STRATEGIC MANAGEMENT PAPER ON ARANETA CENTER INC.

University of Santo Tomas

ARANETA CENTER, INC. AStrategic Management Paper

Submitted toSir Real Carpio So

InPartial FulfillmentOf The RequirementsInEntre 7 Strategic Management

Submitted By: Mayryjoy E. Endaya4M6

STRATEGIC MANAGEMENT PAPER ON ARANETA CENTER INC.

STRATEGIC MANAGEMENT PAPER ON ARANETA CENTER INC.

I. ACKNOWLEDGEMENT

First and foremost, my utmost gratitude to our strategic management professor, Mr. Real C. So, who always gave valuable suggestions, guidance and help us understand and remember important information that would be very helpful for the completion of our strategic management paper. Ms. Marjorie Go, our supervisor and Araneta Centers Marketing Admin Manager, who became one of the major contributor of my paper and she who patiently answers and give valuable insights that I needed about the company. To Rachel Pedraja and Miguel Buco my fellow co-interns from University of Santo Tomas, for uncomplainingly answering all my questions and for giving me relevant information needed in our paper and for their unfailing dedication in completing our marketing plan for the companys upcoming Easter and mothers day event. Without them success wouldnt be possible. Last but not the least, my family and the one above all of us, the omnipresent God, for answering my prayers for giving me the strength to finish this paper despite my procrastination and wanting to give up, thank you so much Dear Lord.

II. TABLE OF CONTENTS

PAGE

I. Acknowledgement 1II. Table of Contents 2III. Executive Summary 3IV. Introduction 4V. External Environment Analysis 51. Definition of Industry 72. Analysis of Present Task Environment 143. Analysis of Potential Changes in the Macro-environment 214. Threats and Opportunities 214.1 Effect of potential changes on the task environment 244.2 The resulting changes in the present task environment 255. External Factors Evaluation (EFE) Matrix 296. Industry and Competitive Analysis 316.1 Strategic Map 367. Competitive Performance Matrix (CPM) 39VI. Analysis of Internal Environment 411. Company Overview 412. Corporate Values 433. Value Chain Analysis 474. Financial Analysis 534.1 SEC Financial Statement 56 4,2 Financial Ratios 715. Strengths and Weaknesses/Competitive Advantage 736. Internal Factors Evaluation (IFE) Matrix 76VII. SWOT/TOWS Matrix 77VIII. Strategic Plan 781. Vision and Mission 782. Objectives: Strategic and Financial 80 3. Evaluation of Present Corporate Strategies 814. Proposed Corporate Strategies 824.1 Description of the strategy 824.2 Basis of the Corporate Strategy 84IX. Quantitative Strategic Planning Matrix (QSPM) 85X. References 88

III. EXECUTIVE SUMMARYAraneta Center, Inc. is the owner, developer and manager of the Araneta Center, an established 35-hectare (90 acre) retail, entertainment, residential, and office development situated right in the center of Metro Manila. The Center brings in an estimated 1,000,000 visitors daily.Araneta Center is in the midst of a Master Plan that will transform it into one of the countrys largest mixed-use real estate development. New developments are underway to create a mix of state-of-the-art retail, entertainment, commercial, hotel and residential uses in a complementary, transit oriented development pattern within a lush garden city environment that will attract a wide range of public and private activities. Integratedin the development will be an information technology backbone to nurture the development of new, information technology-oriented companies and business process outsourcing firms.Philippine Pizza Inc., the franchise owner and operator of Pizza Hut, Taco Bell, and Dairy Queen has over 200 restaurants nationwide and is committed to growth. Its locations are strategically located from Ilocos Norte to Mindanao. Worldwide, Pizza Hut is the largest and most recognized pizza chain with over 12,500 restaurants in more than 90 countries, while Taco Bell and Dairy Queen are also number one in their respective categories.Uniprom Inc. manages the leisure and entertainment ventures of the Araneta Group: SMART Araneta Coliseum, TicketNet, Binibining Pilipinas, Gateway Cineplex 10, and Alimall Cinemas.

Progressive Development Corporation (PDC)As the overall management arm of the Araneta Group, Progressive Development Corp. provides the overall strategic direction and shared services. PDC is also involved in formulating business development plans for the Group. Through the vision of the Araneta family, the Araneta Center was and still is instrumental in cementing Quezon Citys mark in the countrys leisure and entertainment development. Today, the Araneta Center is in the midst of its comprehensive redevelopment master plan that will transform it to an ultimate lifestyle destination in Quezon City.

IV. INTRODUCTION

In 1952, Araneta purchased the 35-hectare Cubao property that is now the Araneta Center from Radio Communication of America (RCA). The property which includes the Araneta family home is bounded by Edsa, Aurora Boulevard, P. Tuazon and 15th Avenue. It is the centerpiece of the Araneta Center, offering a one-stop shopping, dining and entertainment experience. Some of the other establisments in the Araneta Center are Ali Mall - the first multi-level commercial mall in the country, New Frontier Cinema - the largest theater in the country with over thirty-five hundred (3,500) seats, Fiesta Carnival - the Philippines' first all-year indoor amusement center.

V. EXTERNAL ENVIRONMENT ANALYSIS

1. DEFINITION OF THE INDUSTRY Property Development Industry

Property developers particularly those that have focused in residential condominiums, office building and commercial developments now are considering joining the industrial foray.1 Property industry consists of land and buildings on it. The company owns shopping centers and entertainment and other development centers. The company that also belongs to the same industry is involved in activities wherein they provide food, leisure and entertainment activities in one area. They do leasing or rental on their property.

1.1 OVERVIEW OF THE PROPERTY DEVELOPMENT INDUSTRY

The property development industry will be continually propelled by favorable fundamentals and pleased business sentiment in the country. Demand for all segments trigger supply pressure particularly for residences and offices. Expatriates will further accelerate demand in the luxury residential segment while developers will remain nested on the middle-income segment for new projects. The entrance of international brands and new establishments drives demand in the shopping malls backed by improving consumer sentiments. Successful promotional campaigns by the public and private sectors do not only increase revenues for the tourism industry but also the leisure and hotels and resorts segments of the property industry.2

1.2 MAJOR SEGMENTS IN THE PROPERTY DEVELOPMENT INDUSTRY

It covers four segments:

Residential Commercial (malls and offices) Hotels and Resorts

1.3 The Philippine Property Development Industry

There is a positive movement in the property industry and investors should consider the companies' revenue composition to separate those who can deliver better. Malls provide a more stable position in terms of revenue generation since the Philippines is a consumption-driven country compared to the residential projects. Property developers of shopping centers and retail districts are more flexible during economic distress because it is more likely to be hit by higher interest rates and lower consumer confidence in purchasing illiquid assets.In a Market Insight Report entitled Manufacturing Renaissance: Philippine Economy Witnesses the Rebirth of the Industrial Property, released by Pinnacle Real Estate Consulting Services Inc., it appears that the industry shows no signs of slowing down in general.3Amid the current geopolitical issues, Pinnacle reported that it continues to be buoyed by the notion of improving governance complemented by the liquid banking system, a relatively young labor pool with purchasing power, as well as improved consumer and business confidence.Foreign investors have started to set their sights on the Philippines over the last three years given the peoples renewed confidence in the state, among others, leading to its credit-ratings upgrade.SM Prime Holdings (SMPH) grabs the lion-share of the shopping mall developments in the country while ALI catches the high-income segment in its retail centers such as Glorietta, Greenbelt, Marquee Mall, and Trinoma.Both ALI and MEG are large proponents of creating sustainable communities through their growth centers and township developments in NUVALI, Makati Central Business District, Bonifacio Global City, Ortigas City, and Eastwood City.4

