DTI allows 17 business sectors to resume full operations

The government will allow operation at full capacity of business activities in 17 sectors, from mining and construction to film production and pet shops, in areas under general community quarantine (GCQ) as part of its efforts to rebuild the Philippine economy, the Department of Trade and Industry (DTI) announced on Friday.

In his Memorandum Circular No. 20-52, Trade Secretary Ramon Lopez said there was an increasing need “to provide stability for businesses, restimulate the economy amid the COVID-19 pandemic, and address the growing number of joblessness, poverty, and hunger incidence in the country.”

The new guidelines in the memo will take effect upon the circular’s publication and filing with the University of the Philippines Law Center.

“The DTI is authorized by the IATF (Inter-Agency Task Force for the Management of Emerging Infectious Diseases) to adjust operating capacity of businesses,” Lopez said, when asked whether the circular still needed approval.

100% workforce

Aside from mining and quarrying, those that will be allowed to operate with 100 percent of their workforce include financial services other than banks, such as money exchange, insurance, reinsurance and lending companies; legal and accounting; management consultancy; architecture and engineering; technical testing and analysis; scientific and research development; advertising and market research; computer programming, information services and related activities; and publishing and printing services.

In addition to government or construction projects also allowed were film, music and TV production; job recruitment for overseas; “other” services, such as photography, fashion, industrial, graphic and interior design; wholesale and retail trade of vehicles; repair of motor vehicles, including car wash; nonleisure activities in malls and commercial centers; and nonleisure wholesale and retail.

The last category covers hardware stores; clothing and accessories; bookstores and school and office supplies; infant care supplies; pet shops, pet food and pet care supplies; information technology, communications and electronic equipment; flower, jewelry, novelty, antique, perfume shops; toy stores except their playgrounds and amusement areas; music stores; art galleries (selling only); and firearms and ammunition trading.

Lopez said that based on regular monitoring activities conducted by the DTI, the businesses in the new list covered in his memo had not been allowed to fully operate under GCQ but were found “compliant with the minimum public health and safety protocols.”

The DTI also considered the Department of Health’s assessment that it now took longer for the number of COVID-19 cases to double in places under GCQ and that the rate that critical care facilities were being used had decreased.

The DTI will also allow barbershops and salons to operate up to 75-percent capacity but “subject to strict physical distancing.”

Dine-in services at restaurants and fast-food establishments are now allowed at more than 50 percent of capacity also with strict physical distancing.

Dine-in, delivery services

Dine-in as well as delivery services “shall be allowed to operate up to 24 hours a day, as far as practicable, to augment the additional operational requirements and serve the needs of the public, while enhancing income opportunities for workers,” Lopez said.

At the onset of the pandemic, the government, through the IATF, adopted guidelines that classified various industries based on the extent to which business establishments would be allowed to operate under varying grades of community quarantine—enhanced community quarantine (ECQ), modified ECQ, GCQ and modified GCQ.

The Omnibus Guidelines for the Implementation of Community Quarantine listed which industries—or subindustries in agriculture, manufacturing and services—would be allowed to operate at full capacity, partial capacity or not at all.

The industries or economic activities were prioritized and categorized based on whether their output was essential. Thus, establishments engaged in health services were allowed to operate fully even under ECQ. Others not considered essential, such as barbershops and salons, are allowed only partial operation even under GCQ.

The main consideration has been the risk of infection, not the number of people a business employs.

Read original article: https://inqm.news/huvi

$300,000 minimum investment approved

For Foreign retailers coming in.

Congress and the executive branch have agreed in principle to lower the minimum paid-up capital for foreign retailers to $300,000 and the minimum per store investment of $300,000 saying this would be attractive enough for foreign investors while protecting small Filipino retailers.

Marikina Representative Stella Quimbo, Board of Investments legal counsel Atty. Elyjean Portoza, and Philippine Competition Commissioner Johannes Bernabe agreed to amend the Retail Trade Liberalization Act of 2000 during a webinar organized by the American Chamber of Commerce of the Philippines.

Under the 20-year old law, the minimum paid-up capital requirement for foreign retailers was pegged at $2.5 million and the minimum investment per store at $830,000.

There have been various pending bills proposing to lower these threshold capital requirements to $200,000 and $150,000.

BOI Counsel Portoza cited the need to adopt the middle ground figures because local retailers are still faced with capability issues to face foreign competition.

