Philippine Christian

University

Submitted to:
Dr. Eileen Enriquez

Submitted by:
MARIA ROSALIE G. ABLAZA
\
MA. CORAZON A. BACOL
BIMJAMIN DELA CRUZ
MENCHIE R. MEDEL
ALODIA D. PABORIAN
 TABLE OF CONTENTS

TOPIC PAGES

Executive Summary

Terms of Reference & Statement of the Problem 3

Method of Analysis & Findings 3-4
Strategy Recommendations 5-6
Cross Functional Area Recommendation 6

Brief Company History 7 - 17

Organizational Structures 18 - 20

Current Situation

Current Performance 21
R.O.I Performance 21 - 23
Market Share Performance 24
Industry Structure 24
Segment & Sales 24 - 27

Strategic Posture

Corporate Vision & Mission Statements 27

Critique to the Company Vision & Mission Statements 28
Proposed Alternative Vision & Mission Statements 28
Nine Components of HDI Proposed Corporate Mission Statement 28 - 29
Strategies & Objectives 29
Policies 30
Reflection on Current Mission, Objectives, Strategies,
Policies and Operation 31
Corporate Governance 32
Areas of Consideration 33 - 34

The Business Environment

Macro-environment Factor Analysis 35

External Factor Evaluation 36
Porter’s Five Forces Analysis 37
Competitive Profile Analysis 38
Internal Factor Analysis 39
Internal-External Factor Analysis 40

TOPIC PAGES
Case Facts

View Point 41
Central Problem 41
Objectives 41 - 43
Alternative Course of Action 44 - 46
Recommendation 46
Plan of Action 47

The Functional Areas

Research and Development and Production Departments 48

General Plan of Action & Gantt Charts Years 1 – 3 49

Mission 49

Marketing & Advertising Departments 50 - 51

General Plan of Action & Gantt Charts Years 1 – 3 52

Mission 52

Stryker Corporate Social Responsibility 53 - 57

CURRICULUM VITAE

Ablaza, Maria Rosalie G. 58 - 59

Bacol, Ma. Corazon A. 60 - 61
Dela Cruz, Binjamin 62 - 63
Medel, Menchie R. 64 - 65
Paborian, Alodia 66 - 67

EXECUTIVE SUMMARY
TERMS OF REFERENCE & STATEMENT OF THE PROBLEM

Stryker Corporation Market Share Analysis provides in-depth information on Stryker’s market
position in the different medical equipment markets it operates in. The report provides Stryker’s market
share information in three key market segments such as Orthopaedics, Neurotechnology & Spine and
Medsrg.

This report also provides data and information on the overall competitive landscape of the
markets, the company operates in and the report is supplemented with global corporate-level profile
with information on the company’s business segments, major products and services, competitors,
locations and subsidiaries, financials highlights and other key developments.

This involved a full analysis of Stryker’s current business, from a process and financial
viewpoint. Areas of improvement were identified and Stryker will represent the upper end of the
value scale of the P0roduct development for new innovative products and product quality
improvements to existing products through the use of market development and penetration that helps
the products achieve the target
market goals in accordance and compliance to Government - FDA Quality Standard Rules and
Regulations.

METHOS OF ANALYSIS

SWOT Analysis, PEST Analysis, External Factor Matrix, Porter’s Five Forces Analysis,
Competitive Profile Matrix (CPM), Internal Factor Matrix, Quadrant Analysis -Internal & External Factor
Evaluation Matrices were the tools for analysis utilized and the results of which are the following:

1.) SWOT Analysis revealed that there were;

 14 (internal +) strengths

 2 (internal -) Weaknesses
  5 (external +) Opportunities

 5 (external -) Threats.

2.) Macro-Environmental Factors - Pest Analysis were classified, identified and examined as per

categories are as follows;

 Political – Legal Opportunities – New trade agreements between countries are possible

/ global market

 Political – Legal Threats – Possibility to decrease the market share globally due to

impact on negative impression received from investors regarding the company image

in relation to on-going proceedings, legal actions and claims.

 Economic Opportunities - New market trends can be seen.

 Economic Threats – Macroeconomic developments could negatively affect the ability to

conduct business in affected regions.

 Socio Cultural Opportunities – Product development and product improvements have

been developed internally at research facilities in the United States, France, Germany,

India, Ireland, Puerto Rico and Switzerland.

 Socio Cultural Threats - Exposure to exchange rate fluctuations on cross border as

well as local transactions.

 Technological Opportunities – Acquisition of Innovative Information Technology (IT) to

conduct business.

3.) External Factor (EFE Matrix) weighted score of 3.50 which signifies that Stryker has an above

average ability to respond to external factors.

4.) Porter’s Five Forces Analysis Results

 Threats of New Entry - Minimal

  Bargaining Power of Buyers - Medium

 Bargaining Power of Suppliers – High

 Competitive Rivalry among Competitors – Medium

 Threats of Price Competitiveness - High

5.) Competitive Profile Matrix – The total weighted score of Stryker is 3.55 which signifies that

Stryker has a minor strength against their competitor namely; Zimmer and De Puy.

6.) Internal Factor (IFE matrix) weighted score of 3.41 signifies that Stryker has a minor strength

ability to respond to internal position factors.

7.) Quadrants Analysis based on score of EFE matrix and IFE matrix shows that the IE matrix

indicates the high strong growth status in the illustration. The company must strive more to

continuously achieve greater market sales and to penetrate the saturation of sales network in the

whole world as well as to enhance the Research and Development facilities.

STRATEGY RECOMMENDATIONS

The corporate plan of Stryker Corporation will focus on Product Development and improvements
that’s why A.C.A. #1Product development for new innovative products and product quality
improvements to existing products through the use of market development and penetration that helps
the products achieve the target market goals in accordance and compliance to Government - FDA
Quality Standard Rules and Regulations should further intensify.

A successful combination of quality product development and market strategies can establish
your company as the industry leader. Effective quality product development and market strategies rely
on input from your existing customers. Rest assured that it was passed by quality standard imposed by
the FDA Government. One of the advantages of a history of successful product development and
market development strategies is that it presents you with a source of willing satisfied customers that
will help you test new products and work out developmental issues before the products get released to
the general public. You can also survey existing clients to determine what products and methods are
most effective for opening marketing programs for new territories.

At the same time, the strong investment in targets to obtain new quality products and capabilities
helps the company’s growth as well as using the current success to provide on-going financial rewards
to shareholders in order to build their loyalty and support for the company’s vision for its future.

CROSS FUNCTIONAL AREA RECOMMENDATIONS

Concerned Department and its functions:

Research and Development and Production Department

 The R & D must study and evaluate the market products against the products
of competitors in a highly competitive industry based on competitive factors
such as price, customer service, technology, innovation, product quality,
reputation, and reliability.
 Quality policy at Stryker, quality is first and they are driven to make
healthcare better for our customers by providing innovative products
and services that meet regulatory requirements through our effective
quality system
Marketing & Advertising Department
 The Marketing & Advertising Department will provide qualitative services for
Promotion and Marketing activities within minimal budget that helps the
company to revive brand recognition, reputation and visibility of products as per
observance and compliance with government regulations required by FDA.

BRIEF COMPANY HISTORY

Our history is rooted in innovation. When Dr. Homer Stryker, an orthopaedic surgeon from
Kalamazoo, Michigan, USA, found that certain medical products were not meeting his patients’
needs, he invented new ones. As interest in these products grew, Dr. Stryker started a company
 in 1941 to produce them.

Today, we are one of the world's leading medical technology companies. Company growth is
based on a diverse array of innovative products and services in Orthopaedics, Medical and
Surgical, and Neurotechnology and Spine that help improve patient and hospital outcomes –
which we achieve through the dedication of our 33,000 employees globally in 2016.

` We are well-positioned to continue serving the worldwide medical community for generations to
come. We think Dr. Stryker would be pleased.

1930–1940 1950–1960 1970–1980 1990–2000 2010–PRESENT

1930–1940

1936-1939

Dr. Homer Stryker, the Company’s founder, invents the turning frame and walking heel while
completing a degree in orthopaedic surgery at the University of Michigan.
1940

Dr. Stryker begins his medical practice in Kalamazoo, Michigan, and establishes offices in Borgess
Hospital. He uses the basement area for research and development.

1941

Dr. Stryker creates The Orthopedic Frame Company.

1942

Manufacturing of the Wedge Turning Frame begins, which allowed caregivers to turn patients with
serious back injuries, while keeping the spine immobilized.

