is busy establishing network and doing articulation within the country. IV. ADVERTISING AND PR BLITZ The company will engage into the following advertising and promotion strategies: 1.

Print ads or write-up showcasing the top graduates of Far Eastern University (i. e. Justice Artemio Panganiban) 2. Distribution of flyers near the MRT UBelt station regarding the FEU-IL 3. Engage in TV guestings to give FEU-IL the opportunity plug its IL program. 4. Press release of testimonials of several FEU-LAW Alumni. 5. Distribution of brochures and promotional CDs during the Tamaraw Campus Tour CURRENT MARKET SEGMENTATION STRATEGY OF FEU-IL [pic] Proposed Segmentation Strategy for FEU-IL: Within 2008, the market segmentation will be composed of 90% Fulltime students and 10% Working professionals as hereto indicated: ACTION PROGRAM FOR SY 2005-2006

Sales Plan June – August 2005 |Activity |In-Charge |Target Date |Budget |Expected Output | |Printing of brochures |Associate Dean |June 1, 2005 |Printing |10,000 brochures printed | | | | |P4 x 10,000 = P40,000 | | |Training of Office Staff |Associate Dean |July 15, 2005 |Food |Trained office staff | | | | |P135 X 7 = P945. 0 | | |Printing of Flyers |Associate Dean |June 1, 2005 |P2 X 20,000 = P40,000 |20,000 flyers printed | |Promotional CDs |Associate Dean |August 1, 2005 |P25 X 200 = P5,000 |200 Promotional CDs for give| | | | | |away | |TAMARAW CAMPUS TOUR / |Dean / Admissions and |July 15, 2005-August|Transportation |Visited 45 schools | |Articulation , Metro |Placement Office |30, 2005 |P200 X 3 (schools)=P600 X 15 | | |Manila Area | | |days= P9,000. 00 | | |MCLE provider |Associate Dean |June 30, 2005 |Application fee =P2,000. 00 | | September – November |Activity |In-Charge |Target Date |Budget |Expected Output | |Printing of the FEU IL |Dean / Associate Dean / |October 15 |P45,000. 0 |Printed Journal | |Journal |Director for Research and| | |containing published | | |Development | | |works of faculty | | | | | |members of the FEU-IL, | | | | | |with up to date laws | | | | | |and Supreme Court | | | | | |rulings | |School Tour / Articulation |Dean / Admissions and |September 15- November|Transportation |Visited 45 schools | |, Metro Manila Area |Placement Office |15 |P200 X 3 (schools)=P600 X 15 | | | | | |days= P9,000. 0 | | |Information Dissemination |Dean |November 30, 2005 |Flyers |Printed flyers and | |for the MCLE Seminars | | |P4 x10,000 = P40,000 |posters for the MCLE | | | | |Posters |Seminars | | | | |P25 X 200 = P5,000 | | December 2005-February 2006 |Activity |In-Charge |Target Date |Budget |Expected Output | |School Tour / Dean / Admissions and |January 15-February |Transportation |Visited 15 schools | |Articulation, Provincial|Placement Office |28, 2006 |P400 X 3 (schools)=P1,200 X 5= | | |Area | | |P9,000. 00 | | |MCLE Seminar |Dean / Associate Dean |January, 2006 |Food |An MCLE accredited | | | | |P60 x 75 = P4,500 |seminar for the lawyers | | | | |Production of handouts | | | | | |100 pages x P2 x 75=P15,000. 0 | | March 2006-May 2006 |Activity |In-Charge |Target Date |Budget |Expected Output | |School Tour / |Dean / Admissions and |March 15, 2006-May |Transportation |Visited 15 schools | |Articulation, Provincial|Placement Office |15, 2006 |P400 X 3 (schools)=P1,200 X 5= | | |Area | | |P9,000. 00 | | |Printing of the FEU-IL |Associate Dean / Director |April 15, 2006 |P45,000. 0 |An informative journal | |Journal |for Research and | | |containing the latest | | |Development | | |laws, decisions of the | | | | | |Supreme Court and | | | | | |administrative bodies; and| | | | | |articles written by | | | | | |Faculty members of the | | | | | |FEU-IL | |Promotional CDs |Associate Dean |March 1, 2005 |P25 X 200 = P5,000 |200 Promotional CDs for | | | | | |give away | ADVERTISING PLAN June – August 2005 Activity |In-Charge |Target Date |Budget |Expected Output | |Production of posters |Associate Dean |August 15, 2005 |Printing |50 sets of printed posters | | | | |P20 x 50 = P1,000. 00 | | |Production of T-Shirts |Associate Dean |July 1, 2005 |Printing |50 shirts produced | | | | |P50 x 250 =P5,000. 00 | | March 2006-May 2006 Activity |In-Charge |Target Date |Budget |Expected Output | |AD regarding the FEU-IL |Dean |March 15, 2006- |Billboard = P30,000. 00 |-Billboard advertising the | |and its successful | | |Newspaper Ad (for |FEU-IL | |graduates or topnotchers | | |PDI)=P50,000. 00 |-printed advertisement of | | | | | |the FEU-IL | PR PLAN June – August 2005 Activity |In-Charge |Target Date |Budget |Expected Output | |TV Guesting |Dean |July 15, 2005 |Tranportation= P200 |Guested in a TV program to | | | | |Honorarium= P2,000 |give his legal opinion on an | | | | | |important issue; Plugged | | | | | |FEU-IL | September – November 2005 |Activity |In-Charge |Target Date |Budget |Expected Output | |Write-up in a newspaper |Dean |October 15, 2005 |Honorarium for the writer |Published article | |regarding testimonial of | | |P5,000. 0 |regarding the testimonial | |an FEU-IL Alumnus (PDI) | | | |of one of the successful | | | | | |FEU-IL Alumnus | |Write-up in a magazine |Dean |November 15, 2005 |Honorarium for the writer |Published article | |regarding one of the top | | |P5,000. 00 |regarding one of the top | |graduates in the FEU-IL | | | |graduates in the FEU-IL | December 2005-February 2006 |Activity |In-Charge |Target Date |Budget Expected Output | |TV Guesting |Dean |July 15, 2005 |Tranportation=P200 |Guested in a TV program | | | | |Honorarium=P2,000 |to give his legal opinion| | | | | |on an important issue; | | | | | |Plugged FEU-IL | FAR EASTERN UNIVERSITY INSTITUTE OF LAW FINANCIAL PROJECTION OF REVENUES AND EXPENSES FOR SY 2005-2006 a) Growth Rate | |Revenues |Increase (Decrease) |% | |SY2004-2005 |P14,063,233. 00 | | | |SY2005-2006 |P14,488,740. 0 |P 425,517. 00 | 3. 02 | |SY2006-2007 |P21,285,000. 00 |P6,796,260. 00 | 46. 90 | b) Marketing Expense Rate | |Revenue |Attributed Marketing Expense |Marketing Expense Rate | |SY 2005-2006 |P14,488,740. 00 |P267,124. 00 |1. 84% | |SY 2006-2007 |P21,285,000. 00 |P365,885. 00 |1. 72% | ) Revenue-Marketing Expense Ratio NR – OR ————————= 21,285,000. 00 – 14,488,740. 00 =P6,796,260. 00 NME-OME ————————————– —————– 365,885 – 267,124. 00 P98,760. 00 P68. 82 ** For every P1 spent on marketing expense, FEU-IL generates P68. 82 return. Thus, the marketing plan is deemed cost effective. The additional P98,760. 00 marketing budget can yield an incremental tuition revenue of P6,796,260. 00 (Note: The impact of a marketing budget can only be reflected in the succeeding schoolyear) RISK ASSESSMENT AND CONTROLS Predicted Problems to be encountered |Suggested Control Measure | |Marketing Budget might not be approved by top management |Always provide a justification for the approval of the marketing | | |budget | |Press releases may not be cost-effective |PR Company must submit copy of press releases for documentation | | |purposes. Press releases should be filed properly with all the | | |expenses allotted to it.