Portoza said that having a uniformed $300,000 minimum paid-up requirement and minimum $300,000 investment per store would provide more consistency in its proposed amendments.

Local retailers are also challenged in balancing the production of high-quality goods and competitive pricing.

But setting high capital requirements might discourage the entry of new players in the market.

Nevertheless, she said that the amendments to the investment threshold will encourage the production of high-quality products at a competitive price

Liberalizing domestic retail is also expected to result in the increased flow of capital into the country as an opportunity that would provide them access to needed capital.

It will also promote sound business practices/technological transfers.

On the proposal to include retail e-commerce, the BOI said they have already adopted a policy requiring all those engaged in retail to secure board approval for them to be able to engage in retail online.

For the regulation of the e-commerce platform operator, which is not engaged in retail trade, should not be covered.

The BOI is of the opinion that the retail e-commerce platform operator could be covered by another legislation.

On the proposed review of the minimum paid requirement every 5 years, the BOI said this is just basically institutionalizing automatic review.

But BOI said it might be seen as a very short period and investors might look at it as an unstable policy because investment plans could take longer.

It could discourage investors from fear that policies may change while they are still in the research or implementation stage.

“By the time they are ready to invest there is a possibility, by reason of the provision of this review, rules will change,” she said.

Read original article: https://mb.com.ph/2020/09/12/300000-minimum-investment-approved/

Pandemic: The Big Equalizer

COVID-19 has unmistakenly affected global markets, forcing businesses to explore innovative solutions to overcome the  growing negative implications of this unprecedented crisis in what is now known as the new normal.

New Normal. New Psyche.

With products and industries identified as essential and non-essential at a time when the market is stricken with fear and anxiety, convenience and preference as purchase influencers have been overtaken  by immediate product availability and trustworthiness  in the realm of safety in the new normal.

  • Consumers have shifted from their brand of choice to what is available and on hand.
  • Customers are more cognizant of brand’s ability to be tenacious in upholding promise amidst the crisis.
  • Customers gravitate more towards brands that have walked the talk with visible safety and precautionary measures for their stakeholders. Over time, audience fatigue is observed on Covid advertising  without seeing any practical help or action.
  • Consumers are moving away from “consumerism,” focusing on service over product.

HEALTH IS PARAMOUNT

As with business and among individuals, health is both a concern and a priority.

While consumers stay within the safety perimeters of home and avoid crowds to protect themselves from contagion, businesses strive to be relevant at this time  to sustain operations.

As business models are reviewed and reinvented to be financially healthy in the new domesticated economy, there remains the greater concern for the well being of communities that needs to be addressed, an expected non-negotiable consumer requirement from all sectors even when the crisis has settled and restrictions are eased.

BEING ESSENTIAL

Unknown to many,  businesses such as supermarkets operating in the midst of a health scare  deal everyday with the inestimable difficulties of managing inventory, logistics and other operational concerns including  pandemic-related anxieties among frontline employees.

On top of all these and the daily risk of exposure, there are higher expectations from businesses  to have a greater sense of responsibility in matters of compliance to  governing ordinances and adherence to protocols in the upkeep of public welfare and safety.

The crisis has upended daily operations as we know in a high risk situation that make operations even more complex while enduring the pains to keep the business afloat and serve consumers best.

BECOMING ESSENTIAL

On the flip side, non essentials work doubly hard on innovating and reinventing themselves to prevent brands from fading into oblivion.  Becoming relevant has become mandatory at a time when the propensity to purchase among consumers  has not only become limited but very meticulous as well.

Branded apparel lines crossed-over from stylish fashion to much-needed PPEs  aligned with their image; others came up with signature face masks and shields that remained true to their brands’ lifestyle edge.  Liquor manufacturers produced sanitizers and disinfectants instead. Fast food chains made available bestselling products on the menu in supermarkets  to save precious inventory from being written off, and to be perceived as a brand that ’empathizes’ with its consumers at a time like this.

Essential or not, all businesses  struggle with challenges and continue to innovate in order to become relevant.  The impact on the economy is global, so tremendous that many folded up causing thousands their jobs, crushing hopes and dreams the world over.

If there is anything good this crisis has done, however, is that is has brought people together, unified opposing views, humbled humanity enough to recognize that no one can live alone, bridging differences to rise again.

hands-together

WHEN GIVING UP IS NOT AN OPTION

The situation spared no one  – shattering businesses large and small, confining millions to their homes, it has leveled the ground for both economy and society, leaving even the strongest vulnerable to its most destructive effect.