1946

Dr. Stryker incorporates The Orthopedic Frame Company.

1947

We patent the oscillating saw; it cuts hard cast material but not human tissue. This product is the
forerunner to a broad line of our surgical instruments.

1950–1960

1955

Dr. Stryker’s son, Lee, becomes the General Manager of the Company.

1958

A decade in development, the Circ-O-Lectric bed capitalizes on the legacy of the turning frame. Our
sales reach $1 million.

1964

Dr. Stryker retires from his medical practice, and we change our name to Stryker Corporation.
1968

The 1960s usher in a new era of product development with the micro reciprocating saw.

1969

Lee Stryker becomes our President.

1970–1980

1976

The Company’s sales grow to $17.3 million.

Lee Stryker dies in a plane crash.

1977

We name John W. Brown President and Chief Executive Officer of Stryker Corporation.
1979

The initial public offering of stock brings greater awareness of the Company.

1979

Stryker acquires Osteonics Corp. and enters the orthopaedic implant market.

1980

Dr. Stryker dies at age 85 and John Brown becomes Stryker’s Chairman.

1980

Divisionalization brings focus to each of our three major product groups.

1981

The purchase of SynOptics provides expansion into the endoscopy business.

1985

Our annual sales reach $100 million.

1990–2000

1992

The acquisition of Dimso, SA opens opportunities in the spinal fixation field.

1994

We introduce RUGGED™ ambulance cots to expand into emergency medical services.

1996

The acquisition of Osteo SA provides entry into the orthopaedic trauma market.

1997

We are listed on the New York Stock Exchange after 18 years on NASDAQ.

1998

We acquire Howmedica, a major player in the worldwide orthopaedic market, and double in size in the
following year.

2000

We enter the surgical navigation market, providing precision in locating surgical targets.
2003

The Dekompressor and PCD System provide entry into the interventional spine market.

We are listed on the FORTUNE 500 for the first time.

2005

Stephen P. MacMillan becomes President and Chief Executive Officer and John Brown transitions to
the role of Chairman of the Board.

2010–present

Stryker Global Headquarters, Kalamazoo, Michigan, USA

2009

We acquire Ascent Healthcare Solutions, Inc., the market leader in the reprocessing and
remanufacturing of medical devices in the U.S.
2010

John Brown retires as Chairman and Stephen MacMillan becomes Stryker’s third Chairman of the
Board.

Our sales grow to $7.3 billion.

2011

We are listed in FORTUNE magazine’s 100 Best Companies to Work For for the first time.

2011

We acquire Boston Scientific’s Neurovascular division, greatly expanding our neurotechnology

business.

2012

Kevin A. Lobo becomes President and Chief Executive Officer.

2013

We acquire Trauson Holdings Company Limited and expand into the value segment of the emerging
markets.

2013

The acquisition of MAKO Surgical Corp. provides opportunities to further advance the growth of robotic
arm assisted surgery in orthopaedics.

2014

Kevin A. Lobo becomes Chairman of the Board and our fourth Chairman.

Closed five acquisitions:

• Pivot Medical, Inc
• Patient Safety Technologies, Inc.
• CoAlign Innovations, Inc.
• Berchtold Holding AG
• Small Bone Innovations, Inc.
2016

Our sales exceed $10 billion for the first time, and we complete eight acquisitions, including two in our
Medical division:

• Sage Products, LLC,

• Physio-Control International, Inc.
ORGANIZATIONAL STRUCTURES

CURRENT STRYKER CORPORATION

FUNCTIONAL ORGANIZATIONAL STRUCTURE

KEVIN A. LOBO
Chairman and CEO

EXECUTIVE BOARD

Vice President, Communications Vice President, Corp. Vice President, Internal Vice President, Corp. Reg. &
& Public Affairs
Controller Audit Q.A.

Group President, Vice President, Tax Vice President, Corporate Jeanne M. Blondia
Orthopaedics Secretary Vice President, Finance & Treasurer

Vice President , Chief Group President, Global Group President, Chief General Counsel
Financial Officer Quality and Business Operations Human Resource Officer

President, Asia-Pacific Vice President, Strategy and Vice President, Chief Group President, Medsurg
Investor Relations Information and Neurotechnology
Officerurotechnology

Vice President, Compliance

and Risk Management

Stryker Corporation, used the Functional organizational chart is structured with few managers at
the top and most people at the bottom, organized by the tasks they performed. The job classifications
were well defined and authority was top-down. Control was maintained by setting rules and
establishing standard procedures.

For example, an executive may report directly to the President. Companies that use functional
organizational chart split their departments into functional areas, such as accounting, finance, develop,
marketing and law.

Functional organizational structure includes vice presidents, executives, directors and managers
in a company.
 CURRENT STRYKER CORPORATION
CROSS-FUNCTIONAL ORGANIZATIONAL STRUCTURE
 Cross-functional teams have developed due to rapid race pace for new product development,
highly competitive markets, resizing, and restructuring, new technologies and globalization.

In theory, cross-functional teams are the right mechanism to rapidly respond to changing market
needs. In practice, most functionally aligned organizations have been less than successful in
incorporating cross-functional project team structures into their hierarchical organizational structure.
Through research of publications on similar topics as well as personal experience, I identify
characteristics of successful cross-functional project teams and characteristics of typical functionally
aligned organizations and show the relationship between them. Areas of concern will be highlighted
and recommendations offered for successfully incorporating cross-functional project teams into
functionally aligned organizations.
CURRENT SITUATION

A. CURRENT PERFORMANCE
Gross Profit

No R.O.I Performance specified in the case material. Increase in Gross Profit in 2015 to 66.4%
from 65.7% in 2014, primarily due to product mix and favorable impact of foreign currency exchange
rates offset by decrease in the selling price of their products. In 2014, Gross Profit decreased to
65.7% compared to 66.7% in 2013, primarily due to decreases in the selling prices of their products,
unfavorable product mix and unfavorable impact of foreign currency exchange rates.

The result of operations comparative analysis through Consolidated Statements of Earnings of

Stryker Corporation and Subsidiaries were revealed as table shown below;

Stryker Corporation and Subsidiaries

CONSOLIDATED STATEMENTS OF EARNINGS

2015 2014 2013
Net sales $ 9,946 $ 9,675 $ 9,021
Cost of sales 3,344 3,319 3,002

Gross profit $ 6,602 $ 6,356 $ 6,019

Research, development and engineering expenses 625 614 536

Selling, general and administrative expenses 3,610 3,547 3,467

Recall charges, net of insurance proceeds 296 761 622

Intangible asset amortization 210 188 138

Total operating expenses $ 4,741 $ 5,110 $ 4,763
Operating income 1,861 1,246 1,256
Other income (expense), net (126) (86) (44)

Earnings before income taxes $ 1,735 $ 1,160 $ 1,212

Income taxes 296 645 206

Net earnings $ 1,439 $ 515 $ 1,006

Net earnings per share of common stock:

Basic net earnings per share of common stock $ 3.82 $ 1.36 $ 2.66

Diluted net earnings per share of common stock $ 3.78 $ 1.34 $ 2.63
Weighted-average shares outstanding - in millions:
Basic 376.6 378.5 378.6

Net effect of dilutive employee stock options 4.3 4.3 3.5

Diluted 380.9 382.8 382.1
Anti-dilutive shares excluded from the calculation of net effect of dilutive
employee stock options — — —

CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME

2015 2014 2013

Net earnings $ 1,439 $ 515 $ 1,006
Other comprehensive income, net of tax

Marketable securities (3) 3 (4)

Pension plans 17 (55) 20

Unrealized (losses) gains on designated hedges (9) 6 7

Financial statement translation (390) (440) 80

Total other comprehensive (loss) income, net of tax $ (385) $ (486) $ 103
Comprehensive income $ 1,054 $ 29 $ 1,109

STRYKER SALES BY GEOGRAPHY

Sales Revenues of Stryker Corporation were generated from customers in the United States
which is approximately 71.50%, and the other sales revenues comes from EMEAA, 12.70%, Asia
Pacific, 11.60% and the remaining 4.10% comes from the rest of the world.
 Based on the chart above Stryker is a growth company. Since going public in 1979, Stryker has
had 37 consecutive years of sales growth; Exhibit 1a depicts the steady growth in revenue since 1988.
The company has also been reliably profitable (Exhibit 1b). Due to the combination of growth and
profitability, the market has driven Stryker’s stock price up at several multiples over the Dow Jones
Industrial Average over the past two decades (Exhibit 1c).

