VoIP stands for Voice over Internet Protocol. It means the transmission of voice and call control data over the Internet. In other words, this technology allows you to make phone calls over the Internet.
How does VoIP work?
To understand how VoIP works, you will be taken through the process of voice transmission from one end to the other. The process starts with a person talking into the mouthpiece on one end of a VoIP call.
This analog voice signal must first be sampled and digitized. Voice sampling is usually done 8,000 times per second (8KHz). In order to reduce bandwidth, a voice CODEC is used.
A voice CODEC is a compression/decompression algorithm that is optimized for the voice frequency range. The bit stream uncompressed is 64Kbps. By using an available CODEC, the bit stream can be reduced to 8Kbps or less.
In order for the compressed voice data to be sent over the Internet, it must go through a process called packetization. This is a packet consisting of a small sample of the voice data (usually 10-30 milliseconds).
While being routed through the Internet, these packets can get delayed or even lost. This can cause degradation in voice quality. Simply put, there are various mechanisms in place to compensate for these problems and help smooth out the audio.
Once all the packets arrive on the listening end of the call, they must be reassembled to their original state. The packets are decompressed and converted from a digital to analog voice signal.
What equipments are needed for VoIP?
Generally following things are required for voip
- Broadband connection
- VoIP phone
- Nexton softswitches
- Router
- Audio codec
- Astric server
What are the advantages to VoIP?
The big advantage is VoIP may save you money depending on how much you are currently spending for local and long distance calls.
What you will need to do is get the total cost the phone company is charging and compare it against a VoIP plan that interests you. With most plans, you get free calls within the U.S. and Canada for a low flat rate. International calls usually have very low rates with no connection fees.
For both residential customers and businesses that make a lot of long distance and international calls, the savings can be several hundred dollars a year.
Another advantage is with the features available with VoIP. Features such as caller ID, call waiting, call forwarding, 3 way conferencing and voice mail are usually included at no extra cost. With the phone company, these services are usually extra.
In addition, you can make free phone calls anywhere there is a high speed Internet connection available. That means you can be in another state or even in another country and make calls as if you were back at your home or business. You will just need to bring your phone adapter along with you and possibly a phone in case one is not available.
What do internet telephony, packet telephony,IP telephony and converged network means?
The first thing all mean the same thing. Which is using IP (Internet protocol) for voice services. Some voice networks are only packet-switched and have no access outside of their own VoIP network.
Most VoIP networks have a Gateway that connects to a circuit-switched external network which gives them acces to external calling. One of the gateways responsibilites is to convert G.711 Circuit-switched media (typically a T1 provided by a telco company) to the 7.723 Packet-switched media that will traverse the companies VoIP network.
A device called a gatekeeper will then convert the IP address (used by H.323 protocol) to a standard telephone number (E.164 address) that can be used for external calling.
A converged network is a network that passes both Voice and Data over the same set of devices. Converged networks generally implement QoS (Quality of service) on all actived network devices to ensure the VoIP has priority over standard data because of it's more rigid demands.
What are some disadvantages of VoIP?
If you're considering replacing your traditional telephone service with VoIP, there are some possible differences:
- Some VoIP services don't work during power outages and the service provider may not offer backup power.
- Not all VoIP services connect directly to emergency services through 9-1-1.
- VoIP providers may or may not offer directory assistance/white page listings.
Nokia Phone Handy Codes
I have a Nokia phone. I can use the code stated below in the future. For the meantime, I'll keep it here and make it handy for me and for people who has a need of it.
*#7370# factory reset
*#7780# factory reset
*#0000# Displays your phones software version, 1st Line : Software Version, 2nd Line : Software Release Date, 3rd Line : Compression Type.
*#9999# Phones software version if *#0000# does not work.
*#06# For checking the International Mobile Equipment Identity (IMEI Number)
#pw+1234567890+1# Provider Lock Status. (use the "*" button to obtain the "p,w" and "+" symbols)
*#21# This phone code allows you to check the number that "All Calls" are diverted to
*#92702689# Displays - 1.Serial Number, 2.Date Made, 3.Purchase Date, 4.Date of last repair (0000 for no repairs), 5.Transfer User Data. To exit this mode you need to switch your phone off then on again.
