John L. Gokongwei, Jr.John L. Gokongwei, Jr. ((traditional Chinesetraditional Chinese:: ;; PePe          h-e-j h-e-j : Gô: Gô EE          kk-hui; born August-hui; born August 11,11,1926 in1926 in GulangyuGulangyu,, XiamenXiamen,, FujianFujian Province,Province, ChinaChina) is a) is a Chinese FilipinoChinese Filipino businessman businessman withwithholdings in telecommunications, financial services, petrochemicals, power generation, aviationholdings in telecommunications, financial services, petrochemicals, power generation, aviationand live stock farming. As of 2011, Gokongwei is the third richest entrepreneur in theand live stock farming. As of 2011, Gokongwei is the third richest entrepreneur in thePhilippines with a networth of $2.4 billion, ranking behind only toPhilippines with a networth of $2.4 billion, ranking behind only to Lucio TanLucio Tan andand Henry SyHenry Sy..[1][1]

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yy 1 Profile1 Profileyy 2 External links2 External linksyy 33 See alsoSee alsoyy 4 References4 References

[[editedit] Profile] Profile

He is the chairman of He is the chairman of JG Summit HoldingsJG Summit Holdings, one of largest conglomerates in the Philippines. In, one of largest conglomerates in the Philippines. In2005, his company spent $700 million of internally generated funds which was used to buy new2005, his company spent $700 million of internally generated funds which was used to buy newaircraft for his airline,aircraft for his airline, Cebu Pacific Air Cebu Pacific Air . From 200. From 20033 up to the present his telecom companyup to the present his telecom companyDigitel Telecommunications PhilippinesDigitel Telecommunications Philippines spent nearly $800 million for its mobile carrier,spent nearly $800 million for its mobile carrier, SunSunCellular Cellular which is thewhich is the 33rd largest mobile operator in the Philippines as of 2008. He is currentlyrd largest mobile operator in the Philippines as of 2008. He is currentlynegotiating a $1 billion takeover of negotiating a $1 billion takeover of UICUIC[[disambiguation needed disambiguation needed ]], a property giant from Singapore of , a property giant from Singapore of which he owns in excess of which he owns in excess of 330%.0%. UICUIC[[disambiguatidisambiguation on needed needed ]] controlscontrols Singapore LandSingapore Land, one of the, one of the biggest property landlord in Singapore. Gokongwei also owns biggest property landlord in Singapore. Gokongwei also owns Universal Robina CorporationUniversal Robina Corporation,,one of the largest manufacturer of snacks in the Philippines. He also controls Robinsons Landone of the largest manufacturer of snacks in the Philippines. He also controls Robinsons Landone of the biggest property developers in the Philippines which also operates a chain of one of the biggest property developers in the Philippines which also operates a chain of mallsmalls..

He was born into a wealthyHe was born into a wealthy CebuCebu-based family, originally from-based family, originally from ChinaChina's's FujianFujian province. Theprovince. Thefamily fortune was lost when his affluent father died. He started his business career duringfamily fortune was lost when his affluent father died. He started his business career during WorldWorldWar IIWar II, buying and selling rice, clothing and scrap metal. He is married, and has six children. His, buying and selling rice, clothing and scrap metal. He is married, and has six children. Hisonly son,only son, Lance GokongweiLance Gokongwei, is now in charge of the Gokongwei Empire, serving as president, is now in charge of the Gokongwei Empire, serving as presidentand COO while his father serves asand COO while his father serves as Chairman EmeritusChairman Emeritus..

On August 29, 2007, at theOn August 29, 2007, at the Ateneo de Manila UniversityAteneo de Manila University, Gokongwei¶s biography, ³, Gokongwei¶s biography, ³ John L. John L.Gokongwei Jr.: The Path Gokongwei Jr.: The Path of Entrepreneurshipof Entrepreneurship by the University¶s Dr. Marites A. Khanser, was´ by the University¶s Dr. Marites A. Khanser, waslaunched, and it narrated the ³launched, and it narrated the ³riches-to-rags-to-richesriches-to-rags-to-riches story of the´ story of the tai-pantai-pan. Gokongwei stated. Gokongwei statedthatthat entrepreneurshipentrepreneurship is a way out of is a way out of  poverty poverty. Khanser's book also enumerated the Nine Rules of . Khanser's book also enumerated the Nine Rules of  business success business success[2][2] that Gokongwei followed since he was still a young businessman. In 2002that Gokongwei followed since he was still a young businessman. In 2002Gokongwei donated P200-million to the undergraduate school of management. He also gaveGokongwei donated P200-million to the undergraduate school of management. He also gavedonations todonations to University of San CarlosUniversity of San Carlos,, Xavier SchoolXavier School,, De La Salle UniversityDe La Salle University, Sacred Heart, Sacred HeartSchool and Immaculate Conception Academy.School and Immaculate Conception Academy.[[33]]