Stryker’s growth strategy relies on two major levers: organic growth based on investments in
internal R&D and marketing, complemented by supporting growth based on acquiring whole or parts of
businesses. Exhibit 1d reports the growth of R&D since 1988. R&D now exceeds $700 million annually
(more than 6% of sales). In parallel, Exhibits 1e and 1f highlight examples of Stryker’s acquisition
activity; both numbers of deals and reported value have increased in recent years.
MARKET SHARE PERFORMANCE

Stryker has Revenues of $ 9,946.00 and Net earnings of $ 1,439.00 as of 2105.

Stryker competes with Zimmer Holdings (ZMH), Biomet Inc, DePuy (a subsidiary of Johnson &
Johnson (NYSE:JNJ)), and Smith & Nephew PLC (NYSE:SNN) in this segment. While Zimmer is the
market leader in the Hip & Knee sub segments worldwide with 26.4% market share, Stryker has a
market share of 21.3% and DePuy has 23.7%. Stryker also holds a 9.1% market share in the
worldwide sales of the Spine sub segment.

Stryker’s market shares can be broken down into the following three segments:
6. Orthopaedics
7. Neurotechnology & Spine
8. MedSurg

INDUSTRY STRUCTURE: CONSOLIDATED in favor of STRYKER CORPORATION

CONSOLIDATED INDUSTRY STRUCTURE

________

Exhibit 2
ORTHOPAEDICS
Orthopedics is split into four different segments:
1. Knees
2. Trauma & Extremities
3. Hips
4. Other Orthopaedics

Knee Implants - 2016 Market Share (Total: $6.8bn)

Highly consolidated in favor of Zimmer

Exhibit 3

Trauma & Extremities 2016 Market Share (Total: $6.9bn)

Highly Consolidated in favor of Johnson & Johnson
Exhibit 4
 Hip Implants - 2016 Market Share (Total: $5.2bn)
Highly Consolidated in favor of Zimmer

Exhibit 5

NEUROTECH AND SPINE

Neurotech & Spine has been a solid growth area for Stryker in the last 5 years with a
CAGR of 6.37%.

The revenue is split between two areas:

3. Neurotechnology & Neurovascular
4. Spine
Neurotech & Neurovascular – 2016 Market Share (Total : $8.3bn)
Highly Consolidated in favor of Medtronic

Exhibit 6
Spine – 2016 MARKET SHARE ( Total : $9.7bn)
Consolidated Industry in favor of Johnson & Johnson

Exhibit 7
MEDSURG

Stryker’s diverse MedSurg product-line provides surgical equipment, computer

assisted surgery, minimally invasive surgical solutions and a host of other products
designed to optimise the quality of medical and surgical procedures. The division is split
into 4 main segments:
 Instruments
 Medical
 Endoscopy
 Other MedSurg

Exhibit 7

B. STRATEGIC POSTURE

1. VISION STATEMENT CRITIQUE

Since, Stryker Corporation is active in over 100 countries around the

world, the company proposed vision should emphasize the commitment to
become the number one largest manufacturer who offers a diverse array of
innovative and quality products and services in Orthopedics’, Medical and
Surgical and Neurotechnology and Spine for the next five years.

PROPOSED VISION STATEMENT

We are committed to become the number one global and largest

manufacturer for the next five years globally.

2. STRYKER CORPORATION MISSION STATEMENT

 Together with our customers, we are driven to make healthcare better.

MISSION STATEMENT CRITIQUE

The company’s mission is very brief and general.

Proposed Mission Statement according to the nine components Components

of Fred David

1. To provide innovative quality products and services that 1,2,3, 4,5,6,7,8

ultimately improve patient’ lives globally.

2. To commit to internal innovation to develop quality products 1,2,4,5

and services that improve outcomes and deliver greater cost
savings and efficiencies and to augment our efforts with focus
acquisitions.

1,2,3,5,6,8,9
3. To maintain positive relationships with our employees globally
as we aspired to provide quality products and services to our
customers.
4. To offers diverse array of highly competitive product categories 1,2,3,4,5,6,8
in which we operate and enables to compete effectively with
our commitment to innovation and product quality, customer
service and reputation.
5. To employ state of the art technology, employee, and 1,2,3,4,7,9
processes in order to achieve product excellence and customer
satisfaction globally.

The nine (9) components of a mission statement according to Fred David

should include the following:

1.Customers—Who are the firm’s customers?

2.Products or services—What are the firm’s major products or services?
3.Markets—Geographically, where does the firm compete?
4.Technology—Is the firm technologically current?
5.Concern for survival, growth, and profitability—Is the firm committed to
growth and financial soundness?

6.Philosophy—What are the basic beliefs, values, aspirations, and ethical

priorities of the firm?
Self-concept—What is the firm’s distinctive competence or major competitive
7. advantage?
 Concern for public image—Is the firm responsive to social, community, and
8. environmental
concerns?
9.Concern for employees—Are employees a valuable asset of the firm?

3. OBJECTIVES OF STRYKER CORPORATION

3.1 To achieve higher sales growth at the high-end of the medical technology
(MedTech) industry and maintain allocation strategy that prioritizes; 1.
Acquisitions, 2 Dividends, 3 Share of repurchases for the next five years of
operations.

3.2 Reduce acquisition cost on investment of medical technology because it

may result in the need to allocate more resources to integration and product
development activities.

3.3 To improve efficiency of the healthcare provider and provide cost effective
solutions.

3.4 Market and deliver all various product lines as fast and safe to the
customers with highest standard of quality products and with excellence in
customers - satisfaction.

4. STRATEGIES OF STRYKER CORPORATION

4.1 To be able to grow internationally they should not stop market penetration
globally with their regular quality product line but also offer a lower-cost brand
of quality products

4.2 To drive a strong organic growth through its innovative quality product
portfolio and strategic inorganic growth strategies.

4.3 To focus on establishing segments through diversification and expansion

of quality product lines and expansion of product lines and geographical
segmentation across international markets.

4.4 To intensify the mergers and acquisition – driven strategy in order to

enhance its long term growth prospects by expanding its existing products
offering across business segments.
 4.5. To help patients lead healthier, more active lives through quality products
and services that make surgery and recovery simpler, faster and more
effective.

POLICES OF STRYKER CORPORATION

Policies at Stryker should be intensified for compliance with all applicable

laws and regulations, and in accordance with the highest ethical standards. Each
of them makes choices every day that contribute to the character of the Company
by means of making ethical decisions, fairness treatment with customers,
suppliers, shareholders and with each other. All Stryker employees will make the
personal commitment to act with unquestionable integrity and honour, and in full
compliance with the ethical and legal standards set out in our Code of Conduct.

POLICIES FOR CORPORATE COMPLIANCE:

(http://www.stryker.com/en-us/corporate/AboutUs/index.htm)
 By-Laws
 Stryker Code of Conduct
 AdvaMed Code of Ethics
 Contact of our Ethics Hotline
 Supply Chain Transparency
 Conflict Minerals Statement of Disclosure
 Stryker Patents

 Unique Device Identification (UDI)

 PO Terms and Conditions

4. I therefore trust and believe, that the current mission, objectives,

strategies and existing policies reflects the Stryker Corporation‘s international
operations whether global or domestic because the company is committed to
 expanding its operations through a balance of internal Research and
Development Programs with maintaining low cost of budgeted expenses of
sales each year, partnerships and steady stream of acquisitions. In addition
to that, in order to grow internationally they should not stop market penetration
globally with their regular quality product line but also offer a lower-cost brand
of quality products. The company should constantly updates latest trends in
technology through a consistent level of innovation and upgrading existing
quality product.

II. CORPORATE GOVERNANCE

Executive Officers on January 31, 2016
First
Became
an
Executiv
Ag e
Name e Officer
Chairman and
Chief
Kevin A. Lobo 50 Executive Officer 2011
Vice President of
Communication
and Public
Yin C. Becker 52 Affairs 2016
Vice President,
Corporate
Controller and
William E. Principal
Berry Jr. 50 Accounting Officer 2014
Group President,
Global
Quality and
Lonny J. Business
Carpenter 54 Operations 2008
Vice President,
Global
M. Kathryn Human
Fink 46 Resources 2016
Group President,
David K. Floyd 55 Orthopaedics 2012
Michael D.
Hutchinson 45 General Counsel 2014
Vice President
William R. and Chief
Jellison 58 Financial Officer 2013
Vice President,
Strategy
Katherine A. and Investor
Owen 45 Relations 2007
Vice President,
Bijoy S.N. Chief
Sagar 47 Information Officer 2014

Timothy J. 51 Group President, 2008

MedSurg
 Scannell

Each of our executive officers was elected by our Board of Directors to serve in
the office indicated until the first meeting of the Board of Directors following the annual
meeting of shareholders in 2016 or until a successor is chosen and qualified or until his
or her resignation or removal.

