3. 1950s 1960s 1970s
THE
COMPANY
HISTORY
1954
Entrepreneur John
Gokongwei, Jr. moves
from importation and
trading into food
manufacturing, through
corn milling plant
Universal Corn Products
(UCP).
Consolidated Foods
Corporation (now CFC
Corporation) is
incorporated.
1959
1963
Consolidated Foods
Corporation launches
Blend 45 as “poor man’s
coffee.”
Universal Robina Corporation (URC) is
established, and pioneers the salty snacks
business
1966
1970
Continental Milling
Corporation begins
flour milling and
production.
4. 1988
1998
URC enters sugar milling with the
acquisition of United Planters Sugar
Milling Corporation (renamed URSUMCO)
and Southern Negros Development
Corporation (SONEDCO).
The Gokongwei family diversifies into
the plastics business with BOPP plant,
located in Batangas, and begins
commercial operations in 1998.
2005
Our core business divisions are
now Branded Consumer Foods
(including BOPP packaging),
Commodities, and Agro-
Industrial Products.
URC diversifies into the power
business in 2015, building a
biomass-fired power cogeneration
plant to export power to the grid.
Excess bagasse of sugar mills are
delivered to the power plant as
source of fuel.
2014 - 2017
1980s 1990s 2000s 2010s
2017
URC unveils its Sustainability
Strategy in 2017. The Company
looks toward improving its
environmental, social, and
governance practices to become a
stronger, more efficient, and more
sustainable business.
6. VISION
Our VISION is to be the best Philippine food and
beverage company with a powerful presence throughout
the ASEAN and Oceania region, carrying a wide
portfolio of delightful brands of exceptional quality and
value, equipped with efficient systems and engaged
human capital. We are committed in making lives a truly
fun experience.
For BCFG, our Ambition is to be the most loved food and
beverage company in Asia.
7. VALUES
Central to our operations and how we strategically pursue our vision are four core values:
Passion to Win
We build organizational capability by being entrepreneurial and proactive, driven by a sense of urgency
and purpose. We continuously challenge ourselves to deliver world-class brands, and consistently rally
our people to strive for excellence.
Dynamism
We cultivate a culture of innovation and productive working relationships. We continuously find ways to
improve organizational and people capabilities to meet constantly challenging consumer needs.
Integrity
We are guided by transparency, ethics, and fairness. We build the business with honor, and are
committed to good governance. Our processes and products meet the highest standards. We are
credible in our dealings with both internal and external stakeholders.
Courage
We seize opportunities in building long-term, sustainable businesses. We make tough people and
business decisions to ensure competitive advantage.
8. OUR GOALS
Leading world-class brands
Customer-focused, lowest cost organization
Innovative new products and process
Inspired and competent Human Resources
Responsible business and community partner
Superior return to shareholders
Lance Y. Gokongwei
9. BOARD OF
DIRECTORS
JOHN L. GOKONGWEI JR.
FOUNDER
JAMES L. GO.
CHAIRMAN EMERITUS
LANCE Y. GOKONGWEI
CHAIRMAN
IRWIN C. LEE
PRESIDENT & CEO
PATRICK HENRY C. GO
DIRECTOR
JOHNSON ROBERT G.
GO, JR.
DIRECTOR
ROBERT G. COYIUTO, JR.
DIRECTOR
Wilfrido E. Sanchez
INDEPENDENT
DIRECTOR
Cesar V. Purisima
INDEPENDENT
DIRECTOR
25. PRICE LEVEL
The table shows that Universal Robina Corporation
financial / income statement and cash flow stats at a glance,
and in a significant metrics from the annual and quarterly
reports. The Universal Robina Corporation has a price range
statistics to help them measures the flow of their sales nor
revenues at the fair value of the consideration received.
So the table shows that there is a difference between the
annual ranges or the total value of income that they earned
during a fiscal year, and for the quarterly ranges or the net
income and earnings reported in Universal Robina
Corporation per share for a three-month periods. So
otherwise, it means that URC could determine the profitability
of their price level and achieve their margin price objectives.
29. PRICE COMPETITION
Universal Robina Corporation is in a very high
competition with its competitors, like Oishi and
Nissin – Monde. The company also makes instant
noodles, biscuits, and ready to drink beverages,
and is the market leader in almost all its
categories. Competition is definitely present with
these companies in the industry, but its likelihood
is only medium to high, since consumers may still
patronize their products despite the
advertisements and other promotions of its
competitors. One reason of which is its brand
equity and customer loyalty that the company has
in the market.
34. PROBLEM SOLUTION
C2 and Rong Do for suspected high
lead content.
Recalibrating its warehousing facilities
in Vietnam and rebuilding its beverage
brands that were recently pulled from
the market for "moderately" exceeding
the government's lead content
guidelines.
The company's net income dropped
by 21.1 percent in 2017
URC renewed their strategy and
organization.
35. LESSON LEARNED
Universal Robina Corporation has established a
rich heritage of success in producing great brands
and products that consumers have come to love.
They tend to set their price for their product at a
low price to gain their customers loyalty. Their
main priority is to accelerate the growth
momentum and maintain the relevance and
competitiveness of their brands. They have a
strong value proposition of for their brands
enables them to price higher than their
competitors in branded consumer foods.
36. CONCLUSION
URC will remain strong and stable
Investors may be certain of the safety of
their investment in the firm because of the
firm's success throughout time
The firm has outperformed in all of its
segments
URC has remained healthy and will
continue to expand as a firm in the next
years, supplying great products not just to
Filipinos but to the rest of the globe.