History shows that it is in crisis that the Filipino spirit triumphs.

It gives us pride to witness businesses collaborate and support the with government to help provide the needs of thousands displaced by the crisis.  Faceless corporations suddenly showed humanity, prioritizing  and providing people in their organization help in every way possible. Consumers patronized MSMEs and start-up entrepreneurs and local products. Even payment deadlines have been extended.

As some formats are forced to cease operations, business leaders back up the ones that remain in service.  Others reinvent and rebrand to continue employing thousands.  Rising above profits to people, essential businesses are reinforced with providing additional resources and support to cushion the impact on weaker businesses and keep the economy robust.

The unified efforts of the team are what bring success on the water. No matter how strong individual paddlers are, if a team doesn’t work together, the culture of trust and respect won’t be there and the team can’t go far.

COURSES MAY CHANGE, VISIONS REMAIN

We draw inspiration from some examples  of business leaders who were undaunted by the seeming hopelessness and helplessness of the economy during lockdown.  These are visionaries who instead of withdrawing, marched on ahead in full gear to conquer and succeed.

A retail tycoon courageously enlists his essential business for IPO when stocks are shaky. Instead of taking the hit from other crisis-affected businesses in his conglomerate, the leader tenaciously  reinforce his strongest weapon to counter adversity.

Another retail operator practiced transparency with his people, explaining the potential risk of closure brought by the effects of COVID-19.  Endeared, he got the full support  of his team on improving productivity.  Today, the stores  are   still fully-operational with not one less employee.

A leading local operator stands by the commitment to serve the community best.  Despite being embattled by difficulties surrounding the pandemic, genuine concern for the people and community thru efficient service take precedence over profitability.  Today, the brand remains endeared as one that would stand by its promise, making it stronger even in the face of giants.

The geese migration routes never vary, year after year, even when the flock members change.

In spring, they will always return to where they were born.

The lesson to learn here is to stay true to our core values and purpose.

Strategies, tactics, and products may change in order for an organization to remain agile, but great companies always stick to their core purpose and values, and preserve them with vigor.

WHEN THE WORST BRINGS OUT THE GOOD

A pandemic is a moment of tough choices. Decisions made now  will shape the fate  and define the future of millions.

How do we save people’s lives without destroying their livelihoods? Where do we allocate scarce resources? How do we  protect those who do not have the means to protect themselves? Should we let go of people to cut down on expense? World leaders, business owners, heads families all over the world are trying to find the balance between being sustainable and being helpful.

The choice is not about which business must remain; rather it is about how to become agile to sustain the weak and emerge together more resilient and united, leaving no one behind.

The  pandemic has proven that one law defies gravity.“We actually rise by lifting others. Others do not have to lose in order for you to win. Help others succeed, and we will be successful.”  – Francis Kong 

We want for every Business to be relevant, to thrive and rise above any challenge, and pivot to sustainable success. We are driven more than ever to work with you to make this happen.

Philippines bans
 single-use plastic 
in all government offices

MANILA, Philippines – Single-use plastics will now be banned in all government offices in the country, according to the Department of Environment and Natural Resources (DENR).

In a statement issued Monday, the DENR said the National Solid Waste Management Commission (NSWMC) has approved Resolution No. 1363, series of 2020, banning “unnecessary” single-use plastics.

It covers national government agencies, local government units, and all other government controlled-offices.

The resolution directs the DENR to “prepare and implement” the ban on single-use plastic products, including cups less than 0.2 millimeter in thickness, drinking straws, coffee stirrers, spoons, forks, and knives.

The ban also covers “labo” or thin and translucent plastic bags, and thin-filmed sando bags lower than 15 microns.

“The NSWMC resolution is a major step to curb the use of single-use plastic items that pollute our waterways, kill marine life and contribute to our country’s increasing solid waste,” Environment Secretary Roy Cimatu, who chairs the NSWMC, said.

The DENR will come up with specific guidelines for the implementation of the plastics ban, which forms part of the government’s “solid waste avoidance and minimization strategy,” according to Cimatu.

DENR Undersecretary for Solid Waste Management and LGUs Concerns Benny Antiporda, meanwhile, defended the NSWMC for initially including only eight single-use plastic items in the ban.