*#7760# Manufactures code
If you really want to get rid of everything and restore the system to a factory shipped state the easiest way is to use the Nokia Software Updater and re-flash the ROM image.
However, make sure that you know the PIN code and the phone contents are backed-up.
12345 is the default security code
Consult your User Guide on the backup procedure.
Gold Nuggets for Entrepreneurs from Billionaire Sir Richard Branson as Summarized by Yanik Silve
The following list are 34 Rules in Online Business summarized by Yanik Silver after his visit on Sir Richard Branson's Private Island
These rules covers all the important points on establishing, operating and making a happy fulfilled life on your business.
- It's got to be a BIG idea that you, your team and your customers can "get" in seconds.
- Strive to create 10x -- 100x in value for any price you charge. Your rewards are always proportionate to the value you provide.
- You must charge a premium price so you have a large margin to provide an extraordinary value & experience.
- Provide a 'Reason Why' customers should do business with you and pay you a premium.
- Get paid before you deliver your product or service. And when possible figure out how to create recurring revenue from transactions.
- You get to make the rules for your business. Don't let industry norms dictate how you'll work or who you'll work with.
- Create your business around your life instead of settling for your life around your business.
- Consistently and constantly force yourself to focus on the 'critically few' proactive activities that produce exponential results. Don't get caught up in minutia & bullshit.
- Seek to minimize start-up risk but have maximum upside potential.
- Get your idea out there as fast as possible even if it's not quite ready by setting must-hit deadlines. Let the market tell you if you have a winner or not. If not -- move on and fail forward fast! If it's got potential -- then you can make it better.
- Find partners and team members who are strong where you are weak and appreciate being paid on results.
- Your reputation always counts. Honor your obligations and agreements.
- Never, ever get paid based on hours worked.
- Leverage your marketing activities exponentially by using direct response methods and testing.
- Measure and track your marketing so you know what's working and what's not.
- Bootstrap. Having too much capital leads to incredible waste and doing things using conventional means.
- Your partners and employees actions are their true core -- not what they tell you.
- Keep asking the right questions to come up with innovative solutions. "How?", "What?", "Where?", "Who Else?" & "Why?" open up possibilities.
- You'll never have a perfect business and you'll never be totally "done". Deal with it.
- Focus most of your time on your core strengths and less time working in areas you suck at.
- Make it easier for customers to buy by taking away the risk of the transaction by guaranteeing what you do in a meaningful way.
- Always have something else to sell (via upsell, cross-sell, follow-up offer, etc) whenever a transaction takes place. The hottest buyer in the world is one who just gave you money.
- Always go back to your existing customers with exceptional offers and reasons they should give you more money. It's 5x less expensive to sell to happy customers than go find new ones.
- However the flip side is - fire your most annoying customers. They'll be replaced with the right ones.
- The marketplace and competitors are always trying to beat you down to a commodity. Don't let that happen.
- Develop and build your business's personality that stands out. People want to buy from people.
- Create your own category so you can be first in the consumer's mind.
- Go the opposite direction competitors are headed -- you'll stand out.
- Mastermind and collaborate with other smart entrepreneurs if they have futures that are even bigger than their present.
- Celebrate your victories. It's too easy to simply move on to your next goal without acknowledging and appreciating the 'win'.
- Make your business AND doing business with you FUN!
- Do the unexpected before and after anything goes wrong so customers are compelled to 'share your story'.
- Get a life! Business and making money are important but your life is the sum total of your experiences. Go out and create experiences & adventures so you can come back renewed and inspired for your next big thing.
- Give back! Commit to taking a % of your company's sales and make a difference. If this becomes a habit like brushing your teeth pretty soon the big checks with lots of zeros won't be scary to write. If you think you can't donate a percentage of your sales simply raise your price.
Mudra of Heart
Method:The tips of the middle finger and ring finger touch the tip of thumb, while the index finger touches the base of thumb and little finger stretched out..