Each of our executive officers has held the position above or has served Stryker
in various executive or administrative capacities for at least five years, except for Mr.
Lobo, Mr. Berry, Mr. Floyd, Ms. Fink, Mr. Jellison and Mr. Sagar.

Prior to joining Stryker in April 2011, Mr. Lobo held a variety of senior level
leadership roles for the previous nine years at Johnson & Johnson, most recently as
Worldwide President of Ethicon Endo-Surgery. Prior to joining Stryker in August 2011.Mr.
Berry served for two years as Assistant Corporate Controller for Whirlpool Corporation,
the world's leading manufacturer and marketer of major home appliances, and before

that held a variety of senior finance roles at Delphi Automotive and Federal Mogul
Corporation, both global automotive parts manufacturers.

Mr. Floyd was the Chief Executive Officer for OrthoWorx and held a variety of
senior level leadership roles with DePuy Synthes, Abbott Spine, AxioMed Spine, and
Centerpulse Orthopaedics. Prior to joining Stryker in October 2013, Ms. Fink held a
variety of senior level human resources roles for the previous six years at Johnson &
Johnson, most recently as the Worldwide Vice President, Human Resources of Ethicon.
While at Stryker, Ms. Fink held two different senior level Human Resource roles.

Prior to joining Stryker in April 2013, Mr. Jellison was Senior Vice President and
Chief Financial Officer at Dentsply International, the world's largest manufacturer of
professional dental products, and before that held a variety of senior level leadership
roles over a 15-year period at Dentsply.

Prior to joining Stryker in May 2014, Mr. Sagar served as the Chief Information
officer for Merck Millipore, and before that as Global Head of Information Systems and a
member of the divisional board for the chemicals division of Merck KGaA. Prior to joining
Stryker in November 2012, On December 31, 2015 Ramesh Subrahmanian stepped
down from his role as International Group President.

On January 26, 2016 we announced that Mr. Jellison has elected to retire from
his role as Vice President, Chief Financial Officer effective April 1, 2016. Glenn S.
Boehnlein, who has served as Group Vice President, Chief Financial Officer for
MedSurg & Neurotechnology since 2011, has been promoted to Vice President, Chief
Financial Officer effective April 1, 2016.
Before his role as Group Vice President, Chief Financial Officer for MedSurg &
Neurotechnology, Mr. Boehnlein held a variety of senior finance roles in the MedSurg &
Neurotechnology group.

III AREAS OF CONSIDERATION

STRENGTH

1. Stryker Corporation is a global leader in medical technology with 2015

revenues of $9,946 and net earnings of $1,439.
2. Stryker's products are marketed directly to doctors, hospitals and other
healthcare facilities
3. Stryker's products are sold in over 100 countries through company-owned
sales subsidiaries and branches as well as third-party dealers and distributors.
4. We bring patients and physicians advanced implant designs and specialized
instrumentation that make orthopedic surgery and recovery simpler, faster and
more effective.
5. Stryker is one of four leading competitors globally for joint replacement and
trauma products.
6. Stryker is one of five leading competitors globally in Instruments.
7. Stryker is one of five leading competitors globally in Neurotechnology.
8. Higher sales growth for 37 straight years and with 71.5% and all revenues
were generated from customers in United States.
9. Availability of the product raw materials essential to our business are
generally readily available from multiple sources.
10. Patent protection of such product restricts the competitors from duplicating
these unique designs and features.
11. Highly competitive product categories in which we operate and enable us to
compete effectively include our commitment to innovation and quality, service
and reputation.
12. Positive relationships with our employees globally are maintained.
13. International employees are covered with Collective Bargaining Agreements
(CBA).
14. Has 43 manufacturing and research development locations worldwide.

WEAKNESSESS

1. The company is involved in various proceedings, legal actions and claims

arising in the normal course of business related to product quality, and failure
to develop effectively the market product against the product of the competitor
based on competitive factors such as price, customer service, information
 technology system, innovation, quality, reputation and reliability.

2. Stryker is subject to extensive governmental regulation by the FDA relating to

manufacturing, labeling and marketing of products which requires clinical
testing, consisting of safety and efficacy studies, followed by pre-market
approval (PMA) applications for specific surgical indications.

OPPORTUNITIES

1. New trade agreements between countries are possible global market.

2. New market trend can be seen.
3. Product development and product improvements have been developed
internally at research facilities in the United States, France, Germany, India,
Ireland, Puerto Rico and Switzerland
4. Acquisition of innovative Information Technology (IT) to conduct business.
5. Implementation of a new global “Enterprise Resource Planning (ERP”)
System in business operations.

THREATS

1. Possibility to decrease the market share globally due to impact on negative

impression received from investors regarding company image in relation to
ongoing proceedings, legal actions and claims.
2. Macroeconomic developments could negatively affect the ability to conduct
business in affected regions.
3. Cost containment measures resulting in pricing pressures that could have
negative impact in future operating results.
4. Exposure to exchange rate fluctuations on cross border as well as local
currency transactions.
5. Competition in the development and improvement of new and existing
products particularly significant results from time to time in products
obsolescence.

IV THE BUSINESS ENVIROMENT

EXTERNAL ENVIRONMENT

PEST ANALYSIS: Threats and Opportunities

 Macro Environmental Threats Opportunites
Factors

Political - Legal Possibility to decrease the New trade agreements

market share globally due between countries are
to impact on negative possible / global market.
impression received from
investors regarding
company image in relation
to ongoing proceedings,
legal actions and claims.

Macroeconomic New market trends can be

Economic developments could seen.
negatively affect the ability
to conduct business in
affected regions.

Cost containment measures

resulting in pricing
pressures that could have
negative impact in future
operating results.

Product development and

Socio-cultural Exposure to exchange rate product improvements
fluctuations on cross border have been developed
as well as local currency internally at research
transactions facilities in the United
States, France,
Germany, India, Ireland,
Puerto Rico and
Switzerland.

SUMMARY OF EXTERNAL FACTOR MATRIX

OPPORTUNITIES Weight Rating Weighted

Score

1 New trade agreements between countries 20 4 0.80

are possible / global market
2 New market trends can be seen 10 4 0.40

3 Product Development and improvement 10 4 0.40

4 Acquisition of innovative Information 10 4 0.40

Technology (IT) to conduct business.

5 Implementation of a new global “Enterprise 10 4 0.40

Resource Planning (ERP”) System in
business operations.
THREATS

1 Ongoing proceedings, legal actions and 10 4 0.40

claims

2 Macroeconomic developments 10 3 0.30

3 Cost containment measures resulting in 10 2 0.20

pricing pressures

4. Exposure to exchange rate fluctuations on 5 2 0.10

cross border and local currency

5. Competition in the development and 5 2 0.10

improvement of new and existing products
particularly significant results from time to
time in products obsolescence
Legend: Poor (1)
Blow average s(2)
Above average (3)
Superior (4)
TOTAL WEIGHTED SCORE 100% 3.50
Result of IFE Matrix :
The total weighted score of 3.50 signifies
that Stryker has an Above average ability
to respond to external factors.