“It was the decision of the NSWMC to come up with a balanced judgment on the use of single-use plastics by taking into consideration that we can only ban those that have available alternatives,” said Antiporda, who is also the alternate NSWMC chair.

He cited Section 29 of Republic Act 9003 or the Ecological Solid Waste Management Act of 2000, which provides that “‘non-environmentally acceptable products shall not be prohibited unless the [NSWMC] first finds that there are alternatives which are available to consumers at no more than 10 percent greater cost than the disposable product.”

The NSWMC is an inter-agency body under the Office of the President mandated to oversee the implementation of solid waste management plans and prescribe policies to achieve the law’s objectives.

It is composed of the DENR, the Department of Agriculture, Department of the Interior and Local Government, Department of Public Works and Highways, Department of Science and Technology, and Department of Trade and Industry.

Its members also include the League of Cities of the Philippines, Metropolitan Manila Development Authority, Philippine Information Agency, Technical Education and Skills Development Authority, and representatives from the recycling and manufacturing/packaging sectors.

Read original article: https://www.untvweb.com/news/barangay-tanods-turn-over-philippine-cobra-found-in-vacant-lot-to-denr/

DTI: Safe to hold nationwide mall sale amid coronavirus outbreak

Metro Manila (CNN Philippines, February 19) — The nationwide shopping sale in the Philippines will push through in March despite safety concerns due to the coronavirus disease (COVID-19) outbreak, Trade Secretary Ramon Lopez said on Wednesday.

He said Health Secretary Francisco Duque III is working with the Tourism and Interior Departments to ensure the safety of the public in these populated areas, adding precautionary measures such as proper handwashing and cough etiquette should be practiced.

“These are practices that are really encouraged. Definitely we should be back to normalcy when we have to go out we have to do our regular business and encourage just to maintain the growth, momentum we have. We should not worry on the COVID-19. Precautionary measures lang ang kailangan (There’s no need to worry as long as we use precautionary measures),” he told CNN Philippines.

The Philippines is set to hold its first month-long nationwide shopping mall sale to attract local and foreign tourists to promote domestic tourism. This is seen to bring in revenue for businesses to help the tourism slump caused by the imposed travel ban and aviation fears.

“We basically just tried to attract more activities, more events at the malls and essentially to address the declining tourism revenues so instead of foreign tourism as you know is affected by the COVID 19, we’re promoting more domestic tourism,” Lopez said.

The Department of Tourism is mounting different activities to promote local tourism. It is working with the office of President Rodrigo Duterte to bring him to the country’s major islands.

In February alone, the country is expecting to lose P14.8 billion in tourism or a total of P42.9 billion in revenue if the travel ban on China, Hong Kong, and Macau lasts for three months.

Read original article: https://cnnphilippines.com/news/2020/2/19/Nationwide-mall-sale-coronavirus.html

Int’l retailers continue to flock to PHL

INTERNATIONAL RETAILERS continued to flock to the Philippines last year, eager to sate Filipinos’ appetite for new brands and restaurants, according to a report by the local unit of real estate services firm Cushman & Wakefield.

In its January report entitled “How Global Brands are Shaping the Metro Manila Retailer Landscape,” Cushman & Wakefield Phils., Inc. said 34 new foreign brands entered the country between January and November 2019. This brought to 102 the total number of international brands that have set up shop in the Philippines since 2017.
“One of the segments that are directly benefiting from the sustained growth of the Philippine economy is the retail sector. Evidently, amidst a slowdown in retail activities in other parts of the world, foreign retailers continue to venture and thrive in the local retail scene,” it said.
Most of the new brand entries are mid-tier food and beverage (F&B) retailers, Cushman & Wakefield noted.
Among these are American brands such as Shake Shack, Popeyes Louisiana Kitchen, and Panda Express, as well as Japan’s Menya Kokoro, FRNK, and Shari Shari Kakigori House. Taiwan’s The Alley, Hong Kong’s Hui Lau Shan, and Sri Lanka’s Ministry of Crab also recently set up shop in the country.
“With competition, reinforced by the advent of strong concepts… the food services market remains attractive to international brands attributable to the country’s ideal demographic make-up,” Cushman & Wakefield said.
Data from Cushman & Wakefield Research showed food and beverage brands accounted for 68% of new brands that entered the Philippines from January to November 2019, followed by clothing and apparel brands at 15%.
The Philippines has also attracted a growing number of Asian retailers, particularly from Japan (17 brands) and Singapore (12 brands).
“Asian brands are strengthening their grip in the food services industry as they focus on bringing F&B concepts in the market,” Cushman & Wakefield said.