2. ANALYSIS OF PRESENT TASK ENVIRONMENT

2.1 Bargaining Power of Suppliers- LOW

The presence of powerful suppliers reduces the profit potential in the industry. By threatening to raise prices or reduce the quality of goods and services, suppliers increase competition within an industry. As a result, they reduce profitability in an industry where companies cannot recover cost increases in their own prices.5In the property development, suppliers can be considered weak because of the appearance of many suppliers making it easy to bargain with them. Giving the industry a high profit potential by getting the best possible offer they could make out of a deal. The bargaining power of suppliers can be considered weak because of the following reasons: The item being supplied is a commodity, that is, an item readily available from many suppliersIndustry members such as the principal contractors and construction materials are readily available thus making it easy for the industry to choose from one company over the other. The industry has more power over the suppliers especially that they do it on a contractual basis and bidding is needed when looking for their potential suppliers. Seller Switching cost to alternative suppliers is lowWhen the industry doesnt like their previous supplier they can easily change and look for another one easily. It all depends on what the company in the industry is looking for whether they prefer cost, quality or quantity of the product or services they are going to purchase.There is a surge in the availability of supplies (thus greatly weakening supplier pricing power)Here in the Philippines a lot of places supplies rocks, cement, sand and other raw materials needed in making buildings. And there are also imports from other countries, because of the availability and the supply is high thus it greatly affects the pricing power of the suppliers. 2.2 Bargaining Power of Buyers-HIGH

The bargaining power of buyers in an industry affects the competitive environment for the seller and influences the sellers ability to achieve profitability. Strong buyers can pressure sellers to lower prices, improve product quality, and offer more and better services. All of these things represent costs to the seller. A strong buyer can make an industry more competitive and decrease profit potential for the seller.6The bargaining power of buyers can be considered high because of the following reasons:Identity of buyer adds prestige to the sellers list of customersKnown personalities, celebrities and other big business tycoons can add prestige, giving added value not only to the industry but also to the organization. Giving them more benefits and greater deal than anyone else because of the bigger profit and status they may get when they close a deal with these buyers.

Quality and Quantity of information available to buyers improveThe generation today becomes more exposed to all kinds of information. Buyers are becoming more sophisticated due to the knowledge and experiences they had learned through time. They know whether it is a good catch or not and they can always search for more who offers a better deal. Buyers have the ability to postpone purchases until later if they do not like the present deals being offered by sellers Buyers can always postpone their purchase especially if they are not on rush and when there are a lot of offers made by other sellers in the industry. They know that eventually they will lower their prices sometime. Buyers are very knowledgeable and they can see if the offer is worthy enough or not because they can easily obtain information anywhere, anytime and they can opt to just wait until they see it as a great catch. 2.3 Intensity Rivalry among Competitors-HIGH

The degree to which rivalry exists among competitors varies between industries and the market sectors within them. Regardless of the number of key competitors your organization faces it is vital for its longevity that you understand the differences between your rivals.7 Competitors are not only classified as the one competing on the same industry but also indirect competitors who are in a different industry.

The following determinants proved that the intensity rivalry among competitors is considered moderate: Competing sellers are active in making fresh moves to improve their market standing and business performanceCompeting sellers are doing many fresh ideas and new things to offer to the people to grab their attention and attract more customers. This new moves and new strategies is only an indication that there is an intensity of rivalry going on. Putting up new buildings for different use like what the SM Prime holdings Inc. did they open up their own coliseum which is the SM Moa arena to compete with Smart Araneta Coliseum.

The number of rivals increase and rivals are of roughly equal size and competitive capabilityA lot of high rising to middle rise buildings are built not only around the metro but also in other places. The industry promises a lot on their amenities but most of them are cluttered in the same city especially around the business centers. They do not only focus on condominiums, apartments but they also do have their own malls. They do have almost the same size and competitive capability like what BGC, Newport, Circuit Makati and Araneta Center is offering. And a lot of new rivals are becoming known making it more intense.

One or more rivals are dissatisfied with their current position and market share and make aggressive moves to attract more customersSM Prime Holidng inc. is considered to be one of leading company in the industry but they dont want to be out beaten by their rivals, Araneta Center Inc. is dissatisfied with their current position and market share thus they do make aggressive moves to attract more customers like opening up extension to their malls having more condominiums around and with their competitor being around the area they dont want to let them grab their revenues and market share. It greatly shows how intense the rivalry is between competitors.2.4 Threat of substitute products-HIGHIt occurs when companies within one industry are forced to compete with industries producing substitute products or services. Substitutes limit an industrys potential returns by placing a ceiling on the prices that firms within that industry can charge to make a profit. As the price-performance alternative offered by substitutes becomes more attractive, it becomes even more difficult for those firms to make a profit. Demand for substitutes can also reduce the demand for industry products and services. Substitutes can create intense competition during normal economic times, and reduce potential profit increases during positive economic times. Identifying substitutes involves searching for other products or services that can perform the same function as the industrys product or service.8

The following are the determinants: Readily available and attractively pricedTiangges, flea market, and online shops are considered substitutes since they dont belong to the same industry. Many people prefer to buy in those substitutes because Many people prefer to buy in those substitutes because of the convenience and it is readily available and attractively price. E-commerce is also booming today, making online shops really popular especially in the younger generations and it can be considered a big threat to the physical stores. Substitutes as being comparable or better It can be observed that malls are becoming crowded if there is a sale and discounts offered. But substitutes are offering everyday low price and some shops do sell clothes and other things that are considered to have the same quality as what you can see from malls or even better and it is a threat for the malls especially that some flea markets are selling things that are imported from neighbor countries like South Korea, Bangkok and other Asian countries that really catches attention of the buyers since the styles are really unique.2.5 Threat of New Entrants- LOWThe threat of new entrants in the market depends largely on whatbarriers to entryexist in the industry. Conducting an analysis of these barriers can help determine the potential attractiveness of the industryThe following are the determinants: Capital requirements and/or other specialized resource requirements It is often too expensive for small players who lack adequate cash for investment to enter the market. High capital requirement is needed in this kind of industry thus making it hard for new entrants to enter. It can also be difficult to enter a given market if one does not have the specific product or process expertise that is required. Entering this industry needs a lot of thinking and a plan has already made to make sure all the efforts wont go to waste. And because of the big competitors small players are having doubts if they could even enter the industry.9 Regulatory policies Tough laws or regulations can have cost or bureaucratic implications. For example, if government permits required operating the business are difficult to obtain. Getting the necessary documents is a very long process depending on several factors. Permission on the government and municipality is needed. Sometimes conflicts arises that it prolongs the process of getting things done to officially start. 3. ANALYSIS OF THE POTENTIAL CHANGES IN THE MACRO

These are the factors in the macro-environment that will affect the decisions of the managers and head of the organization in the property industry. To analyze these there are five categories to help us examine the industry. The major categories of the Macro-environment analysis are the following: Political and Legal Segment Socio- cultural segment Economic Segment Technological Segment Demographics Segment3.1 Political and Legal Segment Real Estate Investment Trusts (REITS)Upon issuing REITS, companies may enjoy its tax exempt consequences but requirement remains to the property if REITS will directly affect the marketability of its securities. Investors could only reap returns if such instrument underplays its value on projects with recurring income shopping centers and offices (residential developments imposes more volatile revenue due to its vulnerability to the twists and turns of the economy). There are only few. Established developers of large retail areas in the country while growth in the outsourcing industry may in one day, burst into bubble.10

National Smoke-Free Legislation The 2003 Tobacco Regulation Act prohibits smoking in all centers of youth activity, elevators and stairwells, locations where fire hazards are present, health facilities, public conveyances, public facilities, and food preparation areas. However, the Act requires the designation of smoking and non-smoking areas for enclosed places that are open to the public. Moreover, owners can determine the size and specifications of the smoking and non-smoking areas on their premises. Enclosed areas are tightly defined. The Act states that, the mere presence of a roof or ceiling over the structure but without walls or partitions... does not constitute an enclosed area It also states that, the walls or partitions must be continuous interrupted only by doors and windows.11

