Free Essay



Submitted By gkukreja
Words 4162
Pages 17


Nigel Goodwin prepared this case under the supervision of Professor Niraj Dawar solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey
Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London,
Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail
Copyright © 2006, Ivey Management Services

Version: (A) 2006-04-24


In November 2005, Dr. Rolando Hortaleza, founder and chief executive officer
(CEO) of Splash Corporation (Splash), considered two major opportunities to expand the company beyond its home base in the Philippines in 2006. Asian markets presented a natural and attractive opportunity to export the company’s existing skin care and hair care products. Splash already promoted these products in Indonesia and distributed them through third parties in other Asian countries.
Hortaleza believed these activities should be intensified. The second opportunity was to launch Splash’s new line of nutraceutical or natural health products in the lucrative North American and European markets. Hortaleza believed the company should begin building brand awareness and distribution capabilities in the western markets as soon as possible.
The private company’s intended stock offering was at least a year away. Splash had limited financial resources in the meantime, so Hortaleza knew he would have to prioritize the two international opportunities. He knew each opportunity posed its own set of challenges and potential rewards. As he prepared for the company’s
2005 year-end review meeting, he weighed the two opportunities and began outlining an expansion strategy for 2006 and beyond.

Page 2

Overseas Demand and Distribution

Demand for Splash’s skin care and hair care products outside the Philippines began with the legions of overseas Filipino workers (OFWs). Beginning in the late
1980s, political uncertainty and economic decline in the Philippines led many
Filipinos to go overseas in search of work. By 2005, there were approximately eight million OFWs, representing nearly 10 per cent of the Philippines’ total population. More than 60 per cent of the OFWs lived and worked in other Asian and Middle Eastern countries, with the balance in North America and Europe.
Traditionally, the Filipino diaspora consisted mainly of personal caregivers and household workers; increasingly, though, their ranks included skilled professionals, such as nurses, teachers, engineers and information technology (IT) personnel. Most OFWs were women, but it was becoming more common for men to travel overseas for work as well.
Brand-loyal OFWs carried Splash products with them when they went to work abroad. They often ran out of supplies and demanded more. When OFWs came into contact with local citizens, they spoke highly of Splash products. The foreigners were often impressed by the quality and surprised by the low prices, and sought to purchase the products in their own countries.
Splash noticed and welcomed this overseas demand and made its full range of products available in various countries through third parties in the 1990s. The earliest third-party distributorships were established in Hong Kong, Malaysia and
Singapore, with others following across Asia and the Middle East (see Exhibit 1 for a complete list of countries with Splash distributorships). The distributors managed their own relationships with retail outlets and were responsible for replenishing stocks. In the more attractive markets, Splash assisted distributors in conducting below-the-line promotional campaigns and offered discounting schemes to help distributors penetrate new retail accounts.
Hortaleza was encouraged by the distributors’ volumes and came to believe foreign markets presented an even greater revenue potential than the domestic market in the long term. In 1998, he established Splash International Inc. as a subsidiary of Splash Holdings. Splash International’s objectives were to seek export opportunities and to plan and implement strategies to act on those opportunities (see Exhibit 2 for a projection of Splash’s domestic and foreign sales). Business Development in Indonesia

Hortaleza believed the neighboring country of Indonesia was a particularly attractive market for Splash’s skin care and hair care products. Indonesia was the