MORE MALLS

International retailers are eager to take advantage of the Philippines’ continued economic growth, young population, growing middle class, improving ease of doing business and booming tourism, Cushman & Wakefield said.
Also, shopping mall space is projected to hit 9.8 million square meters (sq.m.) in 2022 through expansions in the so-called Bay Area that covers Manila, Pasay, and Parañaque. As of the fourth quarter of 2019, the supply of mid- to high-end malls in Metro
Manila stood at 8.9 million sq.m.
“The expansion of shopping mall developments in the Bay Area is also in response to the vibrant real estate activities brought about by the rapid growth of real estate demand coming from the Philippine Offshore Gaming Operations (POGO) and the IT-BPM sectors,” Cushman & Wakefield said.
Monthly rent in key malls in Metro Manila is also relatively cheaper than its regional peers at $48 (about P2,440) per sq.m., Cushman & Wakefield said. To compare, monthly mall space rent in Indonesia is $70 per sq.m.; $127 per sq.m. in Thailand; and $165 per sq.m. in Vietnam.
Moving forward, Cushman & Wakefield said it is important for retailers to continue innovating to remain relevant, offering various activities in shopping malls.
“The strong economic fundamentals of the Philippine economy are seen to sustain the growth trajectory of the major demand drivers of the retail sector. The local retail scene will also continue to defy the global retail headwinds… as the Filipinos see retail establishments to be more than a place to shop. Shopping centers in the country had become essential structures also for socialization, leisure, and entertainment,” it said.
“However, the challenge would be on how the retailers will be able to keep up with the increasing competition with new concepts incessantly being introduced in the market and how they can satisfy the increasing complexity of consumer preferences,” it added.


Read original article: https://www.bworldonline.com/intl-retailers-continue-to-flock-to-phl/

Instacart sees 2020 as ‘as the year of grocery pickup

Enhanced Instacart Pickup service now live at 1,500 supermarkets in 30 states Instacart is doubling down on click-and-collect online grocery service with an upgraded Instacart Pickup product and a nationwide rollout to retailers by the year’s end.

To support the expanded grocery pickup business, San Francisco-based Instacart on Tuesday named company veteran Sarah Mastrorocco as general manager of Instacart Pickup, a newly created position.

Currently, Instacart Pickup is available at more than 1,500 stores in 30 states through over 50 grocery retailers, including Albertsons, Publix Super Markets, Wegmans Food Markets, Schnucks Market, Price Chopper, Gelson’s Markets, Shop ‘n Save and The Fresh Market. Plans call for the service to be live at supermarkets in all 50 states by the end of 2020, Instacart said.

“2020 is the year of pickup. For our retail partners, we’ve seen Instacart Pickup become a gateway to growth in a margin-thin industry,” Instacart President Nilam Ganenthiran said in a statement. “Our pickup product is also becoming a significant revenue contributor for our retail partners, growing customer basket size by an average of 15% and accounting for an average of 20% of a retailer’s total Instacart store sales.”

Instacart said its “reimagined” pickup product has launched gradually at grocery retailers in recent months and is now available across the United States and Canada. Among the key new features is Smart Storefronts, which enables customers to view
delivery and pickup options from one digital storefront for each of the grocers they shop on the Instacart platform. As a result, users can now toggle between delivery and pickup options to see the latest inventory by store and compare time windows for both.

The updated Instacart Pickup also facilitates collecting after clicking. Pick Your Pickup Mapping functionality allows customers to view and choose the pickup location most convenient to their route that day, such as when coming from home, work, soccer
practice and elsewhere. In addition, customers can now enable location-based notifications, known as On The Way Alerts, to let their store know when they’re on the way and getting close. That allows in-store shoppers to be ready and waiting for
Gelson’s has expanded its partnership with Instacart to add pickup to all of its store locations.

“At Gelson’s, Instacart Pickup is an integral part of the way we’re evolving to meet the changing needs of our customers, who appreciate the flexibility and affordability that comes with a curbside offering. We recently expanded our partnership with Instacart to add pickup, in addition to delivery, across 100% of our store locations,” said John Bagan, chief merchandising officer at Encino, Calif.-based Gelson’s Markets. “With this new partnership, customers can now have groceries and household essentials as well as beer, wine and spirits ready for same-day pickup. While still early days, Instacart Pickup is growing double-digits for us quarter over quarter, making it clear how much our customers value — and have come to rely on — this new experience.”