TASK & INDUSTRY ENVIRONMENT

PORTER’S FIVE FORCES ANALYSIS

SUMMARY OF TOP INDUSTRY

COMPETITIVE PROFILE MATRIX (CPM)

Stryker Zimmer De Puy

Weight Rating Score Rating Score Rating Score

Critical Success Factors
Market Share 0.15 4 0.60 3 0.45 2 0.30

Product Quality 0.10 3 0.30 4 0.40 3 0.30

Brand reputation 0.15 3 0.45 3 0.45 2 0.30

Global Expansion 0.10 4 0.40 4 0.40 3 0.30

0.40 3 0.30
Financial Position 0.10 4 0.40 4

Innovation in products & 0.10 4 0.40 4 0.40 3 0.30

services

Skilled Workforces 0.10 4 0.40 3 0.30 3 0.30

Customers Satisfaction 0.10 2 0.20 3 0.30 2 0.20

Variety of Distribution 0.10 4 0.40 3 0.21 2 0.14

channels

Legend: major weakness 1)

minor weakness(2)
minor strength (3)
major strength (4)

TOTAL WEIGHTED SCORE 100% 3.55 3.31 2.44

Result of CPM Matrix : The
total weighted score of
Stryker is 3.55 which
signifies that Stryker has a
minor strength against
Zimmer and De Puy

INTERNAL ENVIROMENT
SUMMARY OF INTERNAL FACTOR (IFE MATRIX)

STRENGTHS Weight Rating Weighted Score

1 Global leader in medical technology 10% 4 0.40

2 Higher sales growth for 37 years and 71.5% and
all revenues were generated from U.S. 10% 4 0.40
3 The industry shows a strong diversification 10% 4 0.40
4 Dedicated Sales Forces and Sales Networks 8% 4 0.40
5 Highly skilled workforces 7% 4 0.28
6 Product has a unique designs and features with 8% 4 0.32
Patent Protection
7 Highly competitive product categories 7% 3 0.21
8 Availability of product raw materials from multiple 5% 4 0.20
resources
9 Has 43 manufacturing and research development 5% 4 0.20
locations worldwide
10 Maintain positive relationships of employees with 5% 3 0.15
other employees globally
11 International employees are covered with 5% 4 0.20
Collective Bargaining Agreements (CBA)

WEAKNESSES

1 The company is involved in various proceedings, 10% 2 0.10

legal actions and claims arising in the normal
course of business related to product quality, and
failure to develop effectively the market products
against the product of the competitor based on
competitive factors such as price, customer
service, information technology system,
innovation, quality, reputation and reliability.
2 Stryker is subject to extensive governmental 10% 2 0.05
regulation by the FDA relating to manufacturing,
labeling and marketing of products which requires
clinical testing, consisting of safety and efficacy
studies, followed by pre-market approval (PMA)
applications for specific surgical indications.
Legend: major weakness (1),
minor weakness(2),
minor strength (3),
major strength (4)
100% 3.41
TOTAL WEIGHTED SCORE
Result of IFE Matrix : The total weighted
score of 3.41 signifies that Stryker has a Minor
Strength ability to respond to Internal Position
factors

INTERNAL – EXTERNAL IE MATRIX ANALYSIS

(Based on Score from EFE matrix and IFE matrix)

EFE
Scor
e
 4.0 Strong Average Weak
I II III
EFE HIGH
3.50
And Build
Grow
IV V VI
MEDIUM

Hold And Maintain

VII VIII IX
LOW

Harvest Or Divest
4.0 1.0
IFE IFE
Score
3.41

The IE matrix shows that the company indicates the high strong growth status in the
illustration. The company must strive more to continuously achieve greater market sales
and to penetrate the saturation of sales network in the whole world as well as to
enhance the Research and Development facilities of Stryker Corporation for the purpose
of giving the customers an innovative and quality products.

CASE FACTS

I. TIME CONTEXT 2015

II. VIEW POINT KEVIN. A. LOBO

Chief Executive Officer

III. CENTRAL PROBLEM Product Quality not in compliance
with government standards

OBJECTIVE

A. Must Objective

 To market and deliver all various product lines as fast and safe to the
customers with highest standard of quality products and to reduce
acquisition cost on investment of medical technology because it may
result in the need to allocate more resources to integration and product
development activities.

B. Want Objective

 To reach higher sales growth at the high-end of the medical technology

innovation and maintain allocation strategy that prioritizes acquisitions,
dividends, and share of repurchases by giving commitment to innovation
and providing a high quality standard products as well as to achieve the
excellence in customers- satisfaction for the next five years of
operations globally.

IV. AREAS OF CONSIDERATION

STRENGTH
1. Stryker Corporation is a global leader in medical technology with 2015
revenues of $9,946 and net earnings of $1,439.

2. Stryker's products are marketed directly to doctors, hospitals and other

healthcare facilities

3. Stryker's products are sold in over 100 countries through company-owned

 sales subsidiaries and branches as well as third-party dealers and distributors.

4. We bring patients and physicians advanced implant designs and specialized

instrumentation that make orthopedic surgery and recovery simpler, faster and
more effective.

5. Stryker is one of four leading competitors globally for joint replacement and
trauma products.

6. Stryker is one of five leading competitors globally in Instruments.

7. Stryker is one of five leading competitors globally in Neuro technology

8. Higher sales growth for 37 straight years and with 71.5% and all revenues
were generated from customers in United States.

9. Availability of the product raw materials essential to our business are

generally readily available from multiple sources.

10. Patent protection of such products restricts competitors from duplicating these
unique designs and features.

11. Highly competitive product categories in which we operate and enable us to

compete effectively include our commitment to innovation and quality, service
and reputation.

12. Positive relationships with our employees globally are maintained.

13. International employees are covered with Collective Bargaining Agreements

(CBA).

14. Has 43 manufacturing and research development locations worldwide

WEAKNESSESS

1. The company is involved in various proceedings, legal actions and claims

arising in the normal course of business related to product quality, and failure
 to develop effectively the market product against the product of the competitor
based on competitive factors such as price, customer service, information
technology system, innovation, quality, reputation and reliability.

2. Stryker is subject to extensive governmental regulation by the FDA relating to

manufacturing, labeling and marketing of products which requires clinical
testing, consisting of safety and efficacy studies, followed by pre-market
approval (PMA) applications for specific surgical indications.

OPPORTUNITIES

1 New trade agreements between countries are possible global market.

2 New market trend can be seen.

3. Product development and product improvements have been developed

internally at research facilities in the United States, France, Germany, India,
Ireland, Puerto Rico and Switzerland
4. Acquisition of innovative Information Technology (IT) to conduct business.
5. Implementation of a new global “Enterprise Resource Planning (ERP”) System
in business operations.

THREATS

6. Possibility to decrease the market share globally due to impact on negative

impression received from investors regarding company image in relation to
ongoing proceedings, legal actions and claims.
7. Macroeconomic developments could negatively affect the ability to conduct
business in affected regions.
8. Cost containment measures resulting in pricing pressures that could have
negative impact in future operating results.
9. Exposure to exchange rate fluctuations on cross border as well as local
currency transactions.

10. Competition in the development and improvement of new and existing

products particularly significant results from time to time in products
obsolescence.
VII. ALTERNATIVE COURSES OF ACTION:

A.C.A. #1 Product development for new innovative products and product

quality improvements to existing products through the use of market
development and penetration that helps the products achieve the
target market goals in accordance and compliance to Government -
FDA Quality Standard Rules and Regulations.

Advantages:
1. Gaining faster and more effective access to new products, new markets and new
technology skills.
2. Expands your consumer exposure and makes your company and product names
recognizable in the marketplace.
3. Gives you an advantage in marketing your company and product.
4. When consumers recognize your brand as an industry leader, it enhances the
rest of your marketing efforts.
5. New products and offerings through services.

6. Innovation and technology.

7. Global market expansion.

Disadvantages:

1. Product failure - when at first-time mover into a new market, you can gain an
advantage over the competition by getting your products in front of customers
first. But that advantage can quickly become a disadvantage when the
competition releases products that compensate for the shortcomings of your first
release.

2. External Resources - are much more difficult for you to control and a vendor that
sends you incorrect manufacturing materials can put your entire product and
market development plans behind schedule and over budget.

3. Unpredictable foreign exchange rates.

 4. Standard Government mandatory regulations by FDA.

A.C.A. #2 Continued commitment in Research and Development facilities

investment and have a budget funding allocation as much as
possible.
Advantages:

1. Possibility for increased productivity or new product lines.

2. Produces new products or better processes.
3. Eliminates possible patent infringement, copyright, or trademark infringement
claims against the company.
4. Can develop expertise in producing the invention or in taking advantage of a
process and key developments can be protected as a trade secret.
5. It also gains a significant amount of time over other firms to develop economies of
scale and to market the new product.
6. It maximizes their utility for their limited income.
Disadvantages:

1. It is expensive and very risky.

2. Impact on foreign currency exchange rates.

3. It is difficult to know beforehand what will work or what will sell.

A.C.A. #3 Intensify Merger and Acquisition strategies to successful growth.

Advantages:

1. Firms that regularly undertake acquisitions learn how to seize the gains while
avoiding pitfalls.

2. Increase the flow of companies approaching Stryker seeking buy-outs

3. Acquisitions help avoid Profit and Loss burn.
4. Geographical expansion especially in emerging companies.
 5. Attracts investors and possible international partnerships and associations with
medical service agencies and hospitals.
Disadvantages:

1. High capital requirements which acts as a deterrent to new potential competitors.

2. Constraints in funding longer-term debts.
3. It is inherently risky and no guarantee that any acquisition is successful.