Page 3


world’s fourth most populous nation with 240 million citizens, nearly half of whom were under the age of 25. Although 27 per cent of Indonesians lived below the poverty line, the gross domestic product (GDP) growth rate was expected to reach 5.3 per cent in 2005, and other economic indicators were also reasonably strong. The urban centers were growing quickly, and more and more women were joining the workforce. Due to these and other factors, Indonesia had a large and growing personal care industry. Finally, Indonesia played host to many OFWs who had spread word about Splash to their Indonesian contacts.
A local third party distributed Splash products in the Indonesian market in the mid1990s but had lacked the capital and resources for adequate coverage.
Consequently, the products had been confined to a small number of retail outlets in a limited geographic area.
Hortaleza, eyeing this untapped market potential, had decided Splash would become actively involved. In March 2000, he established P.T. Splash Indonesia as a subsidiary of Splash Holdings in a joint venture with a local company. Splash was the majority partner and was responsible for all business development activities, while the minority partner oversaw regulatory requirements and other necessary matters. Splash Indonesia employed approximately 30 people, all but three of whom were Indonesians.
Splash Indonesia was still “in startup mode,” as Hortaleza said. To date, only two
Splash product lines were offered in Indonesia: SkinWhite whitening bath soap and Extraderm exfoliant. As Edgardo Patron, president of Splash International explained: We choose specific battlefields where we can effectively compete.
We’ve decided to use SkinWhite bath soap as our banner product in
Indonesia because it plays in a segment where opportunities for lightening soap exist and where our product’s proven efficacy gives us a competitive edge. Having fairer skin is an aspiration among many Indonesian women.
Extraderm meanwhile enjoys decent brand equity among consumers, especially our facial soap, because of earlier opportunistic campaigns involving a local importer that went big in the general trade.1
Splash planned to launch additional products in Indonesia soon. “We will need a third pillar to solidify our market position,” Patron continued, “which will enable us to be a more credible player in Indonesia’s personal care industry.”2

Interview with Edgardo Patron, president, Splash International, February 27, 2006.

Page 4


From the beginning, Hortaleza’s approach to Indonesia had emphasized advertising and promotional spending to generate brand awareness and pull.
Splash Indonesia worked with two local advertising firms to develop and execute campaigns. At times, advertising actually outpaced distribution capability.
Hortaleza wanted Indonesian consumers to go to retail stores looking for Splash products; even if they could not find the products, Hortaleza believed their inquiries would make Splash more credible to store managers and owners.
Hortaleza acknowledged this strategy was risky; unmet demand might result in consumer disenchantment or even demand spillover to competing products. As he explained: Conventional wisdom teaches that you should not advertise until you’re ready to distribute and consumers are able to find your products in stores. This is “Marketing 101.” But sometimes you must gamble. In Indonesia, we are advertising early to build up our brand and gain awareness. We are going against marketing conventions. It’s risky, but I’m an entrepreneur, a gambler, a risk taker.3 Indonesia had nearly one million general trade outlets, many of which were small stores or market stalls similar to the sari-saris of the Philippines. Modern trade accounts were also important, with large multinational retailers, such as Carrefour, leading the way. According to AC Nielsen data, large retailers accounted for more than 30 per cent of all sales of fast-moving consumer goods in Indonesia.4 By late autumn 2005, Splash Indonesia had penetrated all of the country’s modern trade outlets and approximately 50 per cent of the general trade outlets. Physical distribution of Splash’s products to modern and general trade accounts was outsourced to a third party.
These high upfront costs meant Splash Indonesia had not yet achieved profitability. Hortaleza maintained that expenditures and losses were necessary in the early stage, to achieve distribution coverage and consumer recognition, and that profitability would follow. By mid-2005, Splash had just more than one per cent of the Indonesian market for personal care products; Patron hoped to reach four per cent within three years. Indonesia contributed eight per cent of Splash’s skin care and hair care revenue in 2005. Hortaleza hoped Splash Indonesia would record positive earnings in 2006.
Splash’s competition in Indonesia came primarily from multinational corporations but also from a variety of smaller, local players. These competitors had noticed
Splash and directly challenged the Filipino company. The multinationals were increasingly aggressive in the skin-whitening segment with a variety of new

Interview with Rolando Hortaleza, chairman and chief executive officer, Splash Holdings, October 24,
AC Nielsen, cited by Edgardo Patron, president, Splash International, February 27, 2006.