Other new Instacart Pickup features include customized navigation, which sends customers to the mapping app of their choice to automatically direct drivers from their current location to the store. Users, too, can now share their order details with friends
and family to designate another driver for an order pickup. Instacart added that it’s also continuing to expand alcohol pickup service, currently offered via 20-plus retail partners, including Aldi, BevMo!, Publix, Save Mart, Sprouts Farmers Market and Wegmans.

“We first partnered with Instacart to bring Cub stores online with delivery in 2015 and, based on the overwhelmingly positive customer response, last year we expanded ourInstacart partnership to include pickup across nearly 100% of the Cub store footprint,” according to Darren Caudill, senior vice president of sales, merchandising and marketing at Minneapolis-based Cub Foods. “Cub Foods customers are shopping online more than ever before, and having a seamless pickup experience is an important part of the digital offering we’re building for those loyal customers. It’s also been a boon for our business. We’ve seen our pickup business double in the last three months alone.”

Instacart said it’s launching pickup service at hundreds of stores monthly and expects to more than double the number of locations offering the service this year.

“Instacart’s broader business continues to grow at an incredible clip, with pickup as our fastest-growing product,” noted Ganenthiran. “With the completed rollout of the new Instacart Pickup and the appointment of Sarah as our new GM, we’re laying the groundwork now to prepare for another year of triple-digit growth. By year-end, we expect to have the largest pickup retail footprint in North America and, in the coming years, to grow Instacart Pickup into a multibillion-dollar business.”

In her new role, Mastrorocco (left) will work with partners across the Instacart organization to oversee and scale the fast-growing pickup operation, the company said. She joined Instacart nearly six years ago as the first member of the business
development team and then served in various leadership posts in such areas as catalog and account management. Most recently, she was vice president of business development. Before coming to Instacart, Mastrorocco was a member of PepsiCo’s
Global Operations Group, working on direct-store delivery operations in North and South America, and served on Frito-Lay North America’s strategy and M&A team.

“As we’ve come to understand the massive growth opportunity ahead for this product, it made sense to deepen our commitment to Instacart Pickup and grow our team to prepare for a year of expansion and innovation in the space,” Mastrorocco told
Supermarket News. “I’m thrilled to have the opportunity to lead this work — which is powered by a very talented group of people, including product managers, machine learning engineers, data scientists and operations researchers — to better serve the pickup business and deliver more innovative products for customers.”

Instacart Pickup debuted at a handful of retail partners in 2018, and last year Instacart doubled the number of retailers and tripled the number of states offering the service. Mastrorocco reported that pickup accounts for 20% of a store’s overall Instacart sales within four to eight weeks of the service’s launch.

“Today, we have more than 350 grocery and retail partners on our marketplace, and more than 50 of those now offer pickup as an option. That’s a lot of green pasture to power pickup for our industry,” she said.

For consumers, online grocery pickup is a natural evolution from home delivery, Mastrorocco added. “The growth we’re seeing is rooted in what we’re hearing from our customers. Consumers are in the driver’s seat more so than ever, and pickup gives
them one more highly flexible and affordable option to choose from,” she said. “Whether they’re doing their weekly shop, stocking up with pantry essentials, or shopping for a special recipe, people love being able to choose how to get what they want.”

On the delivery side, Instacart’s service is available at nearly 25,000 stores in more than 5,500 cities in the U.S. and Canada, serving over 85% of households in the U.S. and more than 70% of households in Canada.

Read original article: https://www.supermarketnews.com/online-retail/instacart-sees-2020-year-grocery-pickup

Complaints swamp some shops as QC says goodbye to plastic bags

MANILA, Philippines — Ready or not, Quezon City shoppers have bid adieu to plastic bags.

Since the start of the year, customers have been unable to avail of plastic bags at Type 1 retailers like supermarkets, department stores and pharmacies that used to provide bags for a P2 fee under a 2012 city ordinance.

An amendment to that ordinance passed in October last year, however, instituted a total ban on plastic bags, now in full swing despite complaints that the local government did not provide enough time for residents and business owners to adequately prepare for it.

“We weren’t that prepared because we were only told of the ban about a week before its effectivity,” said Lai Santos, a supervisor of cashiers and baggers at a large supermarket. “It was a big adjustment and we expected there would be lots of complaints.”