On February, 2008, Forbes Asia magazine¶s first Heroes of Philanthropy list included 4 Filipinos- Jaime Zobel de Ayala, John Gokongwei, Ramón del Rosario Jr., and Óscar López.The list iscomposed of 4 philanthropists each from 13 selected countries and territories in Asia.[4]

John Gokongwei and fellow businessman Andrew Gotianun are cousins.[5]

[edit

John Gokongwei life story is another rags to riches success story of a true Filipino Taipan

entrepreneur. His business empire company known as John Gokongwei Summit Holdings, Inc. or 

J.G. Summit Holdings, Inc. for short has been one of the most successful conglomerate in the

Philippines today competing with more solid names such as SM Malls, PAL, and Ayala.

It has business interests in branded consumer foods (Universal Robina Corp.), real estate property

development (Robinson¶s Land Corp.), air transportation (Cebu Pacific Air), banking and financial

services (Robinson¶s Bank), telecommunications (Sun Cellular and Digitel), petrochemicals (J.G.

Summit Petrochemical Corp.), and United Industrial Corp. of Singapore.

John Gokongwei Story started in 1927 in the Chinese province of Fujian where he was born.

Because they needed to escape the turmoil in China, they migrated to the province of Cebu here in

Philippines where his grandfather Pedro Gotiaoco operated a successful chain of movie houses.

Let¶s view another entrepreneur story as we witness Gokongwei¶s inspiring story with the various

challenges that he faced delivered as part of his speech to the ad congress:

I was born to a rich Chinese-Filipino family. I spent my childhood in Cebu where my father owned a

chain of movie houses, including the first air-conditioned one outside Manila. I was the eldest of six

children and lived in a big house in Cebu ¶s ForbesPark. A chauffeur drove me to school everyday as

I went to San Carlos University, then and still one of the country¶s top schools. I topped my classes

and had many friends. I would bring them to watch movies for free at my father¶s movie houses.

When I was 13, my father died suddenly of complications due to typhoid. Everything I enjoyed

vanished instantly. My father¶s empire was built on credit. When he died, we lost everything-our big

house, our cars, our business-to the banks. I felt angry at the world for taking away my father, and

for taking away all that I enjoyed before. When the free movies disappeared, I also lost half my

friends.

On the day I had to walk two miles to school for the very first time, I cried to my mother, a widow at

32. But she said: ³You should feel lucky. Some people have no shoes to walk to school. What can

you do? Your father died with 10 centavos in his pocket.´ So, what can I do? I worked.

My mother sent my siblings to China where living standards were lower. She and I stayed in Cebu to

work, and we sent them money regularly. My mother sold her jewelry. When that ran out, we sold

roasted peanuts in the backyard of our much-smaller home. When that wasn¶t enough, I opened a

small stall in a palengke (market). I chose one among several palengkes a few miles outside the city

because there were fewer goods available for the people there. I woke up at five o¶clock every

morning for the long bicycle ride to the palengke with my basket of goods. There, I set up a table

about three feet by two feet in size. I laid out my goods-soap, candles, and thread-and kept selling

until everything was bought. Why these goods? Because these were hard times and this was a poor 

village, so people wanted and needed the basics: soap to keep them clean, candles to light the

night, and thread to sew their clothes. I was surrounded by other vendors, all of them much older.

Many of them could be my grandparents. And they knew the ways of the palengke far more than a

boy of 15, especially one who had never worked before. But being young had its advantages. I did

not tire as easily, and I moved more quickly. I was also more aggressive.

 After each day, I would make about 20 pesos in profit! There was enough to feed my siblings and

still enough to pour back into the business. The pesos I made in the palengke were the pesos that

went into building the business I have today. After this experience, I told myself, ³If I can compete

with people so much older than me, if I can support my whole family at 15, I can do anything!´

Looking back, I wonder, what would have happened if my father had not left my family with nothing?