Page 5


products and advertising campaigns. Splash responded by stressing the differentiation and efficacy of its products, just as it had in the Philippines. As
Patron remarked:
MNCs no longer take Splash for granted! This is why we remain focused and deliberate in our campaigns and in product offerings to make sure that we are differentiated from the points of view of value, efficacy and service.5
Other Asian Markets

Hortaleza believed the market for Splash’s skin care and hair care products would be limited to Asia and the Middle East since the products had been designed with those consumers in mind. He reasoned that consumers in other regions of the world had different beauty care needs.
Hortaleza and Patron viewed Vietnam as a high-potential market. “It’s very attractive,” Patron proclaimed, “with a young population that gets attracted to almost anything new in the market.” Vietnamese consumers had similar skin tones and dermatological concerns as Filipinos, so Splash’s products, particularly the exfoliants, sold well there. Also, research conducted by Splash’s marketing personnel revealed positive indicators in Vietnam. Splash’s third-party distributor was expected to capture two per cent of the Vietnamese personal care market by the end of 2007. Those results led Hortaleza and Patron to consider more active involvement in the market.
Hortaleza and Patron also had high expectations for Malaysia. Malaysians generally had darker skin tones than the Vietnamese. Similar to Filipinos, many
Malaysians viewed lighter skin tones as being more attractive. Skin-whitening products were therefore expected to sell well in Malaysia. Again, the two men considered more active involvement in Malaysia.
Hortaleza considered expanding Splash’s activities in Thailand, although demand indicators in that market were not as strong as in Vietnam or Malaysia. He gave
China brief consideration but quickly dismissed the idea, admitting Splash had no name recognition or credibility there. Furthermore, he believed China was a tough and risky market for practically any foreign company to enter.


Interview with Edgardo Patron, president, Splash International, February 27, 2006.

Page 6

Definition and Demand

The other international expansion opportunity that Splash was considering was the launch of natural and nutraceutical products into western markets. The World
Health Organization defined natural products as those derived from spontaneously occurring or naturally grown raw materials, such as plants, animals and minerals, and processed under a set of acceptable methods.6 Natural products could include beauty, body and personal care products; herbal medicines; food supplements; vitamins and minerals; and essential oils, among other categories. The latter categories — those with healing, preventive or general health benefits — could also be referred to as “nutraceuticals.” Nutraceuticals were commonly used to boost the immune system or treat minor illnesses, such as colds, fevers and influenza. Several years ago, while searching for consumer trends, Hortaleza and his market research staff noticed the large and growing demand for nutraceuticals worldwide.
Annual nutraceutical sales were estimated to be between P5 billion and P7 billion7 domestically and as high as US$80 billion globally, with a heavy concentration in
North America and Europe.8
Despite this consumer demand, nutraceuticals had gone largely unnoticed by major manufacturers. Most of the products available on the market were produced by backyard enterprises with little or no product promotion. Knowledge of the products spread mainly through word of mouth.
Despite the growing demand for these products, not all consumers were convinced of their benefits. Due to their traditional roots, a lack of scientific development and the absence of major modern producers, nutraceuticals were often considered to be
“folkloric.” While some consumers subscribed to them, others doubted their efficacy and mistrusted the producers. Such doubts were common around the world, but were more pronounced in western markets and in urban centers. Patron admitted that skepticism existed even in the Philippines.
Splash Pharmaceuticals

Upon seeing the consumer demand and the lack of major producers, Hortaleza decided to act. He believed there was a tremendous opportunity to formulate nutraceutical products on a scientific basis, validate and measure their benefits, and produce and promote them on a major scale. He established Splash

“Nutraceuticals Mart Could Be $90B,” BizNews Asia, August 2–9, p. 33.
US$1=P54.99 (Philippine Peso) on November 1, 2005.
Mina Paras, “Splash Pharmaceutical, the New Kid on the Nutraceutical Block,” BizNews Asia, August
2–9, p. 22.