V. RECOMMENDATION

ACA # 1

A successful combination of quality product development and market

strategies can establish your company as the industry leader. Effective quality
product development and market strategies rely on input from your existing
customers. Rest assured that it was passed by quality standard imposed by the
FDA Government. One of the advantages of a history of successful product
development and market development strategies is that it presents you with a
source of willing satisfied customers that will help you test new products and work
out developmental issues before the products get released to the general public.
You can also survey existing clients to determine what products and methods are
most effective for opening marketing programs for new territories.

At the same time, the strong investment in targets to obtain new quality
products and capabilities helps the company’s growth as well as using the current
success to provide on-going financial rewards to shareholders in order to build
their loyalty and support for the company’s vision for its future.

VI. PLAN OF ACTION

1. Study and evaluate the market products against the products of
competitors in a highly competitive industry based on competitive
 factors such as price, customer service, technology, innovation, product
quality, reputation, and reliability.
2. Provide qualitative services for Promotion and Marketing activities
within minimal budget.
3. Observance and compliance with government regulations required by
FDA.
4. Enhancement of Employees Fringe Benefits and Compensation
packages.
5. Implementation of a new global enterprise resource planning (“ERP”)
for accurate report and timely financial results.
6. Strictly conduct annual performance appraisal for monitoring and
evaluation purposes.

The Functional Areas

In the area of Research and Development and Production Departments

(1) The department should regularly evaluate the products offered by the
company to ensure they are still functional. Potential changes or
upgrades are considered. In some cases, the research and development
department is asked to resolve a problem with an existing product that
 malfunctions or to find a new solution if the manufacturing process must
change.
(2) The research and development team handles the quality checks on
products created by the company. The department has an intimate
knowledge of the requirements and specifications of a particular project.
This allows team members to ensure the products meet those standards
so the company puts out quality products. If the company also has a
quality assurance team, it may collaborate with research and
development on quality checks.
(3) The research and development team aids the company in staying
competitive with others in the industry. The department is able to
research and analyses the products other businesses are creating, as
well as the new trends within the industry. This research aids the
department in developing and updating the products created by the
company. The team helps direct the future of the company based on the
information it provides and products it creates.

GANTT CHART FOR RESEARCH AND DEVELOPMENT

THREE-YEAR STRATEGY

ACTIVITIES DURATION
MAR

NOV
AUG
MAY
APR

JUN

OCT

DEC
JAN

SEP
FEB

JUL
Mission:
1. To commit to internal innovation to develop quality product and services
that improves outcome and deliver greater cost savings and efficiencies
and to augment our effort with focus acquisitions.
2. To offer diverse array of highly competitive product categories in which we
operate and enables to compete effectively with our commitment to
innovation and product quality, customer service and reputation.

In the area for Marketing and Advertising Department

The marketing department has overall responsibility for growing revenue,
increasing market share and contributing to company growth and profitability and the
following areas of concerns should be considered;

1. Strategy - The senior member of the marketing department takes responsibility

for setting marketing strategy in line with overall company strategy and
objectives. The strategy may be to increase share in a specific market sector, for
example, to enter a new sector, or to open a new channel of distribution, such as
the Internet, to reach a wider geographical market. The marketing department
reaches agreement on strategy with the board or senior management team
before planning campaigns in detail.

2. Market Research – The Market research is a key responsibility for the marketing
department. Research helps the company identify market opportunities and gain
a better understanding of customer needs. It also helps them understand
competitors’ strengths and weaknesses so they can take action to protect
business with existing customers or win business from weaker competitors. The
department can carry out its own research by studying industry reports, market
data on websites, or by contacting customers and prospects to survey their needs
and attitudes. Alternatively, they can brief a market research firm to carry out the
research.

3. Product Development - The marketing department works with Internal or

external product development teams to develop new products or improve existing
ones. The department analyses sales of existing products and identifies gaps in
the product range where there may be opportunities for the company. Marketing
employees provide development teams with information on customer needs and
preferences to help them identify the features or improvements to incorporate in
new products. Later in the product development process, the marketing
department sets prices and prepares plans to launch the product.
4. Communications - Marketing departments plan campaigns and develop
communications material to promote products and services to customers and
prospects. Depending on their available budgets, they may plan advertising
campaigns, develop e-mail marketing programs, create promotional content for
the company website, write press releases or product publications, such as
product leaflets, company brochures, product data sheets or customer
newsletters.

They may write and design the promotional material if they have skills
within the department or they may appoint advertising agencies or design firms
to produce the work.

5. Sales Support - Cooperation between the sales and marketing departments can
improve sales performance and speed up business growth. The marketing
department can provide sales teams with high-quality leads by running
advertisements that include a reply mechanism, such as a coupon or telephone
number, or by encouraging visitors to the company website to register their
details in return for a free newsletter or special report. Marketing also prepares
presentations for the sales team and supplies them with stocks of promotional
material to give to customers and prospects.
6. Events - In some companies, marketing departments are responsible for
organizing events, such as exhibitions, seminars, sales conferences or customer
hospitality events. They plan the logistics of the event, booking exhibition booths
or meeting facilities, for example, and provide event material, such as displays,
presentations or hand outs. They also promote external events to customers and
prospects to ensure successful attendance.
 GANTT FOR MARKETING AND ADVERTISING DEPARTMENT

THREE-YEAR STRATEGY

ACTIVITIES DURATION

MAR

NOV
AUG
MAY
APR

JUN

OCT

DEC
JAN

SEP
FEB

JUL
Strategy 3 months
Market 6 months
Research
Product
12 months
Development
Communication 4 months
Sales Support 5 months
Events 6 months

Mission:
1. To provide innovative quality products and services that ultimately
improve patient’s lives globally.
2. To employ state of the art technology, employee, and processes in order
to achieve product excellence land customer satisfaction globally.

STRYKER CORPORATION CORPORATE SOCIAL RESPONSIBILITY

Our commitment to people and planet
We believe the health of the world is as important as the people who live in it. We are committed to
making responsible decisions that help people and preserve the planet for future generations.

Giving and volunteerism

Around the world

Partnerships, like the one we have with Operation Smile, allows us to advance
healthcare through medical education initiatives as well as medical
missions that directly serve those in need. With our partners we alleviate
suffering, restore function and bring hope to some of the most under
resourced people in the world.

Our partnership

Operation Smile is an international medical charity that has provided hundreds of

thousands of free surgeries for children and young adults in developing countries who
are born with cleft lip, cleft palate or other facial deformities. As a partner since 1999, we
have provided product donations and financial contributions because we share the belief
that every child deserves access to safe, effective and timely surgical care and a future
filled with hope. But the partnership goes well beyond donations.
Medical education

Our partnership has done incredible things to advance healthcare through medical
education. The educational programming we support has directly influenced the
development of compassionate, skilled plastic surgeons throughout the world through
medical mission experience. Additionally, the surgeons training program is locally
focused and provides comprehensive training of new plastic surgeons through one-on-
one mentorship. This program will provide several hands-on training opportunities and,
as a result, foster the creation of new cleft surgeons in resource-poor countries and
increase the overall surgical capacities of countries around the world.

Missions

Additionally, we sponsor groups of employees as non-medical mission volunteers who

provide day-to-day support for families during this critical time. For the most recent trip in
January 2017, eight employees traveled to Panskura, India. In support of this mission,
we conducted a fundraiser, through which the company matched employee donations
dollar for dollar. The campaign raised funding for almost 300 surgeries.

Where we live

We focus on the advancement of healthcare and well-being, education and community

vitality to strengthen the communities where we live and work.

Impact through volunteerism

Eleanor House
United States,
Kalamazoo, Michigan

Employees along with Chairman & CEO, Kevin Lobo landscaped and cleaned the
interior of a local shelter. They also provided toys for the play area and new computers
to replace the lone, ailing unit used for homework and job searches.

Red Cross
Amsterdam, Netherlands

In partnership with the Red Cross employees engaged local businesses to solicit
donations.

Chen Su Lan Children’s Home

Singapore

Employees came together to organize an ice skating event for special needs children.
The children were able to enjoy 3 hours of ice skating coaching, games and lunch.
Regalo de Amor
Arroyo, Puerto Rico

Employees hosted 180 students and their teachers at the Arroyo Convention Center as
part of Regalo de Amor. At the convention center, students and teachers were served
snacks while enjoying musical and karaoke performances, and clown and magic shows.

