TPA EXCLUSIVITY Accreditation and Termination Process

August 10, 2011

Objectives
To set up an Exclusive Structured Agency per area that will be solely responsible and accountable for areas market growth (sales performance), headcount maintenance & recruitment (channel development), and minimizing/removing delinquency/fraud (compliance) To set up the criteria for cancellation of accreditation and/or termination of the distributorship agreement.

Accreditation Process

Guiding Principles
The selection process will be credible and fair, have a pool of candidates. have transparency & trust Due diligence in establishing the identity of owners and principal officers Disclosure/Conflict of Interests TPA qualifications: Integrity No questionable legal or financial records, Files local taxes Excellent performance consistency (should be hitting current sales targets) Should pass the recent TPAs for April, May & June.
No major Fraud cases and percentage of Fraud should not exceed the companys current ceiling.

Must be willing to have a satellite office or hub in the assigned area that should be set up within a month after awarding of area. Must be able to have the required agent headcount within a month after awarding of area and develop agents with continuous training. Has Financial capabilities Business Conduct & Professionalism

Accreditation Process
Stage 1: Application/Initial Screening (TPA Pooling/Pre-accreditation)
Existing TPAs in the area will be preferred. Pooling of new agencies will follow.

Stage 2: Accreditation

The qualified applicants become part of the pool (6 mos. validity period)

Stage 3: On-boarding (Post Accreditation)

Stage 4: TPA Enablement

Stage 1:
Initial Screening Prospective Partner shall be screened by the ASH to eliminate unqualified applicants. Initial screening shall be based on the current applicants business operations and documentation compliance:
EXISTING TPA Monthly Sales Average should be at least 90% of target in Performance the area applied for Exclusivity. Agent Headcount At least 60% of the required headcount of the area Line of Business Manpower Company Profile (Business Operations, Org. Structure, Milestones, etc.) Company Financials Overview (Sales/Revenue, Expenses, Profit) Territory Profile and Market Analysis Projected Sales Documentation Deployment and Sales & Marketing Plans (Lead time to setup and hit the ground running) Proposed Organizational Structure Current P & L NEW TPA NA Have a manpower pool of at least 100 people. Manpower for at least 2 years in the business Company Profile (Business Operations, Org. Structure, Milestones, etc.) Company Financials Overview (Sales/Revenue, Expenses, Profit) Territory Profile and Market Analysis Projected Sales Deployment and Sales & Marketing Plans (Lead time to set-up and hit the ground running) Proposed Organizational Structure Current P & L TPA Application Form DTI Reg or SEC Reg & Articles of Incorp. BIR Registration Municipal Permit

The Sales Recommendation form will be accomplished by the ASH (indicating whether its approved or disapproved), to be endorsed by the RSH and to be concurred by SSSBPD Head.

Stage 1:
TAT Application/Initial Screening Steps Stage (Estimated (TD Pooling/Pre-Accreditation) # of Days) Stage 1: TPA Pooling (Pre-accreditation) 1 Submission of LOI Responsible TPA Applicant # of Days

Initial Screening Sales inform applicant to prepare documents needed (Accreditation and Legal documents). Verifies if the applicant is qualified by conducting interview and ocular inspection (actual visit) Applicant completes and submits Accreditation and Legal documents to Sales. Sales to submit to SSSBPD together with Sales Reco form (with approval of Department Heads)

ASH and TSH

5 1 Sales

Dealer Applicant & Sales

Stage 2:
Each qualifying applicant will be given the territorial profile, business background and performance of the vacant territory. Each one will prepare their business plans to be presented to the selection committee (Cluster Head, RSH, ASH, TSH, SSSBPD) Business plan rating Applicants shall be required to present sound Business Plans which will be based on the territorial profile and business potentials. The basic organizational and financial requirements will be identified by the ASH/CSH based on the business profile and needs of the territory and would be used as the bench mark for rating including business tools and systems. The Selection Process: Business Plans parameters: Organization Structure: 30% Deployment, Sales & Marketing Plans: 20% Operations: 30% New Ways of Doing Things: 20% Each Parameter will have corresponding standards set by the CSH/ASH and each line need to meet or exceed the expectations to get 2 points per line, on the other hand, 0 will be given if it didnt meet the set standards.

Stage 2:
Top 3 passing applicants shall be chosen and shall be endorsed to the Accreditation Committee for new TPAs. The best among the 3 shall be appointed and the rest of the qualified applicants shall be considered active members of the Pool of Candidates for 6 months. The candidates need to update their accreditation requirements after six months to remain as active members of the pool. The Pool of Candidates: all qualified applicants shall be included in the pool for future openings.