Page 7


Pharmaceuticals, a subsidiary of Splash Holdings, to spearhead this effort. The new entity leveraged the resources of Splash Corporation and the Splash Research
Institute. As Hortaleza explained:
Splash Pharma took two to three years in the making. We already have the people, the research group. We know how to develop a brand. We have a distribution network. We have marketing capability. We also have the technology, the system and the capital.
Everything is interrelated.9
The new subsidiary had roughly 40 of its own employees, including managers and support staff. It was formally launched on July 29, 2005. Splash Pharmaceuticals unveiled its first nutraceutical products in August 2005, including those under the centerpiece TheraHerb brand.
TheraHerb and Virgin Coconut Oil

TheraHerb encompassed various products, but the anchor products were derived from virgin coconut oil, or VCO. This coconut oil was referred to as “virgin” since it was not heated during the extraction process; heated coconut oil, by comparison, lost many of its therapeutic benefits and was used only for cooking. VCO contained lauric acid, which speeded metabolism and released energy to the human body. It was billed as a cure-all natural product for maintaining health and prolonging life. Studies had shown VCO to aid with digestion and weight loss, prevent premature aging of the skin, strengthen the immune system and protect against heart disease, diabetes, arthritis, hypertension and even cancer.10 11
Fortunately for Splash, coconuts were plentiful in the Philippines.
VCO was normally ingested, although it could also be used to enrich other products, such as soaps. Splash’s market research had discovered that most consumers did not like the natural flavor of VCO, so SRI had created variations with banana, sweet corn and jackfruit flavoring. Hortaleza believed the flavoring gave Splash a differentiated, competitive edge. The ingestible products were available in 150 ml and 250 ml bottles, with consumers advised to take two or three tablespoons daily. In the domestic market, the product was available in major supermarkets and priced between P150 and P180 per bottle.


Mina Paras, “Splash Pharmaceutical, the New Kid on the Nutraceutical Block,” BizNews Asia, August
2–9, p. 22.
These benefits had been attributed to virgin coconut oil by various sources, although they had not necessarily been proven or quantified. Also, it would take several more years for Splash’s VCO products to gain the Philippine equivalent of U.S. Food and Drug Administration (FDA) approval. In the interim,
VCO product packaging was stamped with a disclaimer reading “no approved therapeutic claims.”

Page 8

The TheraHerb brand also encompassed various teas and capsule products.
TheraHerb Choles Trite, for example, was a capsule combining extracts of three medicinal plants — garlic, ginger and Centella Asiatica — with claims of lowering blood pressure and preventing blood clots. TheraHerb Jointaide, another capsule product, was made from natural products known to have anti-inflammatory properties, and was intended to ease joint pain. Similarly, TheraHerb Kidneyaide was derived from ingredients known to be effective in dissolving kidney stones.
TheraHerb Sugarite tea had been formulated to maintain blood sugar levels and promote weight loss, low cholesterol levels and good digestion (see Exhibit 3 for sample packaging of selected TheraHerb products).
The initial VCO products were expected to contribute 70 per cent of Splash
Pharmaceuticals’ estimated first-year sales of P400 million. The company planned to launch 30 coconut-based products in 2006. In the long run, Hortaleza expected
VCO to become a blockbuster product both domestically and internationally, matching the success of Skin White and Maxi-Peel.
Western Markets

Perhaps most importantly, Hortaleza believed the VCO products would finally open the door to the lucrative North American and European markets. Splash’s market research personnel had noticed strong trends toward health and wellness in those markets and believed those consumers were becoming aware of VCO and its benefits. Furthermore, Hortaleza believed natural products based on materials indigenous to an “exotic” country like the Philippines would intrigue western consumers. Splash would initially offer VCO products in the United States, Canada and the
United Kingdom. While it was difficult to quantify the market opportunities in those countries, Hortaleza was confident they were the most attractive markets.
Hortaleza wanted to reach as many outlets as possible in those three countries.
Since Splash did not have local offices in those countries, he knew the company would have to rely on distributors. Splash would limit its direct involvement to some below-the-line promotion activities designed to build brand awareness and encourage product trials.
At this early stage, Hortaleza referred to the three target markets as “green fields.”
He did not expect high returns in the first year or two. Instead, he was more concerned with finding distributors who firmly believed in the future of the products and could support future growth.