REPUBLIC ACT NO. 7279An act to provide for a comprehensive and continuing urban development and housing program, establish the mechanism for its implementation, and for other purposes.Section 1.Title. This Act shall be known as the"Urban Development and Housing Act of 1992.Sec. 2.Declaration of State Policy and Program Objectives. It shall be the policy of the State to undertake, in cooperation with the private sector, a comprehensive and continuing Urban Development and Housing Program, hereinafter referred to as the Program, which shall:Development of urban areas conducive to commercial and industrial activities which can generate more economic opportunities for the peopleAdopt workable policies to regulate and direct urban growth and expansion towards a dispersed urban net and more balanced urban-rural interdependence.2)Optimization of the use and productivity of land and urban resources123.2 Socio-cultural Segment Given their convenient locations and wide arrays of products and services, malls are favored when consumers look for apparel, footwear, and beauty and personal care products. Right before school starts and the Christmas season, bargain hunters still flock to market districts which sell a variety of goods at very low prices, but malls offer more comfort. Besides, malls appear to have replaced parks on weekends. Families go to malls to shop, eat, catch a movie, or simply spend time together. In a news report, Filipinos were found to derive enjoyment from grocery shopping. Trips to the supermarkets, at least in the Philippines, seem like family affairs, with parents bringing their children and, sometimes, their babies, too, noted one observer. Filipinos visit department stores and stand-alone stores at the malls to shop for clothing, footwear, beauty and personal care products.

Department stores constitute the bulk of outlets and sales in mixed retailers. The dominance of department stores in the non-grocery landscape is attributed to the presence of huge shopping centers which have these outlets as flagship stores. Filipino buyers are perceived to be more discriminating as they continuously look for non-grocery products which boast of higher quality. This is especially true in apparel and health and beauty where purchase decisions are often based on the perceived efficacy of brands.Going to the mall is the most common leisure activity within Metro Manila. A mall has almost everything, from dining to movies and handy service centers, such as those processing bill payments. We live and breathe mallsit's ingrained in our cultureand it's just so difficult to imagine being in a city without one. We spend a lot of time and money at the mall; and in return, they give us dining experiences, numerous shopping options, entertainment and, on sweat-inducing days, free air-conditioning, explained a frequent mall visitor. Between a mall and a museum, most Filipinos choose going to the mall: a curator of a museum that is adjacent to a mall observed that, even if the museum is attached to a mall, few people visit the museum.13

3.3 Economic Factors Economic Macro EnvironmentPHILIPPINE STOCK MARKET COMPOSITE INDEX

end of period

FinancialsIndustrialHolding FirmsPropertyServicesMining& OilTotal

2012

Jan1,052.577,247.373,739.701,692.891,724.5925,967.074,682.44

Feb1,179.437,244.133,956.721,827.591,791.5625,573.134,897.65

Mar1,263.837,815.834,243.851,881.711,751.9325,978.595,107.73

Apr1,287.427,866.464,459.461,932.391,723.1927,009.515,202.70

May1,255.037,839.194,471.061,822.771,640.3623,686.675,091.23

Jun1,304.427,839.574,488.801,927.481,759.0224,629.485,246.41

Jul1,320.327,905.824,477.781,998.501,798.2123,679.095,307.66

Aug1,290.037,904.244,333.351,989.011,761.5520,960.735,196.19

Sep1,370.608.138.574,492.122,073.881,799.8519,838.995,346.10

Oct1,374.738,536.604,625.222,107.371,754.2819,912.885,424.51

Nov1,488.308,803.314,956.222,153.371,734.5818,043.135,640.45

Dec1,525.958,877.295,150.762,304.631,724.6519,408.385,812.73

2013

Jan1,616.609,504.395,555.782,514.121,850.3221,550.136,242.74

Feb1,787.1010,171.525,813.062,784.071,959.5022,186.096,721.45

Mar1,780.9510,274.295,959.382,831.612,014.3821,504.346,847.47

Apr1,825.6810,750.326,368.002,920.492,048.3420,322.987,070.99

May1,797.0110,611.176,218.632,885.892,062.5317,280.137,021.95

Jun1,623.849,815.785,799.232,524.981,940.2013,631.846,465.28

Jul1,574.059,856.726,163.142,580.692,035.0114,586.466,639.12

Aug1,467.919,362.445,284.672,319.441,945.7513,858.196,075.17

Sep1,534.339,181.945,473.272,369.421,993.3312,250.696,191.80

Oct1,618.269,380.115,983.262,652.512,004.2012,824.296,585.38

Source of data:Philippine Stock Exchange (PSE)

IMF ForecastedEconomic Growth Rate

Source: World Bank

Gross Domestic Product, Philippines (at Constant 2000 Prices) Annual Percentage Change 2007a6,892.7 6.6

20087,720.9 4.2

20098,026.1 1.1

20109,003.5 7.6

20119,735.5 3.9

201210,568.4 6.6

2013(Projected)b11,198.4 6.0

2014 (Projected)11,924.1 6.5

2015 (Projected)12,649.8 6.1

2016 (Projected)13,375.5 5.7

Note: aGDP from 2007 to 2012 sourced from Bangko Sentral ng Pilipinas Web site. Gross National Income (GNI) by Industrial Origin (at Constant 2000 Prices). bGNP from 2013 to 2016 projected using regression analysis where a=-1,449,647.783 and b=725.71. Source: Bangko Sentral ng Pilipinas Web site. Gross national income (GNI) by industrial origin (at constant 2000 prices).

Year Gross Domestic Product (In Billion Pesos)

The more vibrant economic growth in 2012 brought better business and consumer confidence that accelerated the spending on leisure and personal goods. The rising employment rate and disposable income among urban dwellers have been instrumental in generating demand for products used to support fitness and hobbies. Rebounding from 2011, leisure and personal goods specialist retailers reports 5% sales growth during 2012. The total revenue from this channel reached Ps97.5 billion and is mostly generated from the middle-income buyers.According to the Philippine stock market composite index (end of period) property had 2,652.51 at the end of October having a good indication that it is performing well. The economic growth rate as forecasted is growing from 4.20% to 4.70% this 2013 and will become 5% in the year 2017. And based on the figures shown in the gross Domestic product, Philippines for the annual percentage change the GDP of the Philippines is steadily increasing. It means that Araneta Center, Inc particularly Gateway mall had a big opportunity to further strengthen the company and eventually outshine the other competitors that are being the market leader in the industry. The economy is slowing but it is still growing faster than potential. Real GDP should grow by 6.6% in 2013 down from 6.8% in 2012. Support comes from domestic demand and government spending. Fixed investment is also rising. Despite the economys rapid growth employment creation is a challenge. Officials hope to hold the budget deficit to 2% of GDP through 2015. If this target is met, it will substantially improve investor confidence and bolster the governments ability to respond to shocks.3.4 TechnologicalThe Philippines technology, communications and media (TCM) sector grew below its potential during 2006-2011 due to a lack of investment and an existing rural-urban digital divide. Broadband Internet penetration and consumer spending on communications are expected to post stronger gains in the coming years, backed by network expansions and rising incomes. The level of social media usage is high among Filipino Internet users, which will give a boost to online advertising and retailing.14The digital divide the difference in Internet access and usage between emerging market economies (EMEs) and advanced economies grew marginally wider between 2007 and 2012 but is set to narrow over the coming years up to 2020. EMEs, however, continue to have the highest number of Internet users and subscribers in the world having significant implications on the business environment and consumer markets.Crowd sourcing, the outsourcing of tasks to the online public, is close to reaching its peak as the initial trend-led phase begins to recede, with the next stage of development likely to be crucial in determining the segment's future. In developed markets, the online tool's usage is increasingly moving to niche projects and state-led initiatives, while emerging Asian economies may hold the key to future growth as crowd sourcing platforms gradually enter the local mainstream.152.3.5 Demographic FactorImplicationEffect

The NCR population is expected to increase from 12,500,421 in year end 2013 to 12,722,928 by year end 2014A 1.74 % increase in the total market for the property industryPotential Increase in Customers going to malls that will lead to greater sales and revenue.