Specialty:It benefits the heart. It works like injection in the reduction of heart attack. It is as powerful as sorbitate tablet. It reduces the gas content in body.
Time Duration: Practice it as many times as you can. Heart patients and BP patients can practice it for 15 minutes daily twice for better results.
Benefits: It strengthens the heart and regularizes palpitation
John Gokongwei Speech, Ateneo de Manila University 01-Mar-2002
Good morning.
I am John Gokongwei, Jr. I am not an Atenean but I feel at home with you. Today, at least.
Sixty-two years ago, I could not have dreamt of appearing before the Jesuits and their students to tell the story of MY life. I was no more than a student then, at San Carlos University in Cebu, when my father died suddenly. It left me, the eldest, the responsibility of taking care of my mother and five siblings. That was tough for someone who was 13. Creditors had just seized our home and business and I had no experience with earning a living.
But here I am--not all on account of my good looks or charming personality--but because I somehow survived. And when I look back, I know now that I did so because I recognized CHANGE when I saw it.
The first change was war. I had turned 15. My mother had already sent my brothers and sister to China where the cost of living was lower. From Cebu, she and I had to make money to send to them.
I turned to peddling. My day began at 5 in the morning. I would load my bicycle with soap, thread, and candles, and then bike to neighboring towns to sell my goods. On market days, I would rent a stall, lay out the goods from the bike, and make about 20 pesos a day, enough for me to survive and to buy even more goods for next time. Those days, you might call my BICYCLE AGE.
After two years of biking and peddling, at 17, I entered my BATEL AGE. The batel was a small, very utilitarian boat that defied the open sea and would take me farther from Cebu and all the way to Lucena, from where I would take a truck to Manila, with companions twice or thrice my age. The sea trips could take two to three weeks depending on the weather, and the land trips another five to six hours. (I was lighter then, you can imagine.)
On the batel, I read books like Gone with the Wind under the great blue sky to pass away the time, even if we traders were always in fear of sea pirates and the bad weather.
Once, our batel hit a rock and sank. Thank heavens for my rubber tires! Those were the goods I had with me to sell in Manila. Well, we all held on to those tires, which meant I saved all those traders and those traders saved all my tires.
At that time, the War was still going on. Ironically, I look back at the War with the fondest of memories. It was the great equalizer. Almost everyone I knew had lost big and small fortunes at the time. This meant we all started at ground zero. Ground zero meant living by our wits alone; ground zero meant starting equal; ground zero was where I discovered I was an entrepreneur.
When the War ended, I was 19. Because of the war, the economy was more dependent than ever on imports. So when I set up Amasia, my first company, it was to import textile remnants, fruit, old newspapers and magazines, and used clothing from the US.
There was a side benefit to this. I would wear some of my own stock, so I would have different clothes to wear when I went courting Elizabeth, the woman who would be my wife. But at the end of it, I made some money.
The Bicycle Age was over. The TRADING AGE began.
By then, my brothers and sister returned from China. Together, we worked in the trading business I had begun: as bodegeros, clerks, warehousemen, cashiers, and collectors. And all this while they were all still going to school; me, I stopped schooling. Like most Chinese-Filipino families, we worked where we lived, and at times, we had to endure the stench of rotten oranges and potatoes filling our two-story apartment.
By the early '50s, we were importing cigarettes and whiskey as well. Business was good. But two factors made me change strategies again. First, I saw that trading would in time become a low-margin business BECAUSE we were at the mercy of our suppliers and buyers. Second, I saw that the government was working on import-substitution policies to encourage local business. President Quirino wanted to shore up the country's foreign exchange reserves that had been depleted as a result of the high importation of the post-war years.
So I decided to enter the AGE of MANUFACTURING. In 1957, I started a corn milling plant producing glucose and cornstarch. Why cornstarch? Because I thought--and it turned out, correctly--that the unglamorous cornstarch would be in great demand from better known businesses like textiles, paper, ice cream, pharmaceuticals, and beer.
But there was one problem: I needed capital. That was not easy. I was 30, had no big company success to back me up, and I didn't know any bankers.