Would I have become the man I am? Who knows? The important thing to know is that life will always

deal us a few bad cards. But we have to play those cards the best we can. And WE can play to win!

This was one lesson I picked up when I was a teenager. It has been my guiding principle ever since.

 And I have had 66 years to practice self-determination. When I wanted something, the best person

to depend on was myself. And so I continued to work.

In 1943, I expanded and began trading goods between Cebu and Manila. From Cebu, I would

transport tires on a small boat called a ³batel´. After traveling for five days to Lucena, I would load

them into a truck for the six-hour trip to Manila. I would end up sitting on top of my goods so they

would not be stolen! In Manila, I would then purchase other goods from the earnings I made from the

tires, to sell in Cebu. Then, when World War II ended, I saw the opportunity for trading goods in

post-war Philippines. I was 20 years old. With my brother Henry, I put up Amasia Trading, which

imported onions, flour, used clothing, old newspapers and magazines, and fruits from the United

States.

In 1948, my mother and I got my siblings back from China. I also converted a two-story building in

Cebu to serve as our home, office, and warehouse all at the same time. The whole family began

helping out with the business.

In 1957, at age 31, I spotted an opportunity in corn-starch manufacturing. But I was going to

compete with Ludo and Luym, the richest group in Cebu and the biggest cornstarch manufacturers. I

borrowed money to finance the project. The first bank I approached made me wait for two hours,

only to refuse my loan. The second one, China Bank, approved a P500,000-peso clean loan for me.

Years later, the banker who extended that loan, Dr. Albino Sycip said that he saw something special

in me. Today, I still wonder what that was, but I still thank Dr. Sycip to this day. Upon launching our 

first product, Panda corn starch, a price war ensued. After the smoke cleared, Universal Corn

Products was still left standing. It is the foundation upon which JG Summit Holdings now stands.

Interestingly, the price war also forced the closure of a third cornstarch company, and one of their 

chemists was Lucio Tan, who always kids me that I caused him to lose his job. I always reply that if it

were not for me, he will not be one of the richest men in the Philippines today. When my business

grew, and it was time for me to bring in more people- my family, the professionals, the consultants,

more employees- I knew that I had to be there to teach them what I knew. When dad died at age 34,

he did not leave a succession plan. From that, I learned that one must teach people to take over a

business at any time. The values of hard work that I learned from my father, I taught to my children.

They started doing jobs here and there even when they were still in high school. Six years ago, I

announced my retirement and handed the reins to my youngest brother James and only son Lance.

But my children tease me because I still go to the office every day and make myself useful. I just

hired my first Executive Assistant and moved into a bigger and nicer office. Building a business to

the size of JG Summit was not easy. Many challenges were thrown my way. I could have walked

away from them, keeping the business small, but safe. Instead, I chose to fight. But this did not

mean I won each time.

By 1976, at age 50, we had built significant businesses in food products anchored by a branded

coffee called Blend 45, and agro- industrial products under the Robina Farms brand. That year, I

faced one of my biggest challenges, and lost. And my loss was highly publicized, too. But I still

believe that this was one of my defining moments. In that decade, not many business opportunities

were available due to the political and economic environment. Many Filipinos were already sending

their money out of the country. As a Filipino, I felt that our money must be invested here. I decided to

purchase shares in San Miguel, then one of the Philippines¶ biggest corporations. By 1976, I had

acquired enough shares to sit on its board. The media called me an upstart. ³Who is Gokongwei and

why is he doing all those terrible things to San Miguel?´ ran one headline of the day. In another 

article, I was described as a pygmy going up against the powers-that- be. The San Miguel board of 

directors itself even aid for an ad in all the country¶s top newspapers telling the public why I should

not be on the board. On the day of reckoning, shareholders quickly filled up the auditorium to

witness the battle. My brother James and I had prepared for many hours for this debate. We were

nervous and excited at the same time. In the end, I did not get the board seat because of the

Supreme Court Ruling. But I was able to prove to others-and to myself-that I was willing to put up a

fight. I succeeded because I overcame my fear, and tried. I believe this battle helped define who I

am today. In a twist to this story, I was invited to sit on the board of Anscor and San Miguel Hong

Kong 5 years later. Lose some, win some. Since then, I¶ve become known as a serious player in the

business world, but the challenges haven¶t stopped coming. Let me tell you about the three most

recent challenges. In all three, conventional wisdom bet against us. See, we set up businesses

against market Goliaths in very high-capital industries: airline, telecoms, and beverage.