4. THREATS AND OPPORTUNITIESThreats These are the dangers the firm can face outside their organization and should not be ignored.Changes in Macro- EnvironmentEffect on DeterminantsConclusion

More improvements and new and developments by competitors

More promising results and higher performance to attract more consumers and beat the other players within the industryIncrease intensity of rivalry among competitors

Substitute like E-commerce (online shops) is growing People are becoming more inclined in using this kinds of new substitutes, posing a threat to physical storesIncrease the threat of substitutes

Events of Competitors offered in their mallsBuyers tend to weigh things out and becoming more sophisticated when choosing. But events can be one they look for when choosing which malls they want to go Increase the bargaining power of buyers

The companies within the industry is becoming cluttered already because of New EntrantsCompetitors becoming only a mile away from each other. Making the competition more intenseIncrease intensity rivalry among competitors

Growing number of substitutes that offers comparable or better products and services People tend to switch to substitutes because of the perceive value it gives to the customersIncrease the threat of substitutes

OPPORTUNITIES These are opportunities that a firm can tap because it may provide a growth in the different aspects of the organization such as increased market share or increased profit.Changes in Macro- EnvironmentEffect on DeterminantsConclusion

Modernization of Filipino life People will not only stay on their house to spend time with family but there is a change of behavior were they usually spend their time going out Increase intensity rivalry among competitors

The Development in the economic growth of the country is improvingIncrease in the number of purchase and rentals by the tenants and customers because of the good performance of the countryDecrease bargaining power of buyers

Increased demand for condominiums and apartments because of the growing population and people residing in business centersMore buildings will be built around the metro to cater all the working professionals that will reside near business centers and because of the growing populationIncrease demand of buyers

Online Growth People are now into social networking sites thus there will be new ways to tap on new customers Increase intensity rivalry among competitors

Movement of the property development industry on malls and retail district rather than relying alone on real estateProperty developers now focus on shopping centers and retail districts because of flexibility during economic distress because it is more likely to be hit by higher interest rates and lower consumer confidence.Decrease bargaining power of suppliers

4.1 BASIS: EFFECT OF POTENTIAL CHANGES IN THE MACRO-ENVIRONMENTIMPACT ON THE RIVALRY AMONG COMPETITORSIncreasing number of new entrants make the firms do certain strategies and tactics to protect their market share or grab it from the other players in the industry. Thry seek more projects and more interesting and unique ideas on how they can attract and grab their target market more than the other firms in the industry. And because of increasing attractiveness in these industry new entrants are coming and trying to put up more in places the competitors doesnt reach yet and these attractive places are being eyed on many companies. That they often end up being cluttered in the same areas in the region. IMPACT ON NEW SUBSTITUTES In the era of having advanced technology and open information it is becoming easy to make replicas or substitutes on the things people normally used to buy. They are now being offered with lots of options by a lot of companies. And also innovation can be one they offer something different at a much lower price and it really catches the attention of the shoppers. IMPACT ON BARGAINING POWER OF THE BUYERSIt always boils down to the supply and demand, and because of having a lot of companies offering the same service and products then people have a lot of choices to choose from thus they have more power than the suppliers. Especially that midnight markets and other bazaars are sprouting then malls are now experiencing threat and is force to make new strategies to gain more trust towards the price/quality capped shoppers. 4.2 THE RESULTING CHANGES IN THE PRESENT TASK ENVIRONMENTSummary of the determinants and how it affects Michael Porters 5 forces model:

Determinants of CompetitiveForces

Analysis ofDeterminant

Impact toCompetitive Force

Conclusion

Bargaining Power of Suppliers LOW

The item being supplied is a commodity, that is, an item readily available from many suppliersHighIncrease

Seller Switching cost to alternative suppliers is lowHigh Increase

There is a surge in the availability of supplies (thus greatly weakening supplier pricing power)HighIncrease

Bargaining Power of BuyersHIGH

Identity of buyer adds prestige to the sellers list of customersHighIncrease

Quality and Quantity of information available to buyers improveHighIncrease

Buyers have the ability to postpone purchases until later if they do not like the present deals being offered by sellers

HighIncrease

Intensity Rivalry among CompetitorsHIGH

Competing sellers are active in making fresh moves to improve their market standing and business performanceHighIncrease

The number of rivals increase and rivals are of roughly equal size and competitive capabilityHighIncrease

One or more rivals are dissatisfied with their current position and market share and make aggressive moves to attract more customersHighIncrease

Threat of substitute productsHIGH

Readily available and attractively pricedHighIncrease

Substitutes as being comparable or better HighIncrease

Threat of New EntrantsLOW

Capital requirements and/or other specialized resource requirements HighIncrease

Regulatory policies HighIncrease

5. EXTERNAL FACTOR EVALUATION MATRIX (EFE)FactorWeightRatingWeighted Average

OPPORTUNITIES

Modernization of Filipino life 0.130.3

The Development in the economic growth of the country is improving0.230.6

Increased demand for condominiums and apartments because of the growing population and people residing in business centers0.0340.14

Online Growth 0.0230.06

Movement of the property development industry on malls and retail district rather than relying alone on real estate0.0540.2

THREATS

More improvements and new and developments by competitors0.430.12

Substitute like E-commerce (online shops) is growing0.120.2

Events of Competitors offered in their malls0.0530.15

The competitors within the industry is becoming cluttered already because of New Entrants0.0330.09

Growing number of substitutes that offers comparable or better products and services 0.0230.06

Total 1.00 1.92 6. INDUSTRY AND COMPETITIVE ANALYSISDIMENSION DEFINITION

PRICE/QUALITY RANGE Is the process of determining what a company will receive in exchange for its product. Pricing factors aremanufacturing cost, market place, competition, market condition,brand, and quality of product.

GEOGRAPHIC AREAS The coverage of a firm in local, regional, national or global. It is also the market that a company caters to in their respective industry.

DEGREE OF VERTICAL INTEGRATIONIt is the extent of value added that can be seen in the level of forward or backward integration including whether the firm has confined distribution, exclusive or owned retail stores.

PRODUCT LINE BREADTHIt is the number of product lines offered by a company

USE OF DISTRIBUTION CHANNELS A chain of intermediaries that is passing the product down the chain to the next one before it finally reaches the customer. This process is called distribution channel and they have their own logistics.

DEGREE OF SERVICES OFFEREDThe degree to which it provides additional services with Its product line. This kind of strategy could be seen as part of vertical integration but is usefully divided for logical purposes

6.1 STRATEGIC MAPCompany Description

TrinomaTriNoma is located at the corner ofEDSAand North Avenue in Quezon City. Strategically located in "North Triangle", the mall is bound by three major thoroughfares, namely, North Avenue,EDSAand Mindanao Avenue Extension. Located on a 20-hectare parcel of land, TriNoma has a gross leasable area of 195,000 square meters, which includes the mall's major anchor, The Landmark Supermarket and Department Store. It is directly connected to theNorth Avenue MRT Stationas the mall itself sits atop the MRT-3 Depot. It will be almost connected to theYellow Line's proposedNorth Avenue LRT Station. A pedestrian overpass has also been constructed to connect withSM City North EDSA.16

GloriettaGloriettais a largeshopping mallin theAyala Center,Makati,Metro Manila,Philippines. The mall is owned by theZobel de Ayala familyand operated through itsholding company, theAyala Corporation. The mall is divided into five sections (named Glorietta 15) and contains many shops and restaurants, as well as cinemas, a gym, arcades and a large central activity center, often used to stage special events. Glorietta 1-4 is integrated with the nearbyGreenbelt Mall,SM Makati, Rustan's Makati and The Landmark, a department store. Glorietta 5 is fully detached, located in front of HotelInterContinental Manilaand beside Rustan's Department Store.17