Thankfully, Dr. Albino Sycip, then chairman of China Bank, and DK Chiong, then president, gave me a clean loan of P500,000 to start my business. He would be asked later why he did that and he said something about knowing a good man when he saw one. (Maybe he knew something I didn't.) Anyway, from there Universal Corn Products, the predecessor of Universal Robina Corporation, was born.
Of course, the bigger cornstarch players did not give us an easy time. They engaged us in a price war. That is a nice way of saying they tried to kill us by selling low.
But we prevailed, and started to get clients like San Miguel Corporation. It was my first real taste of competition. And I liked it. I think THAT first experience prepared me for the bigger, tougher competitors in my future.
By 1961, cornstarch was becoming a commodity, and I saw that there was no future in a business where we had to keep lowering margins to survive.
It was time to get into the bigger, and riskier, game played by big multinationals like Procter and Gamble and Nestle. I saw that all they did to capture the market was to brand their products, for instance their coffee and their toothpaste. That is, give their coffee and toothpaste a name, a face, and an image that customers would instantly recognize and identify with quality. Me, I dreamt that one day I would be the Philippine Nestle or General Foods. So the Manufacturing Age for me was giving way to the AGE of BRANDS.
So, we put up CFC, and our first successful product was Blend 45, an instant coffee we put out to directly compete with Nestle's Nescafe. We positioned it as "the poor man's coffee," hired top movie star Susan Roces to endorse it, and employed Procter-and-Gamble veterans to sell it. Basically, we took a page out of the multinational book, and applied it to our business. We gave our coffee, snack food, candy, and chocolates a name, a face, an image. Today, Jack and Jill, Max candy, and Cloud 9 have become household names.
It was also at this time that I returned to school for an MBA--with all due respect to the Jesuits, at De La Salle University--and a decade later, for a 14-week advanced management program at Harvard. Going back to the university for studies which war had interrupted gave me an appreciation, believe me, for the beauty and the breadth of business life. This is something I believe I would never have gained if I had chosen to stop my education.
The success of URC opened up many opportunities for our group. We had the choice to focus on food where we were very successful-or to pursue other businesses. We decided that there were too many good opportunities to pass up, and that remaining in our comfort zone would stunt our growth. So we got into the Age of Expansion.
For the next two decades, we pursued businesses that answered positive on FOUR CRUCIAL QUESTIONS.
First: Is there a market?
Second: Could we compete against both local and foreign players?
Third: Could we find the right people for the job and did we have enough capital to pursue the business?
Last and most important: Did we have the stomach for it? That is, could we take the sleepless nights, the cutthroat competition?
We went into textiles, retail, real estate, telecommunications, aviation, banking, and petrochemicals because we said YES to all those questions. Still, in all those industries, we were faced with tough and worthy competitors: the mighty SM Department Stores and Malls, the unbeatable PLDT, the entrenched Philippine Airlines and the powerful San Miguel Corporation. Most pundits expected us to fail. They were wrong. Robinsons Stores and Mall, Digitel, Cebu Pacific Air and Universal Robina Corporation are now market leaders in their respective fields.
That's because they offered the public a choice.
Remember the story of David and Goliath? Every industry has its Goliath. But every David knows that all giants have their weaknesses. Every weakness is an opportunity.
In a few months, we will launch our mobile services to compete with two giants, Globe and Smart. Our stomachs are churning for sure, but we know that we faced similar challenges before, and we are hopeful we can prove the pundits wrong again.
In the past decade, which is one-sixth of my entire business life, the company has tripled in size. This was the decade when our companies raised money from the global equity and debt markets, brought our companies public, and hired the best professionals to run them. In six decades, we grew from a one-man team to a group with 30,000 employees.
Now I am in what you can probably call the AGE of GLOBALIZATION. I am always asked where I stand on this issue. I say that it does NOT matter where I stand because as sure as the Ateneo Basketball Team will win next year's UAAP championship, global barriers will come crashing down, and we have no choice but to prepare ourselves for that.