Challenge No. 1: In 1996, we decided to start an airline. At the time, the dominant airline in the

country was PAL, and if you wanted to travel cheaply, you did not fly. You went by sea or by land.

However, my son Lance and I had a vision for Cebu Pacific: We wanted every Filipino to fly. Inspired

by the low-cost carrier models in the United States, we believed that an airline based on the no-frills

concept would work here. No hot meals. No newspaper. Mono-class seating. Operating with a single

aircraft type. Faster turn around time. It all worked, thus enabling Cebu Pacific to pass on savings to

the consumer. How did we do this? By sticking to our philosophy of ³low cost, great value.´ And we

stick to that philosophy to this day. Cebu Pacific offers incentives. Customers can avail themselves

of a tiered pricing scheme, with promotional seats for as low a P1. The earlier you book, the cheaper 

your ticket. Cebu Pacific also made it convenient for passengers by making online booking available.

When we started 11 years ago, Cebu Pacific flew only 360,000 passengers, with 24 daily flights to 3

destinations. This year, we expect to fly more than five million passengers, with over 120 daily flights

to 20 local destinations and 12 Asian cities. Today, we are the largest in terms of domestic flights,

routes and destinations. We also have the youngest fleet in the region after acquiring new Airbus

319s and 320s. In January, new ATR planes will arrive. These are smaller planes that can land on

smaller air strips like those in Palawan and Caticlan. Now you don¶t have to take a two-hour ride by

mini-bus to get to the beach. Largely because of Cebu Pacific, the average Filipino can now afford to

fly. In 2005, 1 out of 12 Filipinos flew within a year. In 2012, by continuing to offer low fares, we hope

to reduce that ratio to 1 out of 6. We want to see more and more Filipinos see their country and the

world!

Challenge No. 2: In 2003, we established Digitel Mobile Philippines, Inc. and developed a brand for 

the mobile phone business called Sun Cellular. Prior to the launch of the brand, we were actually

involved in a transaction to purchase PLDT shares of the majority shareholder. The question in

everyone¶s mind was how we could measure up to the two telecom giants. They were entrenched

and we were late by eight years! PLDT held the landline monopoly for quite a while, and was first in

the mobile phone industry. Globe was a younger company, but it launched digital mobile technology

here. But being a late player had its advantages. We could now build our platform from a broader 

perspective. We worked with more advanced technologies and intelligent systems not available ten

years ago. We chose our suppliers based on the most cost-efficient hardware and software. Being a

Johnny-come- lately allowed us to create and launch more innovative products, more quickly. All

these provided us with the opportunity to give the consumers a choice that would rock their world.

The concept was simple. We would offer Filipinos to call and text as much as they want for a fixed

monthly fee. For P250 a month, they could get in touch with anyone within the Sun network at any

time. This means great savings of as much as 2/3 of their regular phone bill! Suddenly, we gained

traction. Within one year of its introduction, Sun hit one million customers.Once again, the paradigm

shifts - this time in the telecom industry. Sun¶s 24/7 Call and Text unlimited changed the landscape

of mobile- phone usage. Today, we have over 4 million subscribers and 2000 cell sites around the

archipelago. In a country where 97% of the market is pre-paid, we believe we have hit on the right

strategy. Sun Cellular is a Johnny-come- lately, but it¶s doing all right. It is a third player, but a

significant one, in an industry where Cassandras believed a third player would perish. And as we

have done in the realm of air travel, so have we done in the telecom world: We have changed the

marketplace. In the end, it is all about making life better for the consumer by giving them choices.