GreenbeltGreenbeltis a shopping mall located atAyala Center,Makati City,Metro Manila, which is just nearGloriettaandSM Makati. It is owned byAyala Malls, a real-estate subsidiary ofAyala Land, which is an affiliate ofAyala Corporation. It opened in the 1980s and it is one of Ayala Corporation's flagship projects. The mall offers a mix of high-end retail shops, restaurants, amenities, leisure and entertainment in the Philippines. Currently, the mall has five sections, two are indoor buildings and the other two buildings are open-air shopping. The most recent addition, Greenbelt 5, opened in 2007.18

BGCThe Bonifacio Global City Center forms the physical core of the Bonifacio Global City and is essentially designed as a three-by-three matrix of high-tech offices and residential buildings, bustling retail outlets and pedestrian-friendly roads and walkways. The grid approach ensures a city center that is easy to navigate. The 5th and 11th Avenues and 32nd and 26th Streets serve as the boundaries of the city center.The Retail Promenade which encompasses the 29th Street is characterized by abundant landscaped areas. Its design concept is centered on an east-west central access with well-known brands and activity pods. It offers retail at the ground level and offices at the second floor.The City Square Blocks feature landscaped areas and parks. This is the place for community activities, where people in Bonifacio Global City can come together. It is an ideal location for hotels, conference facilities and entertainment venues.The Garden Square Blocks offer mixed-use neighborhoods, each oriented toward a green landscaped park with informal play areas.The Main Boulevard Blocks mark the visual edge of the city centre. The area is ideal for ground-level retail and public-oriented uses close to the transit center.19

SM mall of AsiaMore than just a Mall, the SM Mall Of Asia is a tourist destination that has raised the standard of shopping, leisure and entertainment in the Philippines.Almost four hectares of floor area. 8,000 parking slots. 5,000 square meters allotted for public utility vehicles. 100 slots for tourist buses. Almost one kilometer in length, and a perimeter of almost 2 kilometers. Close to 2 million bags of cement used to build it and 44,000 gallons of paint consumed. It also has 1.9 million floor tiles installed in it. One wonders if this scale of development was for an airport terminal, a seaport, or an industrial complex. Interestingly, however, these facts speak about the Philippines largest and worlds third largest mall, the 407,000 square-meter SM Mall of Asia.20

Strategic Mapping

Cover same geographic areas

SM MALL OF ASIA

BGC

GLORIETTA GREENBELT HIGH

TRINOMAGATEWAY MEDIUM

LOW

Product line breadth NARROW WIDE

Product line breadth

BGC

SM MALL OF ASIA

GREENBELT High

TRINOMAGATEWAYGLORIETTA Medium

Low

NARROW WIDE

Offers buyers similar services

Same Price Quality Range

BGC

GLORIETTA GATEWAY

SM MALL OF ASIA High

TRINOMAGREENBELT

Medium

Low Narrow WIDE

Cover same geographic areas

7. COMPETITIVE PERFORMANCE MATRIX (CPM)The competitive performance matrix (CPM) identifies a firms major competitors and its particular strengths and weaknesses in relation to sample firms strategic position.Gateway BGCSM Mall of Asia

Critical success factorsWeight RatingWeighted scoreRatingWeighted scoreRating Weighted score

Advertising 0.330.930.941.2

Strategic placing of infrastructures 0.240.840.830.6

Price competitiveness0.1120.2220.2240.44

Management 0.0820.1830.2750.45

Sales distribution0.0930.2730.2740.36

Product offerings0.0320.0630.0940.12

Customer loyalty0.0420.0830.1240.16

Interior Design0.1520.340.630.45

Total12.813.123.93

GloriettaTrinomaGreenbelt

Critical success factorsWeight RatingWeighted scoreRatingWeighted scoreRating Weighted score

Advertising 0.320.630.920.6

Strategic placing of infrastructures 0.230.630.630.6

Price competitiveness0.1130.3340.4420.22

Management 0.0920.1830.2720.18

Sales distribution0.0930.2730.2730.27

Product offerings0.0330.0930.0930.09

Customer loyalty0.0430.1230.1240.16

Interior Design0.1530.4530.4530.45

Total12.643.142.57

VI. ANALYSIS OF INTERNAL ENVIRONMENT1. COMPANY OVERVIEW The Araneta Group is a progressive and diversified group of companies anchored on food, leisure, and property development. With a long history of embarking on business ventures that are characterized as the first, the biggest, and the best in its class, and with more than 70 years of diverse business experience, the Araneta Group is prepared to take up the challenges of the 21st Century. The groups 4,000 officers and employees are committed to a culture of excellence, integrity, loyalty, and pride.The Araneta Group is composed of four strategic business units, namely the Araneta Center Inc., Philippine Pizza Inc., Uniprom Inc. and Progressive Development Corporation.PROPERTIES OF ARANETA CENTER, INC.Gateway MallA complete environment tailored to the sophisticated shopper, Gateway Mall comprises five levels of the finest in shopping, dining and entertainment.Gateway Mall boasts of multiple anchors, plus the flagship stores of leading world-class brands. Shoppers have a wide range of options, with more than 200 shops supported by five-star customer service to make shopping convenient and enjoyable.From its visionary plan to its fulfillment, Gateway Mall has brought elegance to shopping and set the standard for the upscale malling experience.Ali MallNamed after legendary boxing champion Muhammad Ali, Ali Mall was the very first truly modern shopping mall in the Philippines. It continues to be one of the finest shopping addresses around. With its signature skeleton escalators, sparkling hallways and breathtaking atrium, the mall provides four floors of bustling, simply gorgeous shopping space. Over 250 stores anchored by Handyman, Mercury Drug, National Bookstore & Rustans Expresslane. Food Strip and Food Gallery offering a variety of food choices: Gerrys Grill, Pancake House, Tokyo Tokyo, Maxs Restaurant, and manyFarmers PlazaA 5-level shopping complex boasting a complete mix of international and local shops, dining outlets and entertainment facilities, Farmers Plaza puts special attention to its world-class facilities and amenities, resulting in the safety, security and convenienceof all its patronsand visitors. Over 230 stores anchored by National Bookstore, Handyman, Mercury Drug & Value Point. Directly linked to the MRT-3 station Strategically located along Metro Manilas 2 busiest thoroughfares: EDSA and Aurora BoulevardSmart Araneta ColiseumSmart Araneta Coliseum, also known as the Big Dome, is what makes Smart Araneta Center unique. It has been the centerpiece of the Philippines entertainment world for more than forty five years. It houses different events ranging from entertainment events, business ventures, religious events to sports events. The Araneta Coliseum is and will remain to be the number one entertainment venue in the Philippines and it will hold this distinction well into the 21st century.Farmers MarketFarmers Market is the cleanest, the largest, and the best wet market in the country. We take pride in bringing you only the freshest fish, meat, vegetables, fruits, and flowers at the most reasonable prices. Overall strategic direction and shared services. PDC is also involved in formulating business development plans for the Group.

2. CORPORATE VALUES Araneta Center to launch eco-friendly Green & Go ShuttlesAraneta Center moves forward with its environment preservation goals as it launches the operation of its Green & Go Shuttles along with the companys CSR program for environmental awareness, Oplan Araneta Center, on June 23, 2009, at the Araneta grounds. Four environment-friendly shuttles (e-shuttles) will be inaugurated in simple ceremonies graced by Quezon City Mayor Sonny Belmonte, Bb. Pilipinas beauty queens, and some of the countrys top PBA cagers.The e-shuttle is a battery-powered vehicle that guarantees no harmful emissions such as particulates (soot), hydrocarbons, carbon monoxide, or various oxides of nitrogen. It has a seating capacity of 14 that transports Araneta Center customers between Gateway Mall and Ali Mall for free. Although this free transport service is open to everybody within Araneta Center, it also promises to be beneficial for senior citizens and the disabled who would want to go around the area for recreation purposes. Like everything else in Araneta Center, the comfort and convenience of our patrons come first, confirms Rene De la Cruz, COO of the Araneta Group.The Green & Go shuttle and Oplan Araneta Center, which promotes recycling and trash segregation, are just some of Araneta Centers green efforts in collaboration with ABS CBN Foundations Bantay Kalikasan, and endorsed by the Quezon City government and the Philippine Basketball Association. It complements the Quezon City governments eco-awareness campaign involving a green building ordinance and green fuels provision.While the e-shuttle ride is being offered to the public for free, there are plans to include waste management as an integral part of the environment conservation program.