It was the same story at another supermarket in the city, where cashiering supervisor Janica Valencia said they, too, were informed only a week before the end of 2019.

They had to move quickly to put up signage “as required by the ordinance” that advised shoppers of the ban and encouraged them to bring their own eco-bags. She also had to ensure they had a sufficient supply of paper bags, which were allowed for now but would also be banned in 2021.“Some of our customers still preferred using plastic bags especially for wet products, or they couldn’t afford to buy eco-bags,” Valencia said. “So some were angry at first about the ban. There were some who were shouting, ”˜Why aren’t there plastic bags?’”

She added that they had tried to conduct a pilot test of the ban before the effectivity date, but because they were informed only in December “the peak season for grocery stores” the idea was ultimately abandoned.

Pep talk

Santos, on the other hand, said they gave cashiers and baggers a pep talk on how to handle the inevitable complaints from customers.

There were some shoppers, she added, who had accused them of implementing the ban to promote the sale of their in-house eco-bags.

“When we say it’s a city ordinance, and its purpose is to save the environment, then they understand,”she said. “But some of them really are just surprised by the ban.”

Quezon City Environmental Protection and Waste Management Department officer Vincent Vanarao told the Inquirer that in the meantime, they were on “purely observation” mode and had yet to deputize enforcers to issue tickets to violators.

However, he said that based on inspections, establishments had so far been compliant.“Actually, it was the retailers who clamored for a ban on plastic bags,” he added. “So their reception to the ordinance has been OK.” Councilor Dorothy Delarmente, the ordinance’s author, previously said the city government had proposed an increase in the fee for plastic bags before retailers suggested the total ban.

The P2 fee had gone into a “Green Fund” that the city was currently collecting from retailers. Vanarao said they expected it to total about P300 million, which would go into a trust fund for environment-related projects.

Read original article: https://newsinfo.inquirer.net/1209767/complaints-swamp-some-shops-as-qc-says-goodbye-to-plastic-bags

ERIC POIRET’S 30 YEARS

This is it! I have completed 30 years in retail. 3 decades have passed and yet I still have the same passion, enthusiasm, and dedication of my early days.

I was hired 31 years ago as a section manager and since have climbed the ladder to take some top management roles. It was a long way but every step of the way produces a new set of lessons to ponder upon and apply in the workplace. It was a continuous learning – both from experience and from the people I get to work with. 

Though my positions in the past were not short of excitement and fulfillment, there was a deep desire in me to build my own company and work with different individuals who can grow with it. And thus, my very own company came to be. Until now, I still can’t believe that it was already 10 years ago. 

There are definitely days when it felt like my efforts are futile. Nevertheless, this didn’t stop me from persevering. Despite the difficulties, I knew even back then that it will be worth it. When all else seems failing, I go back to the reasons that fuel me to remain dedicated to my profession and in this industry. Allow me to share them with you:

Retail is a people dependent industry. I like to see myself as a leader that places his team at the center of his decisions. I always go back to the time that I was hired by my first retail employer. I was pre-selected on the basis of my football experience as a midfielder among other criteria. Like in football, retail is an industry where you succeed and fail as a team. 

Retail is a very transparent and unbiased industry when it comes to results. Your main stakeholders, the customers, are a fair judge to your business decisions – rewarding you for the good ones and sanctioning you for the bad ones. 

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Retail is also an industry where every day is a fresh start – the challenge comes on a daily basis and success or failure could never be definite. My personality wanted and needed the constant call to push harder, even if it would mean starting from scratch every single day. This is considered a norm in this industry and I believe this deeply affected the culture of hard work and perseverance that I practice even up to this day.

Since we restart every day, retail is a very busy industry. It is common to be on the go every day yet still find the day too short to finish every project on your plate. Though it is energy consuming, there was never a dull moment. The level of productivity is always unquestionably high and even after years of working, the amount of accomplishment that hard work and dedication can do still surprises me. 

Though others would perceive retail as an industry of numbers, I believe retailers are in fact very creative people. It’s an industry that encourages you to let go of your imaginations without the fear of being blamed. In the best retail companies, initiatives are encouraged and rewarded. After all, every good retailer knows that change is an inevitable process: it is better for the company to chase these changes than getting caught up by it. 