Challenge No. 3: In 2004, we launched C2, the green tea drink that would change the face of the

local beverage industry ² then, a playground of cola companies. Iced tea was just a sugary brown

drink served bottomless in restaurants. For many years, hardly was there any significant product

innovation in the beverage business. Admittedly, we had little experience in this area. Universal

Robina Corporation is the leader in snack foods but our only background in beverage was instant

coffee. Moreover, we would be entering the playground of huge multinationals. We decided to play

anyway. It all began when I was in China in 2003 and noticed the immense popularity of bottled iced

tea. I thought that this product would have huge potential here. We knew that the Philippines was not

a traditional tea-drinking country since more familiar to consumers were colas in returnable glass

bottles. But precisely, this made the market ready for a different kind of beverage. One that

refreshes yet gives the health benefits of green tea. We positioned it as a ³spa´ in a bottle. A drink

that cools and cleans- thus, C2 was born. C2 immediately caught on with consumers. When we

launched C2 in 2004, we sold 100,000 bottles in the first month. Three years later, Filipinos drink

around 30 million bottles of C2 per month. Indeed, C2 is in a good place. With Cebu Pacific, Sun

Cellular, and C2, the JG Summit team took control of its destiny. And we did so in industries where

old giants had set the rules of the game. It¶s not that we did not fear the giants. We knew we could

have been crushed at the word go. So we just made sure we came prepared with great products and

great strategies. We ended up changing the rules of the game instead.

There goes the principle of self-determination, again. I tell you, it works for individuals as it does for 

companies. And as I firmly believe, it works for nations. I have always wondered, like many of us,

why we Filipinos have not lived up to our potential. To be a truly great nation, we must also excel as

entrepreneurs before the world. We must create Filipino brands for the global market place.

When we started our own foray outside the Philippines 30 years ago, it wasn¶t a walk in the park. We

set up a small factory in Hong Kong to manufacture Jack and Jill potato chips there. Today, we are

all over Asia. We have the number-one-potato- chips brand in Malaysia and Singapore. We are the

leading biscuit manufacturer in Thailand, and a significant player in the candy market in Indonesia.

Our Aces cereal brand is a market leader in many parts of China. C2 is now doing very well in

Vietnam, selling over 3 million bottles a month there, after only 6 months in the market. Soon, we will

launch C2 in other South East Asian markets. I am 81 today. But I do not forget the little boy that I

was in the palengke in Cebu. I still believe in family. I still want to make good. I still don¶t mind going

up against those older and better than me. I still believe hard work will not fail me. And I still believe

in people willing to think the same way. Through the years, the market place has expanded: between

cities, between countries, between continents. I want to urge you all here to think bigger. Why serve

86 million when you can sell to four billion Asians? And that¶s just to start you off. Because there is

still the world beyond Asia. When you go back to your offices, think of ways to sell and market your 

products and services to the world. Create world-class brands. You can if you really tried. I did.

 As a boy, I sold peanuts from my backyard. Today, I sell snacks to the world. I want to see other 

Filipinos do the same.

John L. Gokongwei Jr . (born August 11, 1926 in Gulangyu, Xiamen, FujianProvince, China) is a Chinese-Filipino businessman with diverse businesses thatincludes telecommunications, financial services, petrochemicals, propertydevelopment, aviation and live stock farming. In 2010, Forbes listed Gokongwei asthe third richest man in the Philippines with a networth of USD1.5 billion (P66billion).

Contents

[hide]

1 Early beginnings

2 Business career 

3 Philanthropy

4 Personal life

5 External links

6 References

7 Citation

[edit] Early beginnings

John Gokongwei was born to John Gokongwei Sr., and Juanita Marquez Lim. Whenhe was just barely a year old, both his parents migrated and settled in Cebu. Unlikesome of his contemporary Chinese-Filipino businessmen, Gokongwei lived aprivileged life then. His father owned the biggest movie house in Cebu andGokongwei Jr. would often treat his friends.

But in 1939, Gokongwei Sr. suddenly passed away after a wrong blood transfusionneeded after he contracted typhoid fever. All their assets were immediately seizedby the creditors and the young Gokongwei was barred from entering their moviehouse. Gokongwei revealed in interviews that it was a very humiliating experience.His mother Juanita had no choice but to break up the family and send some of hissiblings back to China. Gokongwei was left under the care of his granduncle, ManuelGotianuy.

[edit] Business career 

 After the Second World War broke out, Gokongwei was forced to fend for himself after his granduncle could no longer support him. During those years, the youngGokongwei, pedalled his wares using his bicycle. It was his first taste of being abusinessman.