RECENT CSR CAMPAIGN

Araneta Center Eco BagOne Araneta Center Eco Bag goes a long way to help preserve the environment. Made from muslim cloth, these bags are reusable, biodegrable, and built to last!Details:For every P500 single receipt from any Araneta Center store or restaurant, or every 4 cinema tickets from Gateway or Ali Mall cineplex, you can get one Eco Bag for only P50! Available till February 28 only. Inquire at the mall concierge for more details.

3. VALUE CHAIN ANALYSIS

Primary Activities

SupplyChainmanagementOperationsDistribution Sales andMarketingServiceProfitMargin

Product R & D, Technology, and Systems Development

Support Activities

Human resource Management

General AdministrationPRIMARY ACTIVITIES SUPPLY CHAIN MANAGEMENT

Araneta Center, Inc. is responsible in sourcing and managing various product groups that will cater to each business units requirements. Having different malls under one company makes them have the same suppliers to make everything less hassle. This is to make sure that they would be able to trace everything when the supplies and other requirements are not met by the suppliers. Araneta Center, Inc has their own Supply Chain Manager that will be responsible in sourcing and managing various product groups that will cater to each business units requirements, making sure that new and existing products are sourced at the lowest cost of acquisition in line with the established cost objectives. They have a system in receiving, monitoring and storing supplies, materials and equipment.

Operations

Araneta Center, Inc always improve their operational and strategic purchasing tools and processes required. They also monitor office consumption behavior as well as to stay up-to-date on new and emerging products in the market in order to provide all departments with adequate quality supplies thereby supporting them in their daily business operations. They always check the vicinity to make sure everything is safe especially that a lot of people come to malls and they also make sure that their tenants are not violating any terms and conditions in their agreement and operating at a orderly manner.

Distribution The marketing department is in charge of the distribution in Araneta Center, Inc. They are in charge of releasing announcements and the things that are needed by the tenants in the malls to always keep up to date. They always perform ongoing efforts to improve implemented systems, procedures and delivery processes that will increase the efficiency, and effectiveness and flexibility of the team and their services.

Marketing and Sales

The marketing department comprises of several units. Each employee under the marketing department of Araneta, Inc has their own respective jobs. They have pr officer and managers that are in charge of doing press release for the media for the events being held in malls and in Smart Araneta Coliseum. And Brand alliance manager that makes defining partnership opportunities, responsible for executive relationship development, strategic planning, program development and field channel engagement. And promotional manager that do all the promotions needed to increase brand awareness and do strategic plans to attract customers. And officers designated to each malls (snaxx and foodcourt, alimall, gateway, farmers market and farmers plaza) and creatives team that are in charge of the posters and design in the press release. And market researchers. All of them have the same aim to make the company increase profit and market share and making their best to make the brand that they represent to be the best among all the competitors.

Service

The leasing department are the ones that interact with potential and interested clients that wants to partner with Araneta Center, Inc. they make sure that the demands of the clients are being met and if any revisions if needed in the contract to benefit both parties. They handle big and small accounts depending on how big the area and how many many they will rent in the mall. They are hands on with their clients calling them and keeping them updated to all important matters.

Support activities

Product R & D, Technology and System Development

SAP Business All-in-One is the newly software being implemented by Araneta Center, Inc. to increase efficiency and to make transactions faster. IT infrastructure will support the companys growth; having a unified business management solution on an integrated platform that offers the flexibility to adapt to changing business requirements. With SAP All-in-One, It can help the organization focus on customers and gain key business benefits.Comprehensive Provides broad and deep business functionality that leverages industry-specific best practices and streamlines processesScalable Can grow and adapt as your business needs changeReliable Is built on a proven foundation of SAP software and technologyPredictable Ensures rapid payback with predictable time to value at an affordable cost with SAP Business All-in-One you can:Get full visibility across your entire businessAddress your industry-specific requirementsConnect with your network of customers, suppliers, and business partnersAccounting and Financials Create accurate financial statements and integrate all operative transactions throughout the company.Sales and Service Meet customer demands, support the entire order-to-cash process, and provide after-sales support. Procurement and Logistics Execution Control costs and manage the full sourcing and procurement cycle. Inventory Management Track the quantity, value, and movement of inventory in real time. Human Capital Management Manage staffing change and streamline payroll processes. Product Development and Manufacturing Improve the product life-cycle process and manufacturing operations. Reporting and Analytics Plan, measure, and control organizational processes. Corporate Services Lower administrative costs, increase transparency of operations, and improve adherence to corporate, legal, and regulatory requirements.

Human Resource Management

The hr department of Araneta Center, Inc is the one that looks and hires for all the employees of all business units. Having several businesses under one company can be quite hard to manage depending on its size and the hr department is responsible for all the employees. All interested employees are encouraged to email them that can be seen in every website of Araneta Center, Inc. They are responsible for Payroll administration,including produce checks, handling taxes, and dealing with sick time and vacation time. They also have Employee Risk management whichincludes workers' compensation, dispute resolution, safety inspection, office policies and handbooks to make sure every employee will be able to act accordingly to the rules and regulation of the company.

General AdministrationAraneta center, Inc has several departments that support the primary activities of the company they have purchasing department, finance department and also engineering and development division. They are billed with the task to research and monitor the company's buying decisions. They monitor the purchasing process and ensure that it stays within the parameters of keeping the company profitable. And the finance department is in charge of all the finances of the company and the engineering and development division its duties are primarily the detailed planning and construction of infrastructure to be operated by other departments.

4. FINANCIAL ANALYSIS

4.1 SEC Financial Statement

Historical Income Statement

Araneta Center, Inc.Statement of IncomeFor the Years Ended December 31, 2010, 2011, 2012

2010 2011 2012

NET SALES P 1, 261,534,857 P 1,371,688,489 P 1,407,554,183

COST OF SALES 758,157,022 777,835,730 835,144,091

GROSS PROFIT 503,377,835 593,852,759 572,410,092

TAX EXPENSE 150,664,800 183,567,990 166,417,831

NET PROFIT P 352,719,035 P 1,410,284,769 P 405,992,261

1. Horizontal Analysis

Araneta Center, Inc.Statements of IncomeHorizontal AnalysisFor the Years Ended December 31, 2008, 2009, 2010 and 2011

2010-20112011-2012

NET SALES8.73%2.61%

COST OF SALES2.60%________7.37%________

GROSS PROFIT17.97%(3.61%)

TAX EXPENSE21.84%________(9.34%)________

NET PROFIT16.32%(1.05%)

2. Vertical Analysis

Araneta Center, Inc. Statements of IncomeVertical AnalysisFor the Years Ended December 31, 2010, 2011 and 2012

201020112012

NET SALES100.00%100.00%100.00%

COST OF SALES60.1%_______56.71%_______59.33%_______

GROSS PROFIT39.90%43.29%40.67%

TAX EXPENSE11.94%_______13.38%_______11.82%_______

NET PROFIT27.96%29.91%28.84%

FINANCIAL ANALYSIS This analysis is where there is transformation of data into a form that can beused to monitor and evaluate the firms financial position, to plan future financing,and to designate the size of the firm and its rate of growth.