Still, our company will not take globalization sitting down. OUR future and the country's depend on how we act now. JG operates branded food concerns in Malaysia, Indonesia, Singapore, Thailand, Hongkong, China, and soon, Vietnam. We also sell our snack foods in India, Korea, and Taiwan--one of the few ASEAN companies to do so.
In a few years, when foreign products find their way into OUR shopping carts as they already have, we want Piattos and Chippy to find their way into THEIR shopping carts as well. Our dream is to be the first group to plant the Philippine flag throughout Asia.
As I look back, I ask myself, "What if I had stopped at cornstarch?" I would probably be the owner of the biggest cornstarch group in the country today or just as possibly, be broke.
But I chose to live my life unafraid even during times when I WAS afraid. I discovered that opportunities don't find you;/ you find your opportunities. I found those opportunities when MY FATHER PASSED AWAY, WHEN WAR CAME, THROUGH CHANGES IN PRESIDENTS AND THEIR POLICIES, DURING MARTIAL LAW, DESPITE COUP DE ETATS, PAST ECONOMIC BOOMS AND BUSTS, AND IN THE MIDST OF MARKET SHIFTS AND MOVEMENTS.
Now I'm 75 and retired. And funny, but I often wonder what ever happened to my first bike! The bike that was my companion during those first years when my family had lost everything. I wonder where it is now? That bike reminds me that success is not necessarily about connections, or cutting corners, or chamba--the three Cs of bad business.
Call it trite--but, believe me, success CAN BE ACHIEVED through hard work, frugality, integrity, responsiveness to change--and most of all, boldness to dream. These have never been just easy slogans for me. I have lived by them.
I hope that many of you in this room will some day choose to be entrepreneurs. Choose to be entrepreneur because then YOU create value. Choose to be an entrepreneur because the products, services, and jobs you create then become the lifeblood of our nation. But most of all, choose to be an entrepreneur because then you desire a life of adventure, endless challenge, and the opportunity to be your BEST SELF.
Thank you.
I am John Gokongwei, Jr. I am not an Atenean but I feel at home with you. Today, at least.
Sixty-two years ago, I could not have dreamt of appearing before the Jesuits and their students to tell the story of MY life. I was no more than a student then, at San Carlos University in Cebu, when my father died suddenly. It left me, the eldest, the responsibility of taking care of my mother and five siblings. That was tough for someone who was 13. Creditors had just seized our home and business and I had no experience with earning a living.
But here I am--not all on account of my good looks or charming personality--but because I somehow survived. And when I look back, I know now that I did so because I recognized CHANGE when I saw it.
The first change was war. I had turned 15. My mother had already sent my brothers and sister to China where the cost of living was lower. From Cebu, she and I had to make money to send to them.
I turned to peddling. My day began at 5 in the morning. I would load my bicycle with soap, thread, and candles, and then bike to neighboring towns to sell my goods. On market days, I would rent a stall, lay out the goods from the bike, and make about 20 pesos a day, enough for me to survive and to buy even more goods for next time. Those days, you might call my BICYCLE AGE.
After two years of biking and peddling, at 17, I entered my BATEL AGE. The batel was a small, very utilitarian boat that defied the open sea and would take me farther from Cebu and all the way to Lucena, from where I would take a truck to Manila, with companions twice or thrice my age. The sea trips could take two to three weeks depending on the weather, and the land trips another five to six hours. (I was lighter then, you can imagine.)
On the batel, I read books like Gone with the Wind under the great blue sky to pass away the time, even if we traders were always in fear of sea pirates and the bad weather.
Once, our batel hit a rock and sank. Thank heavens for my rubber tires! Those were the goods I had with me to sell in Manila. Well, we all held on to those tires, which meant I saved all those traders and those traders saved all my tires.
At that time, the War was still going on. Ironically, I look back at the War with the fondest of memories. It was the great equalizer. Almost everyone I knew had lost big and small fortunes at the time. This meant we all started at ground zero. Ground zero meant living by our wits alone; ground zero meant starting equal; ground zero was where I discovered I was an entrepreneur.