Environmental practices

Environmental positioning statement

We are committed to operating in a responsible manner that will deliver lasting social,
environmental and economic value across our operations, products and
services.

Environment, Health and Safety is a shared responsibility, dedicated to identifying and

eliminating hazards, managing risks, and improving the overall quality of life for our
employees and community. Our collective efforts will promote a feeling of safety and
security among our employees and make significant contributions toward preserving and
protecting our planet.

Over the past five years, our Sustainability Solutions business has served as a leading
example of our commitment to drive improved sustainability. Working collaboratively with
our healthcare partners, our Sustainability Solutions business has enabled over 2,500
healthcare systems to save more than $1 billion on hospital supplies and divert over 60
million pounds of medical waste from landfills.

Another example is the Neptune Waste Management System, which revolutionized the
management of surgical fluid through a focus on safety and efficiency with
environmental responsibility in mind. Facilities using the Neptune System have
successfully diverted almost 394,440,000 pounds of suction system waste from medical
landfills since 2001. A case study conducted by an individual healthcare facility states
that their operating room fluid waste was reduced by 94 percent after the
implementation of Neptune.
Committed to green

Stryker is in the business of care so we consider the health of the world around us as
vital as the health of the people who live in it. We are committed to operating in
responsible manner that will deliver lasting social, environmental and economic value
across our operations, products and services. Here are a sample of our environmental
initiatives:

 Recycling

We recycle paper products, cardboard, packaging and metals, and we load

delivery vehicles in a manner that helps eliminate the need for packaging and
optimizes transportation routes to save fuel.

 Waste reductions

Our sustainability Solutions’ United States hospital and health system customers
saved more than $299 million in 2016 and eliminated 12.9 million pounds of
medical waste from landfills.

 Energy reductions

In our Newbury, U.K., location, we use rainwater for flushing toilets, energy
efficient lighting and heating, solar panels and censored lighting in all areas.
Maria Rosalie G. Ablaza
375 Gutierrez St. Medicion 1- D Imus, Cavite – Philippines 4013
(046) 515-1970 (Residence)
0906-4809759 (Cellphone)
mrrablaza_07@yahoo.com

____________________________________________________________________________________

EDUCATION

Graduated College at ADAMSON UNIVERSITY

Bachelor of Science in Commerce major in Accounting
Master in Business Administration – Graduate School 2016 - 2018
PHILIPPINE CHRISTIAN UNIVERSITY – Dasmariñas, Cavite

HIGHLIGHTS OF QUALIFICATIONS

 With proven knowledge and expertise in all phases of general accounting procedure,
procurement/supply management, inventory management, credit and collection management,
customer’s assistance and administrative functions.
 Result-oriented, high energy, can work independently, strong team player with leadership skills,
competent, attention to detail, dutiful respect for compliance in all Standard Rules and Regulations
of the company.
 Accomplished professional background in Real Estate, Telecommunications, Transportation,
Airfreight and Hospital Industry.
 Strong communication skills which can easily interacts with executives, customers and
colleagues.
 Computer literate (Excel, Word, Power Point, Dbase, POS, SAP, Bizbox 8).

PROFESSIONAL ACCOMPLISHMENTS

PURCHASING SUPERVISOR
SILANG SPECIALISTS MEDICAL CENTER
Emilio Aguinaldo H-way By Pass Road
San Vicente 2, Silang, Cavite
(May 16, 2016 – present)

CREDIT & COLLECTION OFFICER

ASTRA REALTY CORPORATION
Building 3 Jannov Plaza
2295 Pasong Tamo Extension, Makati
(June15, 2015 – October 20, 2015)

PURCHASING SUPERVISOR
GENTRI DOCTORS MEDICAL CENTER
Gov. Hills Metropolis, Brgy. Manggahan Gen. Trias, Cavite
(June 1, 2013 – June 5, 2015)

PURCHASING SUPERVISOR
MEDICAL CENTER IMUS
Diversion Road, Palico IV Imus, Cavite
(June 20, 2012 – October1, 2012)
MARKETING & COLLECTION OFFICER
PNOC Development & Management Corporation
5th Flr PNOC Bldg Merritt Road, Fort Bonifacio, Makati , Philippines
(April 18, 2002 - May 31, 2011)

BRANCH ACCOUNTANT
Telecoms Specialist Inc.(Authorized Distributor of Smart Communication, Inc.)
Ayala Makati, Philippines
(January 17, 2000 – January 15, 2002)

COLLECTION ASSISTANT – INTERNATIONAL ACCOUNTS

Rapid Airfreight Inc.
Pasay City, Philippines
(January 6, 1999 - January 15, 2000)

ACCOUNTING STAFF
Telecoms Specialist Inc.(Authorized Distributor of Smart Communication, Inc.)
Ayala Makati, Philippines
(September 19, 1995 - June 18, 1998)

SENIOR ACCOUNTING CLERK / BOOKKEEPER)

Metro Transit Organization, Inc. (Light Rail Transit Authority)
Pasay City, Philippines
(July 1, 1990 - September 25, 1995)

SEMINARS/ TRAINING ATTENDED

Leadership Training Module of Middle Managers

Supply Chain Management
Purchasing Management
Credit and Collection Management
Team Building Seminar
Work Attitudes and Values Enrichment
Stress Management,
Updates on Bookkeeping Laws and Regulations,
Update Withholding Tax,
Life Skills Upgrading (Value Enhancement Program)

REFERENCES
Available upon request
Ma. Corazon A. Bacol
Blk31 Lot28 Gladiola Street Ph2 Villa de Primarosa Subd.
Brgy. Buhay na Tubig, Imus City, Cavite 4103
Contact No. (0917)8297086
Email add: hipolitobacol@yahoo.com

Experience

November 2, 2012 – October 13, 2013

Credit and collection officer, Jopauen realty corporation

April 28, 2008 – October 29, 2012

Loans Supervisor, Rural bank of dasmarinas, inc.
December 25, 2007– April 28, 2008

December 25, 2007– April 28, 2008

Store Manager, Red ribbon bakeshop
November 2, 2005 – December 25, 2007
Construction accountant, EAC Medical Center, Cavite
June 1, 2005 – October 31, 2005
Sales executive, Citimotors, Philippines
July 1, 1996 – September 15, 2003
Marine Cargo Underwriter, Pioneer Insurance and Surety Corp.

Education
May 1995
BS accountancy, adamson university
 Present
Master of Business Administration, philippine christian university

Skills
 Effective Team leader  Initiative and self-motivated person
 Good Interpersonal Skills  Ability to work under pressure
 Can work under minimal supervision

Activities
 “Know your Money and Counterfeit Detection” Seminar – UPSI PROPERTY HOLDINGS, INC.
 Branch Operation Training Program – Red Ribbon Bakeshop, Inc.
 Crew Training Program – Red Ribbon Bakeshop, Inc.
 Basic Salesmanship Training – Citimotors, Inc.
 General Insurance – Philippine Insurance Institute
 Marine Cargo (Specialization) – Pioneer Insurance & Surety Corp.
 Career/Personality Development
BINJAMIN LIBONAO DE LA CRUZ
B20 L28 GreenPark Villas II, Malagasang 2-C Imus
bldelacruzjr@gmail.com | 0926-807-9062

Employment
I was a Senior POS Associate handles Operations in POS Unit Bank of the Philippine Islands. I had been with the
bank for almost six years. I have good working attitude and customer service skills. I come to office on time and
even extend duty when needed. I am team player and always have the initiative to evaluate existing processes for
improvement either on TAT (Turn Around Time) or cost savings.
I am now working in Cavite State University as a professor. I am handling students of Bachelor of Science in
Business Administration and Business Management, teaching Customer Relations, Office Administration, Principles
of Marketing, Basic Finance, Banking and Financial Institutions and other related subjects.
Trainings and Skills
2010 2013
 Anti Money Laundering Act  TQ - Yellow Belt Training

 New BPI Direct Loans kick off  TQ - Orange Belt Training

 Basic Presentation Skills

2011
 Information Security Overview of Risk  Being An Effective Team Member
Management
 Business Continuity Management (BCM)
 Power Of A Vision and Verbal Aikido
 MLPP, MS Office Data Management
 Mobile Mall Training
2014
 Cardpac V2 Training
 Professional Enhancement Program (PEP)
 Financial Wellness
 Professional Image Development
 AMLA 2: Know Your Customer High Impact
 Values Orientation Workshop
Salesmanship Workshop
 BPI Service Plus