BELOW ARE THE FINANCIAL STATEMENTS OF ARANETA CENTER, INC.

ARANETA CENTER, INC. STATEMENTS OF FINANCIAL POSITIONDecember 31, 2010 AND 2009 A S S E T S 2010 2009 CURRENT ASSETS Cash and cash equivalents (Notes 3b, 3c, 5, 25, &27) P 1,131,190,902 P 487,791,563 Receivables (Notes 3c, 6, 25 & 27) 559,227,902 481,169,243 Inventories 13,061,224 13,104,475 Other current assets (Note 8) 63,789,766 31,645,680 Total Current Assets 1,767,319,094 1,013,710,961NON- CURRENT ASSETS Property and equipment, net (Notes 3f, & 9) 17,769,172,997 17,356,849,708 Investments in available for sale securities (3c, 11, 25 &27) 603,120 603,120 Investments in subsidiaries and affiliates (Notes 3a & 12) 1,305,306,995 1,305,306,995 Investments in properties (Notes 3e, 4 & 10) 3,000,000 3,000,000 Other non-current assets (Notes 3k & 13) 2,211,345,117 2,009,526,555 Total Non- Current Assets 21,289,428,229 20,675,286,378 T O T A L A S S E T S P 23,056,747,323 P 21,688,997,339

LIABILITIES AND EQUITYCURRENT LIABILITES BANK LOANS- CURRENT (Notes 3c, 14, 25, & 27) P 594,816,470 P 439,682,540 Trade and other payables (Notes 3c, 14, 25, & 27) 1,318,833,725 612,121,985 Income tax payable (Note 3h) 57,128,983 36,894,084 Total Current Liabilities 1,970,779,178 1,088,698,609

NON- CURRENT LIABILITES Bank loans- net of current portion (Notes 3f, & 9) 2,335,089,860 2,427,132,936 Other non-current liabilities (Notes 3c, 14, 25, & 27) 2,008,429,865 1,964,210,023 Total Non- Current Liabilities 4,343,519,725 4,391,342,959 Total Liabilities 6,314,298,903 5,480,041,568

Equity (Exhibit C) (Note 17) Capital stock P1 par value Authorized- 1 billion shares Issued and outstanding 412,218,640 412,218,640 Subscribed capital stock 469,189,498 77,452,547 Distributable stock dividends - 391,736,951 Deposit for future subscription 105,000,000 - Revaluation increment- Land (Note 3f) 14,000,206,150 14,000,206,150 Appropriated retained earnings 1,200,000,000 700,000,000 Unappropriated retained earnings 555,834,132 627,341,483 Total equity 16,742,448,420 16,208,955,771 TOTAL LIABILITES AND EQUITY P 23,056,747,323 P 21,688,997,339

ARANETA CENTER, INC. STATEMENTS OF REVENUESFOR THE YEAR ENDED DECEMBER 31, 2010 AND 2009

Revenues 2010 2009

Rental (Notes 3i, 3j, &4) P 1,248,140,151 P 1,060,462,359 Sales (Note 3i) 13,394,706 - Total Revenues 1,261,534,857 1,060,462,359 COST OF REVENUES (Notes 3i, &18) 758,157,022 624,324,112 GROSS INCOME 503,377,835 436,138,247OTHER INCOME Interest (Note 3i) 25,200,953 18,585,941Dividend income (Note3i) 70,003,920 87,567,107Others (Note 3i) 258,137,575 235,120,702Total Other Income 353,342,448 341,273,750TOTAL INCOME 856,720,283 777,411,997OPERATING EXPENSES General and administrative expenses (Notes 3i & 20) 113,416,269 105,406,949Financial charges (Notes 3i, 7 21) 164,146,565 191,513,490Total operating expenses 277,562,834 269,920,439NET INCOME BEFORE INCOME TAX 579,157,449 480,491,558INCOME TAX EXPENSE (NOTE 3H) 150,664,800 116,455,686NET INCOME FOR THE YEARS (TO EXHIBIT C) P 428,492,649 364,035,872

89

ARANETA CENTER, INC. STATEMENTS OF CHANGES IN EQUITYAS OF AND FOR THE YEARS ENDED DECEMBER 31, 2010 AND 2009

SHARE CAPITAL SHARE DISTRIBUTABLE DEPOSIT REVALUATION APPROPRIATED UNAPPROPRIATED TOTAL ISSUED & CAPITAL STOCK FOR FUTURE INCREMENT RETAINED RETAINED OUTSTANDING SUBSCRIBED DIVIDEND SUBSCRIPTION IN PROPERTY EARNINGS EARNINGS

BALANCE, DEC 31, 2008 P 287,218,640 P 77,452,547 P125, 000,000 P - P 14,000,206,150 P 700,000,000 P 653,391,942 P15, 843,269,279 Net income for the year 364,035,872 364,035,872 Distributed Stock Dividend 125,000,000 (125,000,000) -Distributable Stock Dividend391,736,951 (391,736,951) -Prior years adjustment 1,650,620 1,650,620BALANCE, DEC 31, 2009 412,218,640 77,452,547 391,736,951 - 14,000,206,150 700,000,000 627,341,483 16,208,955,771Net income for the year 428,492,649 428,492,649Distributed Stock Dividend 391,736,951 (391,736,951) -Appropriation for the year 500,000,000 (500,000,000) -Deposits against subscriptions105,000,000 105,000,000BALANCE, DECEMBER 31, 2010 (To Exhibit A) P 412,218,640 P 469,189,498 P - P 105,000,000 P 14,000,206,150 P1, 200,000,000 P 555,834,132 P16, 742,448,420

ARANETA CENTER, INC. STATEMENTS OF CASH FLOWSAS OF AND FOR THE YEARS ENDED DECEMBER 31, 2010 AND 2009

2010 2009 CASH FLOWS FROM OPERATING ACTIVITIES Net income for the years (Exhibit B) P 428,492,649 P 364,035,872 Adjustments to reconcile net income to net cash flows from operating activities Depreciation (Notes 9 & 18) 298,623,044 268,742,890 Prior years adjustment - 1,650,620 Changes in operating assets and liabilities (Increase) decrease in: Receivables (78,108,659) 68,907,528 Inventories 43,251 (5,551,512) Other current assets (32,144,086) 13,108,916 Increase (Decrease) in: Trade and other payables 706,711,740 (19,947,983) Bank loans current 155,133,930 4,146,826 Income tax payable 20,234,899 3,129,125

Net cash flows from Operating Activities 1,498,986,768 698,222,282

CASH USED IN INVESTING ACTIVITIES (Increase) decrease in: Additions in property and equipment (note 9) (710,946,333) (296,490,632) Deposits against subscriptions (Note 17) 105,000,000 - Other non-current assets (210,818,562) (290,769,604)

Net Cash Used in Investing Activities (807,764,895) (587,260,236)

CASH FLOWS FROM (USED IN) FINANCING ACTIVITIES Increase (Decrease) in: Bank loans- net of current (92,043,076) 51,388,889 Other non-current liabilities 44,219,842 (91,602,144) Net cash flows from (used in) financing activities (47,823,234) (40,213,255)NET INCREASE IN CASH AND CASH EQUIVALENTS P 643,398,639 P 70, 748,791 CASH AND CASH EQUIVALENTS, BEGINNING OF THE YEAR 487,791,563 417,042,772CASH AND CASH EQUIVALENTS, END OF THE YEAR P 1,131,190,202 P 487,791,563ARANETA CENTER, INC. STATEMENTS OF FINANCIAL POSITIONDecember 31, 2011 AND 2010 A S S E T S 2011 2010 CURRENT ASSETS Cash and cash equivalents (Notes 3b, 3c, 5, 25, &27) P 1,182,103,498 P 1,131,190,202 Receivables (Notes 3c, 4, 6, 25 & 27) 312,527,115 451,928,901 Inventories (Notes 3d & 7) 10,122,331 13,061,224 Other current assets (Notes 3e & 8) 80,356,749 63,789,766 Total Current Assets 1,585,109,693 1,659,970,093NON- CURRENT ASSETS Property and equipment, net (Notes 3g, 4 & 9) 18,210,546,835 17,769,172,997 Investments in available for sale securities (3c, 11, 25 &27) 603,020 603,120 Investments in subsidiaries and affiliates (Notes 3a & 12) 1,563,968,195 1,305,306,995 Investments in properties (Notes 3f, 4 & 10) 3,000,000 3,000,000 Other non-current assets (Notes 3l & 13) 2,481,746,322 2,318,694,118 Total Non- Current Assets 22,259,864,372 21,396,777,230 T O T A L A S S E T S P 23,844,974,065 P 23,056,747,323