Retail is an industry of the people and for the people. There are numerous offers – vertical and horizontal job opportunities. Moreover, professionalism and efforts to be better are recognized and encouraged. Retail values meritocracy and this pushes people to perform better and more so, transcend their limits. 

And lastly, I believe that it is an industry where you find mentors and people you love working with. What I am now, after 3 decades of working in this industry is a product of many people I worked for and worked with. 

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I know that in a perfect world, everyone would be in love with their work. But we are not in a perfect world and for this reason, I value the privilege of being able to do what I am most passionate about. I am not a special person but I know that I, together with my team, can always transcend into a sphere of different possibilities. Working together to gain more trust from our customers. 

Despite all the amazing things I mentioned above, I would be lying if I say I never even once thought of giving up. Like most industries, retail is also very demanding of time, effort, and energy – whether physical or mental. It gets exhausting too. Getting older has made me more cautious about the time and more mindful of quality moments spent with the family. But despite all these, I am still very enthusiastic about the years to come and opportunities that will arise.

During my youth, I was dreaming to become a professional football player. I probably lacked the skills to embrace this career. Nevertheless, I am happy about where I am now. There was never regret about my chosen career and could not expect a better situation work-wise.  

WHY NOT SERVING YOUR CONSUMERS IS ACTUALLY SERVING THEM: A CASE OF RETAILING IN JAPAN

It is not a secret to everyone that the key to getting as many customers as possible is understanding everyone’s constant quest for convenience. This goes to say that a retailer’s main priority is to make sure that the business is accessible to every consumer at any given point of time and that the transactions are not just easy but fast. But more than the demand for convenience, some consumers are also doing their part to assure the efficiency in their transactions. Moreover, collective consideration and shared responsibility among consumers show a promise of faster retail and further convenience for everyone. 

Japan had been known worldwide as a country offering convenience and efficiency. Through innovative business solutions, big or small, Japan is becoming more and more a benchmark for every retail market in the world. Customer service is the language of every retailer. Japanese consumers are also known to be one of the most unforgiving in this aspect. In a survey conducted by American Express International, 57% of Japanese respondents answered that they immediately stopped or never went back to an establishment after just one bad incident. Since Japanese consumers are willing spenders, one customer lost already means bad business. 

Though convenience can be seen in every nook and cranny of Japanese retail, Japanese culture also suggests a shared responsibility and consideration towards everyone. In this regard, a person new in Japan can notice even the smallest practices that Japanese normally observe. 

For one, most restaurants practice the “claygo” method or clean-as-you-go. Every customer is obliged to clean up their own tables after using it and take their trays and used utensils in a designated counter. This doesn’t only help the staff by reducing their work, but this also lessens the waiting time to be seated in a vacant table as it’s ready for use once the customer stands up. Additionally, it is also considered normal for every supermarket to have its area designated for packaging as customers are also obliged to do it by themselves. More so, there are self-check-out counters where customers can scan, pay, and pack their own purchases. These are some of the reasons why you will almost never fall on queue in every supermarket as transactions are fast and efficient.

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On a rainy season, you will normally see plastic dispensers outside establishments encouraging everyone to cover their wet umbrellas to avoid it dripping inside. This will not only give the staff less mess to clean, but this will also help avoid any accidents due to slippery floor. A trash bin is also available outside to assure the proper disposal and recycling of these plastics. This is considered a very simple practice but it has considerably good benefits both on the business and the consumers.

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Recently, hotels in Tokyo are equipping themselves with unmanned reception counters where guests can check-in and check-out by themselves. Machines have cash slots and change dispensers as well as POS terminals to accept card payments. It is also complete with passport scanners to record details of the guest. Once all check-in procedures are done, the guest can choose between a card or pin code to get access to their respective rooms. Check-out, on the other hand, is done in very few steps and no checking of rooms is required before doing so. The trust that business establishments are placing on their clients is also being reflected by the honesty that is embedded deeply in Japanese culture. 

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Most people who went to Japan will talk about the level of convenience that every store or restaurant gives its people. Albeit, the level of responsibility that people also practice is another notable factor than can be attributed to Japanese culture. This is probably unique in Japan but foreigners who were not exposed to this culture had no difficulty in adjusting and doing it as well; they even found the benefits in doing so. Though obviously a factor, cultural differences will not be an enormous hindrance for other countries to start on these practices too. Convenience is definitely the language of retail but educating consumers is another angle that retailers need to look into to make a more beneficial, more convenient, and more efficient relationship with its consumers.