4As 2017 Board

Grupo Agatep managing director Norman Agatep has been reelected as chairman of the board of directors of the Association of Accredited Advertising Agencies of the Philippines (4As) for 2017. Elections were held during the association’s recent general membership meeting at Hard Rock Cafe in Makati.

Other officers and directors elected to the board are Portia Catuira (TBWA), President; Sue Ann Nolido (Leo Burnett), Vice President; Edg Samson (Ace Saatchi & Saatchi), Board Secretary; Tats Caluag-Cruz (Publicis Jimenez-Basic), Treasurer; Teeny Gonzales (7AD), Corporate Comptroller; Bong Pacia (McCann Worldgroup), Director; Miguel Mercado (Ogilvy and Mather), Director; and Eres Aspi (Campaigs & Grey), Director.

The 4As is a non-stock, non-profit organization composed of various advertising agencies in the country, whose common objective is the promotion and development of the advertising agency business in conjunction with the advertising industry’s goals. Among the associations objectives are: 1) to upgrade the practice of advertising in this country; 2) to promote the welfare of the organization as a whole and its members, individually; 3) to enhance relations between the member agencies and other sectors of the advertising industry; and 4) to foster social responsibility among advertising practitioners and help protect the welfare of the general public.

Agatep was also the 2016 chairman of the 4As, a position he held concurrently with his chairmanship of the Ad Standards Council (ASC).



To highlight PHINMA Corporation’s milestones in their six-decade journey, the corporation and its PR agency, Grupo Agatep, conceptualized and produced a world-class Audio-Visual Presentation (AVP) that documented the company’s 60th anniversary activities. This AVP aimed to project PHINMA as a Filipino conglomerate that is committed to make lives better.



After much thought and planning, PHINMA decided that an AVP would be the most effective tool to highlight their milestone during the past 6 decades since it can provide the attendees an extensive view of the history of the corporation, its mission, and its path for the future.

With Grupo Agatep, PHINMA developed a concept that best captured what their corporation stood for: the Concept of Light, and wrote a compelling script that best conveyed PHINMA’s dedication to work and service. Series of photos were also included in the AVP. The presentation accentuated PHINMA’s creed, “Social responsibility is our business, our business is our social responsibility.”


The AVP transported the viewers to the early days of the company to:

  • establish how it grew as a company and a titan of Philippine industry, and
  • show how PHINMA provides employment to many skilled and talented Filipinos and gives quality yet  affordable products and services in energy, education, steel building systems, housing, hospitality, and consulting.




The PR Objectives in producing a world-class, award-winning Audio-Visual Presentation were exceedingly met.

  1. The production of the AVP was completed in record time and was launched during the “PHINMA with Friends” 60th Anniversary celebration at the Senate Hall, National Museum.
  1. By launching the AVP, the guests and attendees were provided with an extensive view of PHINMA and its path towards the future. The AVP became a powerful tool to convey to the guests the PHINMA message of hope and its dedication to provide vital services to the Filipino people.
  1. The PHINMA executives were truly pleased with how the AVP was effectively crafted. Likewise, the attendees of “PHINMA with Friends” gave it a positive feedback. They said the AVP showed how PHINMA works for nation-building and making lives better.
  1. More than 500 people attended the AVP launching, including many prominent individuals from various sectors: government officials and other industry leaders together with PHINMA executives.
  1. The world-class AVP was shown to all 3,000 PHINMA employees. Through the AVP, PHINMA employees were motivated and inspired to see how the corporation grew from the ground up. The employees of the Conglomerate said that they are excited about its future and are looking forward to join charitable activities planned by it.
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With its prestige and laurels accumulated in medical care through the years, Asian Hospital and Medical Center, Inc. (AHMC) was bent to establish a pathway to continuing excellence for the future. With Grupo Agatep, AHMC developed an Integrated Marketing Communications campaign entitled “#MyAsianStory: Inspiring narratives of triumphs in hospital care”. Within the three-year period from 2015 to 2017, the campaign aimed to:


  1. Project AHMC as the industry benchmark in hospital and healthcare services;
  2. Create maximum awareness that AHMC provides excellent services in the four (4) Core Standards, i.e. Patient and Family Rights, Access to Care and Continuity of Care, Medication Management and Use, and Management of Information;
  3. Build loyalty among AHMC patients and patrons.





  • We wrote down the overall strategy we used to achieve our goals, summed up as The Three Pillars of AHMC’s Success, namely, VALUE, INNOVATION, EXPERIENCE, which drove us to achieve remarkable Team Citations, Patient Outcomes, and Positive Financials.
  • We launched our IMC campaign of “My Asian Story”, through three Audio Visual productions (AVPs), two strategically placed out-of-home billboards and a series of lamppost banners, impressive collaterals including our 2016 AHMC Annual Report, and various mini-boards installed within our hospital premises. These communication vehicles carried heart-rending messages of successful hospital experiences, from the point of view of THE PATIENTS, the EMPLOYEES, the attending DOCTORS, and other STAKEHOLDERS who have gone through a fulfilling EXPERIENCE at the Asian Hospital and Medical Center.
  • We have uploaded our three AVP’s (videos) into the AHMC website; they have been shown to attendees of medical doctors’ conferences.
  • We had set up two giant billboards: one along the busy SLEX SunValley expressway where more than 166,000 passenger vehicles pass by every day, and one along SLEX San Pedro Panuelos where the average vehicular traffic is recorded to be 297,105 vehicles per day, with vehicles coming from Southern Luzon headed into Metro Manila.
  • We had set up 15 units of MCX Lamppost Banners along SLEX going to Daang Hari, Vista City, Muntinlupa, Cavite and vice versa with a recorded vehicular traffic of 30,000 daily.