The papers should be placed under Public| | |Relations file with the indispensable back-up in case of | | |misplacement; | | |There must be proper recording and filing of all expenses | | |incurred. | |Students, Staff and Faculty members might not cooperate |Make the students, staff and faculty members appointed responsible| | |and accountable in certain tasks | |Desired outputs of the Marketing plan are not met. A regular post-evaluation per activity must be done to determine | | |the problems encountered and the solutions to be done in order to | | |arrest future problems; | |A scandal may erupt which could lead to tarnish the name of |The IL Dean, Associated Dean and Faculty should guide properly IL | |the FEU-IL |students and graduates | |Factionalism could affect marketing efforts |Infuse new blood. | A P P E N D I X ———————– Promotion of the school Substitutes Good income Entrepreneurship Managerial work Overseas work Student enrolls ee To be an esteemed professional Pursue other high income professions such as medicine, architecture, accountancy, engineering Professional Growth in legal practice Diploma / Certificate of Participation in Seminars sponsored by the IBP The need to pass the bar exams Enroll in Hybrid programs (MBA-JD Program) To go to law schools outside NCR Customers: • New graduates • Professionals • Entrepreneurs • Government employees 3-time flunkers in the Bar • exams • Transferees COMPETITORS SBC (Leader) UP (Leader) AdMU (Leader) FEU (Laggard); UST (Laggard) Lyceum (Laggard) SSC (Laggard) AUSL (Laggard) Suppliers: * Publishing Companies * E-learning resources * Office Equipment Distributors * Office Supplies Distributors * Furniture Distributors * Staffing * Law Professors New Entrant None Graduate reviews for the bar exams Student attends class and professor teaches, mentors and counsels student If prospective student passes, he enrolls Prospective student takes entrance exam Will student graduate? If no If yes Graduate fails bar exams Graduate is admitted to the bar. [pic]

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