When the War ended, I was 19. Because of the war, the economy was more dependent than ever on imports. So when I set up Amasia, my first company, it was to import textile remnants, fruit, old newspapers and magazines, and used clothing from the US.
There was a side benefit to this. I would wear some of my own stock, so I would have different clothes to wear when I went courting Elizabeth, the woman who would be my wife. But at the end of it, I made some money.
The Bicycle Age was over. The TRADING AGE began.
By then, my brothers and sister returned from China. Together, we worked in the trading business I had begun: as bodegeros, clerks, warehousemen, cashiers, and collectors. And all this while they were all still going to school; me, I stopped schooling. Like most Chinese-Filipino families, we worked where we lived, and at times, we had to endure the stench of rotten oranges and potatoes filling our two-story apartment.
By the early '50s, we were importing cigarettes and whiskey as well. Business was good. But two factors made me change strategies again. First, I saw that trading would in time become a low-margin business BECAUSE we were at the mercy of our suppliers and buyers. Second, I saw that the government was working on import-substitution policies to encourage local business. President Quirino wanted to shore up the country's foreign exchange reserves that had been depleted as a result of the high importation of the post-war years.
So I decided to enter the AGE of MANUFACTURING. In 1957, I started a corn milling plant producing glucose and cornstarch. Why cornstarch? Because I thought--and it turned out, correctly--that the unglamorous cornstarch would be in great demand from better known businesses like textiles, paper, ice cream, pharmaceuticals, and beer.
But there was one problem: I needed capital. That was not easy. I was 30, had no big company success to back me up, and I didn't know any bankers.
Thankfully, Dr. Albino Sycip, then chairman of China Bank, and DK Chiong, then president, gave me a clean loan of P500,000 to start my business. He would be asked later why he did that and he said something about knowing a good man when he saw one. (Maybe he knew something I didn't.) Anyway, from there Universal Corn Products, the predecessor of Universal Robina Corporation, was born.
Of course, the bigger cornstarch players did not give us an easy time. They engaged us in a price war. That is a nice way of saying they tried to kill us by selling low.
But we prevailed, and started to get clients like San Miguel Corporation. It was my first real taste of competition. And I liked it. I think THAT first experience prepared me for the bigger, tougher competitors in my future.
By 1961, cornstarch was becoming a commodity, and I saw that there was no future in a business where we had to keep lowering margins to survive.
It was time to get into the bigger, and riskier, game played by big multinationals like Procter and Gamble and Nestle. I saw that all they did to capture the market was to brand their products, for instance their coffee and their toothpaste. That is, give their coffee and toothpaste a name, a face, and an image that customers would instantly recognize and identify with quality. Me, I dreamt that one day I would be the Philippine Nestle or General Foods. So the Manufacturing Age for me was giving way to the AGE of BRANDS.
So, we put up CFC, and our first successful product was Blend 45, an instant coffee we put out to directly compete with Nestle's Nescafe. We positioned it as "the poor man's coffee," hired top movie star Susan Roces to endorse it, and employed Procter-and-Gamble veterans to sell it. Basically, we took a page out of the multinational book, and applied it to our business. We gave our coffee, snack food, candy, and chocolates a name, a face, an image. Today, Jack and Jill, Max candy, and Cloud 9 have become household names.
It was also at this time that I returned to school for an MBA--with all due respect to the Jesuits, at De La Salle University--and a decade later, for a 14-week advanced management program at Harvard. Going back to the university for studies which war had interrupted gave me an appreciation, believe me, for the beauty and the breadth of business life. This is something I believe I would never have gained if I had chosen to stop my education.
The success of URC opened up many opportunities for our group. We had the choice to focus on food where we were very successful-or to pursue other businesses. We decided that there were too many good opportunities to pass up, and that remaining in our comfort zone would stunt our growth. So we got into the Age of Expansion.
For the next two decades, we pursued businesses that answered positive on FOUR CRUCIAL QUESTIONS.
First: Is there a market?
Second: Could we compete against both local and foreign players?
Third: Could we find the right people for the job and did we have enough capital to pursue the business?
Last and most important: Did we have the stomach for it? That is, could we take the sleepless nights, the cutthroat competition?