The qualified applicants at this stage become part of the pool and will proceed to the next step whenever there is an identified open territory. Formal advise will be sent out both to the successful & failed applicants by the recommending group.

Stage 2:
Steps Stage Selection & Accreditation TAT (Estimated # of Days) Responsible # of Days

5 Stage 2: Accreditation 6

Reviews accreditation documents then advises Applicant to prepare for the business presentation Prepares Business Plan for presentation to the Panel/Committee Actual presentation of the Business Plan to the Panel/Committee Assessment and Recommendation (decision is based on over-all rating) Routing for approval of Accreditation Folder Legal approval (for NEW) Sales Head approval CS Head approval Announcement of Exclusivity

1 1

Sales TPA Applicant

7 8 9 10 11 12 13

1 2

TPA Applicant SSSBPD, Sales Legal Sales Head

11

5 1

CS Head Sales

Stage 3:
Steps Stage On-boarding (Post Accreditation) TAT (Estimated # of Days) Responsible # of Days

Stage 3: On-boarding (Post Accreditation)

14 15

Prepares Contract and endorses for review Endorses contract to Legal Legal reviews, approves contract and endorses to Sales Head for signature Signing of Contract by Partner and notarization Submission of Perfromance Bond to SSSBPD

1 1

SSSBPD SSSBPD 13

16 17 18

7 3 1

Legal TPA Partner TPA Partner

Stage 4:
Steps Stage Enablement
TAT (Estimated # of Days)

Responsible

# of Days

Stage 4: TPA Enablement

29

Ensures TPA readiness ( org. structure, headcount, resources, etc.)

10

Sales (ASH/RSH) 12

30

TPA Orientation (Cadence & Agreements)

Sales (ASH)

31

Product &Technical Training (SCP, etc) NEW TPA

Sales (ASH/TSH)

In The Pool
Pool membership is good for 6 months starting from the actual business presentation. The applicant has to submit updated accreditation documents to renew membership in the pool upon pool membership expiration. The pool member may be tapped automatically to take over an area or may have to be asked to present a business plan for the vacant area (to assess the fit to the new area).

Conditional Policy
Agents who belong to agencies who would not be chosen and

would like to remain in the area will be given 1 month Quarantine period instead of 3 months. This will only be applied while on the Exclusivity Period. After which, the rule of 3 months or clearance whichever comes first will be applied before they can be accepted.
Note: Scenario that agent has a good record and no accountabilities from previous employer. That previous agency would still have business with Globe (other areas), if not, agents who are qualified would be automatically absorbed by the agency who will be awarded the Exclusivity.

CADENCE of TPA

Income Model Principles

Revenue Goals are set

Supported by right structure

At controlled cost

Targets are clearly set for the month/quarter

Size is determined by targets; bigger revenue

Each team/member has own set target

Targets correspond to specific cabinets/sites

target requires bigger organization

Optimized/maximized positions Hands-on management by the owner

Calculated expense; spend where it matters more Variable pay for Team Leaders Pay for performance principle

Organization Structure

The basic structure is complete such that critical functions are covered. Owner may function as OM but defined roles must be fulfilled.

Operations Manager

Admin Staff

Team Leader 1

Team Leader 2

A1 A3 A5 A7 A9

A2 A4 A6 A8 A10

A1 A3 A5 A7 A9

A2 A4 A6 A8 A10

In bigger organizations, double-hatting is allowed when practical; depending on size and complexity of business

Key Positions

Identified critical roles within the TPA organization that will drive the agents to high performance.

Operations Manager
1.
2. 3.

Team Leader/s
1.
2. 3.

The owner may function as the OM for better control

Overall in-charge of the day-to-day operations Responsible and accountable for the overall performance of the TPA in the areas of activations, flow-through, costs, profits, and sales fundamentals Acts as the liaison between the TPA and Globes TSH and ASH. Plans, conceptualizes and implements business building programs for the TPA operation

Responsible for the achievement of the target of the team in the assigned territory
Trains the agents on the basic skills needed to achieve sales objectives. Responsible for ensuring that each agent is deployed the assigned cabinets/sites based on the plan Responsible for teams complete line-up and actively participates in the recruitment of new agents Handles the daily briefing and may coordinate directly with the TSH on blitz schedules

4.

4. 5.

5.

Compensation may vary depending on what is more practical and workable for the business owner and more effective for Globe.