LIABILITIES AND EQUITYCURRENT LIABILITES BANK LOANS- CURRENT (Notes 3c, 14, 25, & 27) P 739,980,038 P 594,816,470 Trade and other payables (Notes 3c, 15, 25, & 27) 671,482,065 1,004,573,324 Income tax payable (Note 3i) 74,898,134 57,128,983 Total Current Liabilities 1,486,360,358 1,656,518,777

NON- CURRENT LIABILITES Bank loans- net of current portion (Notes 3c, 14, 25, & 27) 2,716,692,038 2,335,089,860 Other non-current liabilities (Notes 3c, 14, 25, & 27) 2,467,773,336 2,322,690,266 Total Non- Current Liabilities 5,184,465,374 4,657,780,126 Total Liabilities 6,670,825,732 6,314,298,903

EQUITY (Exhibit C) (Note 17) Capital stock P1 par value (Note 3m) Authorized- 1 billion shares Issued and outstanding 412,218,640 412,218,640 Subscribed capital stock 469,189,498 469,189,498 Deposit for future subscription (Note 17) 105,000,000 105,000,000 Distributable stock dividends (Note 17) 88,140,814 - Revaluation increment- Land (Note 3g) 14,000,206,150 14,000,206,150 Appropriated retained earnings (Note 17) 2,000,000,000 1,200,000,000 Unappropriated retained earnings (Note 3m) 99,393,231 555,834,132 Total equity 17,174,148,333 16,742,448,420 TOTAL LIABILITES AND EQUITY P 23,844,974,065 P 23,056,747,323

ARANETA CENTER, INC. STATEMENTS OF REVENUESFOR THE YEAR ENDED DECEMBER 31, 2011 AND 2010

Revenues 2011 2010

Rental (Notes 3j, 3k, &4) P 1,358,497,691 P 1,248,140,151 Sales (Note 3j) 13,190,798 13,394,706 Total Revenues 1,371,688,489 1,261,534,857 COST OF REVENUES (Notes 3j, &18) 777,835,730 758,157,022GROSS INCOME 593,852,759 503,377,835OTHER INCOME Interest (Note 3j) 26,157,120 25,200,953Dividend income (Note3j) 2,332 70,003,920 Others (Note 3j) 262,883,184 258,137,575Total Other Income 289,042,636 353,342,448TOTAL INCOME 882,895,395 856,720,283OPERATING EXPENSES General and administrative expenses (Notes 3i & 20) 138,867,340 113,416,269Financial charges (Notes 3j, 14 & 21) 128,760,152 164,146,565Total operating expenses 267,627,492 277,562,834NET INCOME BEFORE INCOME TAX 615,267,903 579,157,449INCOME TAX EXPENSE (NOTE 3i & 22) 183,567,990 150,664,800NET INCOME FOR THE YEARS (TO EXHIBIT C) P 431,699,913 428,492,649

ARANETA CENTER, INC. STATEMENTS OF CHANGES IN EQUITYAS OF AND FOR THE YEAR ENDED DECEMBER 31, 2011 AND 2010

SHARE CAPITAL SHARE DISTRIBUTABLE DEPOSIT REVALUATION APPROPRIATED UNAPPROPRIATED TOTAL ISSUED & CAPITAL STOCK FOR FUTURE INCREMENT RETAINED RETAINED OUTSTANDING SUBSCRIBED DIVIDEND SUBSCRIPTION IN PROPERTY EARNINGS EARNINGS

BALANCE, DEC 31, 2009 P 412,218,640 P 77,452,547 P391, 736,951 P - P 14,000,206,150 P 700,000,000 P 627,341,483 P16, 208,955,771 Net income for the year 428,492,649 428,492,649 Distributed Stock Dividend 391,736,951 (391,736,951) -Appropriation for the year 500,000,000 (500,000,000) -Deposits against subscriptions 105,000,000 - 105,000,000BALANCE, DEC 31, 2010 412,218,640 469,189,498 - 105,000, 000 14,000,206,150 1,200,000,000 555,834,132 16,742,448,420Net income for the year 431,699,913 431,699,913Appropriation for the year 800,000,000 (800,000,000) -Distributable Stock Dividend 88,140,814 (88,140,814) - BALANCE, DECEMBER 31, 2011 (To Exhibit A) P 412,218,640 P 469,189,498 P 88,140,814 P 105,000,000 P 14,000,206,150 P2, 000,000,000 P 99,393,231 P17, 174,148,333

ARANETA CENTER, INC. STATEMENTS OF CASH FLOWSAS OF AND FOR THE YEARS ENDED DECEMBER 31, 2011 AND 2010

2011 2010 CASH FLOWS FROM OPERATING ACTIVITIES Net income for the years (Exhibit B) P 431,699,913 P 428,492,649 Adjustments to reconcile net income to net cash flows from operating activities Depreciation (Notes 9 & 18) 320,663,770 298,623,044 Prior years adjustment - - Changes in operating assets and liabilities (Increase) decrease in: Receivables 139,401,786 (78,108,659) Inventories 2,938,893 43,251 Other current assets (16,566,983) (32,144,086) Increase (Decrease) in: Trade and other payables (333,091,259) 706,711,740 Bank loans current 145,163,689 155,133,930 Income tax payable 17,769,151 20,234,899

Net cash flows from Operating Activities 707,978,960 1,498,986,768CASH USED IN INVESTING ACTIVITIES (Increase) decrease in: Additions in property and equipment (Note 9) (762,037,608) (710,946,333) Deposits against subscriptions (Note 17) - 105,000,000 Investments in available for sale securities 100 - Investments in subsidiaries and affiliates (258,661,200) - Other non-current assets (163,052,204) (201,818,562)

Net Cash Used in Investing Activities (1,183,750,912) (807,764,894)

CASH FLOWS FROM (USED IN) FINANCING ACTIVITIES Increase (Decrease) in: Bank loans- net of current 381,602,178 (92,043,076) Other non-current liabilities 145,083,070 44,219,842 Net cash flows from (used in) financing activities 526,685,248 (47,823,234)NET INCREASE IN CASH AND CASH EQUIVALENTS P 50,913,296 P 643, 398,639 CASH AND CASH EQUIVALENTS, BEGINNING OF THE YEAR 1, 131,190,202 487,791,563CASH AND CASH EQUIVALENTS, END OF THE YEAR P 1,182,103,498 P 1,131,190,202ARANETA CENTER, INC. STATEMENTS OF FINANCIAL POSITIONDecember 31, 2012 AND 2011 A S S E T S 2012 2011 CURRENT ASSETS Cash and cash equivalents (Notes 3, 5, 26, & 28) P 2,615,959,390 P 1,182,103,498 Receivables (Notes 3, 4, 6, 26 & 28) 1,461,472,019 312,527,115 Inventories (Notes 3 & 7) 8,292,960 10,112,331 Other current assets (Notes 3 & 8) 123,725,522 80,356,749 Total Current Assets 4,209,449,891 1,585,109,693NON- CURRENT ASSETS Property and equipment, net (Notes 3, 4 & 9) 19,724,942,030