We went into textiles, retail, real estate, telecommunications, aviation, banking, and petrochemicals because we said YES to all those questions. Still, in all those industries, we were faced with tough and worthy competitors: the mighty SM Department Stores and Malls, the unbeatable PLDT, the entrenched Philippine Airlines and the powerful San Miguel Corporation. Most pundits expected us to fail. They were wrong. Robinsons Stores and Mall, Digitel, Cebu Pacific Air and Universal Robina Corporation are now market leaders in their respective fields.
That's because they offered the public a choice.
Remember the story of David and Goliath? Every industry has its Goliath. But every David knows that all giants have their weaknesses. Every weakness is an opportunity.
In a few months, we will launch our mobile services to compete with two giants, Globe and Smart. Our stomachs are churning for sure, but we know that we faced similar challenges before, and we are hopeful we can prove the pundits wrong again.
In the past decade, which is one-sixth of my entire business life, the company has tripled in size. This was the decade when our companies raised money from the global equity and debt markets, brought our companies public, and hired the best professionals to run them. In six decades, we grew from a one-man team to a group with 30,000 employees.
Now I am in what you can probably call the AGE of GLOBALIZATION. I am always asked where I stand on this issue. I say that it does NOT matter where I stand because as sure as the Ateneo Basketball Team will win next year's UAAP championship, global barriers will come crashing down, and we have no choice but to prepare ourselves for that.
Still, our company will not take globalization sitting down. OUR future and the country's depend on how we act now. JG operates branded food concerns in Malaysia, Indonesia, Singapore, Thailand, Hongkong, China, and soon, Vietnam. We also sell our snack foods in India, Korea, and Taiwan--one of the few ASEAN companies to do so.
In a few years, when foreign products find their way into OUR shopping carts as they already have, we want Piattos and Chippy to find their way into THEIR shopping carts as well. Our dream is to be the first group to plant the Philippine flag throughout Asia.
As I look back, I ask myself, "What if I had stopped at cornstarch?" I would probably be the owner of the biggest cornstarch group in the country today or just as possibly, be broke.
But I chose to live my life unafraid even during times when I WAS afraid. I discovered that opportunities don't find you;/ you find your opportunities. I found those opportunities when MY FATHER PASSED AWAY, WHEN WAR CAME, THROUGH CHANGES IN PRESIDENTS AND THEIR POLICIES, DURING MARTIAL LAW, DESPITE COUP DE ETATS, PAST ECONOMIC BOOMS AND BUSTS, AND IN THE MIDST OF MARKET SHIFTS AND MOVEMENTS.
Now I'm 75 and retired. And funny, but I often wonder what ever happened to my first bike! The bike that was my companion during those first years when my family had lost everything. I wonder where it is now? That bike reminds me that success is not necessarily about connections, or cutting corners, or chamba--the three Cs of bad business.
Call it trite--but, believe me, success CAN BE ACHIEVED through hard work, frugality, integrity, responsiveness to change--and most of all, boldness to dream. These have never been just easy slogans for me. I have lived by them.
I hope that many of you in this room will some day choose to be entrepreneurs. Choose to be entrepreneur because then YOU create value. Choose to be an entrepreneur because the products, services, and jobs you create then become the lifeblood of our nation. But most of all, choose to be an entrepreneur because then you desire a life of adventure, endless challenge, and the opportunity to be your BEST SELF.
Thank you.
Fwd: Mudra of Knowledge
Method:
Touch the tip of the thumb to the tip of the index finger, with the other three fingers stretched out.
Specialty:
As it is a mudra of knowledge, it enhances the knowledge. The tip of thumb has centers of pituitary and endocrine glands. When we press these centers by index finger the two glands work actively.
Time duration:
There is no particular time duration for this mudra. You can practice by sitting, standing or lying on bed whenever and wherever you have time.
Benefits:
- Increases memory power and sharpens the brain
- Enhances concentration and prevents Insomnia
- If we practice it regularly, it will cure all psychological disorders like Mental, Hysteria, Anger and Depression
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