We easily SURPASSED all our PR objectives during the sustained period of 2015 to 2017.

  1. We were awarded the prestigious Joint Commission International Accreditation, the highest recognition award for Hospitals in the world.
  2. From the previous outstanding score of 9.79 and perfect scores on two Core Standards, i.e. Anesthesia and Surgical Care, and Patient and Family rights, the BEST became BETTER the next year, by achieving a higher score of 9.85 with Perfect Scores on Four Core Standards, namely Patient and Family rights, Access to Care and Continuity of Care, Medication Management and Use and Management of Information.
  3. As officially recorded in AHMC’s 2016 Annual Report, over the period 2011 to 2016, the GROSS REVENUES of AHMC grew from P2 billion and .016 million to P2 billion and 890 million while CORE NET PROFITS AFTER TAX almost doubled, from P197 million to P379 million.


ACI MDT Group Shot_Team Asia


JCI Photo

The challenge was how to communicate through an Innovative 2016 Annual Report both the superb financial performance of the Asian Hospital and Medical Center, as well as its inspiring narratives of triumphs across all medical disciplines. AHMC, with Grupo Agatep, Inc. took on this challenge within the period of December 2016 to April 2017, along with its aim to produce at least 90 copies of the 2016 AHMC annual report before the annual shareholders’ meeting in April 2017. The Annual Report was intended to help keep the Asian Hospital brand “forever burning” and establish a pathway to continuing excellence for the future.




Within the short time frame, prompt yet deliberate processes, such as brainstorming meetings, research, interviews, and approvals were undergone for the overall content and design of the annual report. We divided the annual report into seven topic sections: Messages, Value, Innovation, Experience, Patient Outcomes, Financials, and Index.

The annual report team tried to balance formality and visual impact report in the lay outing process, which was quite a challenge. After several revisions, they produced a visually appealing publication that still embodies the formality of a corporate report. The annual report went through a final round of reviews by the editorial and creative staff of the Agency and the concerned hospital executives.

When everything was reviewed and revised accordingly, the team proceeded to print the annual report: 21cms x 30 cms dimension, on 180 lbs foldcote, C2S paper for inside pages, slightly thicker for the covers, full color matte printing.

Finally, by the middle of April, the agency delivered the hard copies of the annual report for distribution, just in time for the annual meeting of the AHMC shareholders.




As can be seen, we achieved all our objectives:

  • We produced more than 100 copies of the AHMC Annual Report by mid-April 2017 and distributed these during the AHMC Stockholders’ Meeting.
  • Most of the stockholders commented that the annual report was “beautiful” in design and world-class and straightforward in content.  
  • The AHMC board of directors, associate directors and senior manages praised the creative presentation of the annual report. They said it made them “feel proud to be associated with AHMC”.
  • Several business reporters from mainstream media requested for a copy of the annual report for their year-end stories.



In a Grab Philippines case study, nine out of 10 drivers turn over their earnings to their wives but majority of the wives don’t know how to manage their finances. This led the company to create the “Grab Misiskolar”, an extended program from the 2016 Grab Academy focused on financial literacy to empower the wives of Grab drivers in properly handling their earnings and improve the quality of their family lives, within the 12-month period ending October 2017:

  1. To teach at least 700 Grab drivers’ wives to better manage their family incomes.
  2. To create a sustainable program to help Grab Philippines’ “partners” (The Grab driver and his wife) achieve “Asenso sa Grab”.
  3. To assure Grab drivers and their wives the full support of Grab Philippines.



  1. We organized a two-day gathering in Metro Manila and Cebu and conducted livelihood trainings and workshops for all the Grab drivers’ wives, or “Misiskolars” on starting a small “negosyo” (business), and developing entrepreneurial skills. Business partner, Avon Philippines gave lectures on direct selling and handed out free starter packs to begin their “negosyante” journey.
  2. With the help of Tristan’s Ice Cream Candy, we taught them about “franchising” which encouraged them to go into the franchising and reselling. We even demonstrated how to make ice cream.
  3. Our partner UnionBank sponsored a workshop on perfume making, while Lendr sponsored a ‘No Bake Cake’ workshop. Phoenix Petroleum through Bayan Foundation gave Hilot 101 lessons. On the other hand, Blended Juice taught how to make fresh fruit juice in a bottle which can be easily made at home to sell to health-conscious consumers.
  4. We also partnered with Generika Drugstore to give the Grab drivers’ wives a  seminar on Family Planning and the importance of women’s health.
  5. In collaboration of UnionBank, Lendr, and Sun Life Philippines they gave  practical tips about money management.Teaching the attendees what domestic finance is and the ideals of spending habits.
  6. PR agency Grupo Agatep wrote and dispatched publicity to earn media coverage of the events as well as posting teasers on social media.


Furthermore, bloggers and Grab influencers were present to serve as social media correspondents by posting live updates on Facebook, Instagram and other social media channels.


As can be seen below, we exceeded all our objectives:


  1. A total of 1,150 participated in the event, 750 drivers’ wives attended the Metro Manila leg and Cebu had 400 participants.
  2. Several Grab drivers’ wives are now happily engaged in their own start-up businesses and are able to have extra income. Nonetheless, there were 173 wives who continued their direct selling business with Avon.
  3. The Misiskolars have stated positive testimonials about the campaign and are asking that this be a regular activity from Grab.
  4. We generated media coverage from the series of events worth Php3,549,712.81 in PR values.
  5. The Grab Misiskolar initiative is now a hot topic on social media with a massive 1.1 million total reach.The Misiskolar event was broadcasted live, reaching thousands of wives in Metro Manila and Cebu.The program earned a peak engagement rate of 32% and engaged with 160,000 people.
  6. Grab Drivers expressed positive feedback and said the Grab Misiskolar program improved the quality of their families’ lives.