 Ingestate Training

2015
 Client Xcentricity

Experiences:
August 2016 – on going Cavite State University Imus Campus Instructor/Professor
Main Duties Include:
Teaching the subjects Customer Relation, Office Administration and other related subjects to BSOA student. I am
also teaching Marketing, Finance and other related subjects to Business Management Students. I am also the
adviser of fourth year students and Young Office Professional Advocates (YOPA) an students organization for
BSOA.
June 2015 – October 2015 BPI Card Operations Department Managing and Checking

June 2014 – May 2015 BPI Card Operations Department Admin

Feb 2013 – June2014 Card Operations Department Terminal Management Maker

June 2012 – Feb 2013 BPI Card Operations Department Channel Monitoring

May 2012 – Dec 2012 BPI Card Operations Department POS Staff TID Maker

Oct 2011 – June 2012 BPI Card Operations Department POS Inventory Management

Oct 2011 – June 2012 BPI Card Operations Department Servicing

Feb 2010 – Oct 2011 BPI Electronic Channels Group Outbound Sales Associate

Education
BSBA Major in Banking and Finance

Dr. Filemom C. Aguilar Memorial College - 2007

Master in Business Administration

Graduate School
Philippine Christian University
2016 – on going
Earned 36 Units

Achievements and Awards

 Awardee for the Year 2015 1st Sem WOW Cards Operations - Authorization Section
 Awardee for the Year 2015 1st Sem WOW Cards Operations - POS Unit
 Awardee for the Year 2014 1st Sem WOW Cards Operations – POS Unit
 Finalist for WOW Cards Operations Staff for the Year 2014 1st semester
 Finalist for WOW Cards Operations Staff for the Year 2014 2nd semester
 Finalist for WOW Cards Operations Staff for the Year 2015 1st semester
 Finalist for WOW Cards Operations Staff for the Year 2013 1st semester
 Certified Orange Belt - Lean Six Sigma
 Certified Yellow Belt – Lean Six Sigma
 Awardee for having the most number of BPinoy Applications for the month of August 2010
 Awardee for having the most number of Credit Card Applications for the month of August 2010
 Awardee for having the most number of BPinoy Applications for the month of November 2010
 Awardee for having the Highest QM Grade for the month of November 2010
Quality Team Project
I.P.M.S (Integrated POS Monitoring System)

This is a process improvement/program, in which process was evaluated the best solution by creating a program
integrating Installation Schedule and Inventory Database. A project dated August 22, 2013, certified January
2014 and presented to management April 11, 2014 on 14 th Floor BPI Card Center, Paseo de Roxas Makati City.
MENCHIE ESPIRITU MEDEL
172 Brgy. Malabag Toledo, Silang Cavite 4118 l (c) 0909-584-7754

Highly organized and detail-oriented who supports the mission and vision of the Department of
Education with excellent work ethics who continually maintains a positive work attitude.

EDUCATIONAL BACKGROUND

LEVEL NAME OF SCHOOL BASIC EDUCATION Period of Highest

attendance level/units
earned
Graduate Phil. Christian Univeersity- Masters in Business 2016 2018 36 units
Studies Dasmarinas Cavite Administration
College City College of Tagaytay Teachers Certificate 2016 2017 NA
City Program
De La Salle University- BSBA Major in Mngt. 1999 1999 NA
Dasma
Vocational Southern Phils. Imus Caregiving 2013 2014 NA
Institute
De La Salle University- School of Midwifery 1993 1995 NA
Dasma
Secondary Malabag National High Sch. High School 1989 1993 NA
Elementary Malabag Elementary Sch Elementary 1984 1989 NA

CIVIL SERVICE ELIGIBILITY

Career Service (Board) Rating Date of Place of License

Examination Examination
Number Date of
Validity
LICENSURE 79.30% 04/01/1995 FAR EAST 0109121 07/03/2018
EXAMINATION FOR UNIV. MANILA
MIDWIFERY
LICENSURE 75.40% 09/24/2017 UNIV. OF THE 1593201 07/03/2020
EXAMINATION FOR EAST
TEACHER CALOOCAN
WORK EXPERIENCE

INCLUSIVE POSITION DEPARTMENT STATUS OF GOV’T SERVICE

DATES APOINTMEN
T
FROM TO YES NO
06/21/ Present Teacher Dept. of Education/Div. of Cavite- Provisional Yes
2017 Tagaytay City Science National
High School-Senior High School
08/05/ 06/08/2016 Medical Tagaytay Medical Center Regular No
2015 Record
Staff
03/18/ 08/01/2015 Philhealth Tagaytay Medical Center Regular No
2008 Staff
01/05/ 05/12/2008 HMO Tagaytay Medical Center Regular No
2007 Officer
01/04/ 12/10/2006 Nursing MV Santiago Medical Center Regular No
2003 Staff
01/10/ 12/15/2002 Midwife Kawit Maternity & General Casual No
1999 Staff Hospital
07/05/ 06/15/1996 Nursing Silang Health Center Casual Yes
1995 Asst.

LEARNING & DEVELOPMENT

TITLE OF LEARNING & INCLUSIVE DATE OF NO. TYPE OF SPONSORED BY

DEVELOPMENT ATTENDANCE OF LD
HOU (Manageri
RS al/Supervi
sory/
Technical)
From To
Mass training of Graduate II Teachers 04/17/2017 05/04/2017 119 Technical Region IV-
on the K to 12 Basic Education program Calabarzon
Senior High School Mass Training of 03/19/2017 03/22/2017 32 Technical Region IV-
Graduate 11 Teachers on Common Calabarzon
Topics
Induction of the Public Learning 08/13/2016 08/13/2016 8 Technical DEPED/Div.
Educators of the Division for the Great Cavite
Endeavor (I-Pledge) 2016
Microsoft Excel & Microsoft Powerpoint 01/25/2016 01/26/2016 16 Technical Unihealth
Ver.2007 Tagaytay
Leading for People Care 04/30/2011 04/28/2011 8 Technical Guthre Jensen
The Seven Qualities of an Excellent 04/28/2010 04/28/2010 8 Technical Salt & Light
Team Leader Workshop Ventures

OTHER INFORMATION

SPECIAL SKILLS & Hobbies NON-ACADEMIC DISTINCTION MEMBERSHIP/ASSOCIATION

Basic Computer Skills Best in clinical Practice March 1993
ALODIA D. PABORIAN
Blk 26 Lot 6 Boston Heights Subdivision
Brgy. Toclong
Kawit,Cavite
Mobile No. 0906-5574077
Email Address: alodiadp@gmail.com

QUALIFICATIONS: Computer literate-Microsoft Word and Excel; Extensive use of Internet; with excellent
experience in customer care and sales; with pleasing personality and good ability to interact well with different
kinds of people.

WORK EXPERIENCE:

SENIOR LEASING OFFICER

LOTUS CENTRAL MALL, INC.
Nueno Avenue,
Tanzang Luma 1
Imus City, Cavite
October 1, 2017 - Present

LEASING OFFICER
LOTUS CENTRAL MALL, INC.
Nueno Avenue,
Tanzang Luma 1
Imus City, Cavite
November 1, 2015 – September 30, 2017

MARKETING OFFICER
LOTUS CENTRAL MALL, INC.
Nueno Avenue
Imus City, Cavite
February 20, 2015 - October 31, 2015

BRANCH MANAGER
GEORGE OPTICAL, INC.
2005 G&B Bldg. Taft
Avenue cor. Buendia
Pasay City
April 2013 – February 13, 2015

CASHIER
IOS M. CORPORATION
QUIAPO, MANILA
August 2006 – February 2015
PROFESSIONAL LICENSE:

Civil Service Career Professional Eligible

October 28, 2007

TRAININGS/SEMINARS:

 Leadership Training (2014)

 Image Management Training (2014)
 Basic Coaching Training (2014)
 Professional Salesmanship Training (2014)
 ISP 9001:2008 Internal Quality Audit (2015)
 Delivering Customer Experience: How to win and keep customers coming back (2016)
 Building a Culture of Leadership and Service Excellence (2016)

EDUCATIONAL BACKGROUND:

College : University of Luzon (Luzon Colleges)

Dagupan City, Pangasinan
Bachelor of Science in Commerce Major in Management
Year 2000 – 2001

Mount Carmel College

Baler, Aurora
Bachelor of Science in Commerce Major in Economics
Year 2001 - 2005

Master in Business Administration

Graduate School
Philippine Christian University
2016 – on going
Earned 36 Units