But Gokongwei was ambitious and was not contented in just peddling his wares bybicycle. He then entered what he called the ³Batel Age´. He would travel from Cebuto Manila selling stuffs via the batel or a small boat. Once, the batel he was ridingsank after hitting a rock. The other passengers clung on to the tires he was going tosell upon reaching Manila and thus, preventing Gokongwei from losing his wares.

Seeing an opportunity for import trading, Gokongwei established his f irst company, American-Asia Trading. However, he quickly realized that tariffs will eat up hismargins and so he ventured into manufacturing business and set up Universal CornProducts in 1956 using a loan granted to him by Dr. Alberto SyCip, father of Washington SyCip and the Chairman of the Board of  China Bank. Ten years later,he established Universal Robina Corporation ( PSE: URC), makers of popular snackfood products such as Jack & Jill, Cloud 9 and Great Taste Coffee.

In 1968, he put up his first retail store, Cebu Foodarama.

In 1980, Gokongwei entered the real estate industry by establishing Robinsons LandCorporation (PSE: RLC) which operates on four markets namely: shopping malls(Robinsons Malls), office and high-rise residential buildings (Galleria CorporateCenter, Robinsons Summit), private housing (Robinsons Homes) and hotels(Crowne Plaza). It was publicly listed in 1989.

In 1990, the JG Summit Holdings was incorporated (PSE: JGS). It was listed on August 9, 1993 and acted as the holding firm for all of Gokongwei¶s companies.

In 1994, the JG Summit Petrochemical Corporation, the first and largest integratedpolyethylene and polypropylene petrochemical facility was established In that sameyear, Gokongwei acquired 20 percent stake in the Toledo Power Corporation.

In 1995, Summit Media was launched with its first magazine, ³Preview´.

In 1996, Gokongwei acquired Cebu Pacific (PSE: CEB)with four DC-9 aircrafts. Theaviation company claimed the number one spot in domestic market. It had its InitialPublic Offering (IPO) on October 26, 2010.

In 1997, Gokongwei Group of Companies entered the financial services by puttingup Robinsons Savings Bank, a thrift bank.

In 2000, Gokongwei opened the first Mini-Stop Convenience Store.

In 2003, he launched Sun Cellular under Digital Telecommunications (PSE: DGTL)(acquired in 1993) to compete against telecommunication giants Globe Telecom andSmart Communications.

[edit] Philanthropy

In 1992, Gokongwei established the nonstock, nonprofit Gokongwei BrothersFoundation (GBF). The GBF provides funding for education projects. Among thebeneficiaries of the GBF were: Xavier School, Immaculate Conception Academy, DeLa Salle University, Ateneo de Manila University and University of San Carlos. TheGBF has also established a technical training facility.

In 2006, on his 80th birthday, Gokongwei donated his 25 percent shareholdings inJG summit or P10.25 billion pesos to his foundation, Gokongwei BrothersFoundation. He also donated another P50 million to University of San Carlos.

In 2007, the launched the GBF China Scholars, in which 34 Filipinos were selectedfor a full year of scholarship to Beijing Language and Culture University in Beijing,China.

In 2008, he was a recipient of Forbes Asia magazine's Philanthropy award, whichalso included Jaime Zobel de Ayala, Ramon del Rosario and Oscar Lopez.

[edit] Personal life

Gonkonwei is married to Elizabeth Yu-Gokongwei. His children, Lance Gokongwei,Lisa Gokongwei-Cheng, Robina Gokongwei-Pe, Faith Gokongwei-Lim, MarciaGokongwei-Sy and Hope Gogkongwei-Tang hold various positions in theGokongwei Group.

He is the cousin of  Andrew Gotianun , also a descendant of the prominent Go clan.His great-grandfather Don Pedro Gotiaoco, a Chinese immigrant during the 19thcentury, became one of the richest Filipino during those times.

He received his Masters in Business Administration in De La Salle University andattended the Advanced Management Program at Harvard Business School.

In 2007, his biography, John L. Gokongwei Jr.: The Path of Entrepreneurship writtenby Dr. Marites A. Khanser, was launched at Ateneo de Manila University.

[edit] External links

JG Summit

The Philippines' 40 richest

Business Week

People info - John Gokongwei, Jr.

[edit] References

John Gokongwei, Jr. richest to rags to riches

Gokongwei does a Buffett

The art of an entrepreneur 

Khansar, Marites A. 'John L. Gokongwei Jr. The Path of Entrepreneurship'.

 Ateneo de Manila