Strategic planning 2013

Accomplishments: *Has just opened its 100 th branch *Plans to open 30 more branches in the coming year *8 new models yearly *75 branches for its 25 th year *Has just introduced new models *opening of 100 branches *More agents, 500 active agents per branch *Open its own assembly plant in Valenzuela *Open 10 new branches (32 branches) Accomplishments: *Has just opened its 100 th branch *Plans to open 30 more branches in the coming year *8 new models yearly *75 branches for its 25 th year *Has just introduced new models *opening of 100 branches *More agents, 500 active agents per branch *Open its own assembly plant in Valenzuela *Open 10 new branches (32 branches) *Introduce 6 new Hausmotors Model *Opens its 50 th branch *reopen its door to Japanese branded MC *Open its 1 st ever SP store *Ventured into 1 of a kind service facility *Has just exceeded targets by 50% *been awarded to be top 5 *Open its 100 th branch in Luzon *New branches in North Luzon *Online application, credit appraisal, payment system (full electronic system) *Open its spare parts and service Hub *1 st MC superstore in the country in Roxas City *100% collection from all its customers *has doubled its income revenue from 2013 *Now offers competitive interests and affordable loans w/ operations domestic and abroad *Partnership w/ 5 intl MC companies *Launch 5 MC *Open its 100 branch and employees its 1000 th employee *Introduce 6 new Hausmotors Model *Opens its 50 th branch *reopen its door to Japanese branded MC *Open its 1 st ever SP store *Ventured into 1 of a kind service facility *Has just exceeded targets by 50% *been awarded to be top 5 *Open its 100 th branch in Luzon *New branches in North Luzon *Online application, credit appraisal, payment system (full electronic system) *Open its spare parts and service Hub *1 st MC superstore in the country in Roxas City *100% collection from all its customers *has doubled its income revenue from 2013 *Now offers competitive interests and affordable loans w/ operations domestic and abroad *Partnership w/ 5 intl MC companies *Launch 5 MC *Open its 100 branch and employees its 1000 th employee Headlines: *Cyclehaus post 50% growth in sales *Launch its 75 th Hausmotor Model *Celebrates its 25 th year in motorcycle industry *Cyclehaus increase motorcycle sales *Cyclehaus companies regained its position as top 10 motorcycle dealer in the Philippines *Cyclehaus Rumaratsada! *Cyclehaus Hit its highest *50 branches and still growing *Were No. 1 *Cyclehaus No.1 MC distributor Headlines: *Cyclehaus post 50% growth in sales *Launch its 75 th Hausmotor Model *Celebrates its 25 th year in motorcycle industry *Cyclehaus increase motorcycle sales *Cyclehaus companies regained its position as top 10 motorcycle dealer in the Philippines *Cyclehaus Rumaratsada! *Cyclehaus Hit its highest *50 branches and still growing *Were No. 1 *Cyclehaus No.1 MC distributor

START *opening branches *identity (company) *focusing on collection ( efficiency) *product quality improvement *completing vacant positions *spare parts store *research and development *selling more *plugging money drains *being selfish *decisive *improve management *providing solutions to delinquent accounts *new Queen START *opening branches *identity (company) *focusing on collection ( efficiency) *product quality improvement *completing vacant positions *spare parts store *research and development *selling more *plugging money drains *being selfish *decisive *improve management *providing solutions to delinquent accounts *new Queen STOP *quick turnover of employees *selling sub standard products *paralysis and analysis *loose control *kabig (tolerating) *prolonged decisions STOP *quick turnover of employees *selling sub standard products *paralysis and analysis *loose control *kabig (tolerating) *prolonged decisions

Product Quality and Supply Issues Aftersales Availability of SP Serving of Warranties and Registrations Internal Controls Pilferage Employee/ HR Low retention rates Incompetence Inefficiency Competitor More Aggressive Low Financing Opening New Branches

Maximize service shop and improve inventory of SP/ SP collection Expand our product offering/ range/ market reach New brand, New MC, entirely different product New market, institutional sales Collection efficiency/ maximize small claims Internal- reporting

CI Matrix/ small claims Leaner organization Retail? Improvements in Internal Systems Wide distribution

Company Top 5 Priority List AFTERSALES PRODUCT COMPETITION HR INTERNAL SYSTEM 3rd 1st 2nd 5th 4th

INTERNAL SYSTEM Strengthened collection policy Company Identity Online Services Controls and systems Current and delinquent accounts Realistic targets & programs Plug Holes

HR Recruitment Retain current devt program Retain: maximize good employees Remove non performing employees

PRODUCT New Products Wider product selection Strict quality control and readily available parts

AFTER SALES Open spare parts & service store Free service program Increase SP product offering & availability

COMPETITION Target Different Customers (institutional (govt), different markets). Open new focused branches Different Product Offering (Parts and Service)

Division action items

CDO Personal Highlights 25 th Year Anniversary Open New Branches (more importantly, where?) What is our identity? How do we develop it to avoid confusion? Creating SP and Service facilities to support and fund more aspects of our operations We need to filter then hire the right people We need to focus and recover delinquent accounts We need to immediately plug money drains Because of tough competition, we need to find & target new markets Top 5 priorities are crucial for the year