Page 9



Hortaleza knew Splash would have to overcome tough challenges to successfully expand beyond the Philippines. He thought Asian expansion would be a challenging but natural progression, and thought western expansion would be significantly harder.

The Splash brand lacked recognition and credibility in foreign markets. In
Hortaleza’s opinion, this was a challenge commonly faced by Filipino companies.
The Philippines was better known for handcrafted wood items than it was for sophisticated, scientifically developed and branded consumer products. Hortaleza thought it would be difficult to change consumer perceptions in other countries, particularly in the West. Even in other Asian countries, Splash had some grassroots recognition but lacked the mass market recognition it enjoyed at home.
Furthermore, Splash would have to gain a deep understanding of each new market.
Hortaleza believed local knowledge, adaptation and targeting would be keys to successes in new markets, particularly for a smaller company like his own. As he reflected: Our multinational competitors apply the same business model in every market, because they have the resources and the international brand recognition to make it work. Splash cannot take that approach. We must adapt to the local markets.12
Of course, Hortaleza and his Filipino team had only limited experience in markets outside their own. Hortaleza thought local partnerships or even acquisitions might help Splash gain valuable local knowledge. “In some countries,” he observed,
“there’s just no way to start from zero.”13 This seemed particularly true of
Thailand, a fiercely competitive market dominated by local players.

Splash also needed to professionalize to expand internationally. Hortaleza knew the company needed to hire talented and experienced people, both at home and abroad; however, he admitted this hiring was easier said than done.
The company had traditionally approached business school graduates as well as experienced professionals in the Philippines to build up its marketing and other

Interview with Rolando Hortaleza, chairman and chief executive officer, Splash Holdings, October 24,

Page 10

departments. Splash had had trouble hiring “the cream of the crop” in competition with the local subsidiaries of the multinational competitors, but hiring had become easier for Splash over time as the company’s reputation had risen. Splash had recently hired several experienced managers from Unilever, Kraft and other multinational corporations; in fact, Patron himself was a veteran of Kraft. Despite these recent successes, though, the market for top talent remained very competitive. Supply and Distribution

All of Splash’s products were produced in the Philippines, and mostly at Splash’s own manufacturing facility. In fact, Philippine production was part of Splash’s corporate mission. Consequently, Splash’s products were comparatively more expensive in Indonesia and certain other foreign markets.
Hortaleza had considered outsourcing some local production in Indonesia, but was not yet satisfied with the alternatives available there. Most of the Indonesian outsourcing partners that could produce cosmetics and toiletries products already had contracts with Splash’s rivals, which left only the less reliable and less desirable outsourcing partners. Furthermore, whereas raw material suppliers in the
Philippines extended 90-day terms to Splash, suppliers in Indonesia would only offer 60-day terms. Hortaleza thought Indonesian outsourcers and suppliers would be more accommodating in the future, once Splash had sold more volume in that country. Financial Resources

Finally, Hortaleza considered the financial implications of international expansion.
Splash Indonesia was not yet profitable, and future efforts in other foreign countries would likewise require significant investment before achieving profitability. Funds were required primarily for advertising and promotional activities, as well as for training programs for local personnel. Also, since international expansion would have an impact on Splash’s cash cycle, it would affect the company’s domestic operations. At the time, Splash lacked the financial resources necessary for simultaneous expansion on both fronts.
Hortaleza planned to offer some of the company’s stock to new investors in an initial public offering (IPO) in 2007. He hoped to raise between P3.5 billion and
P4.0 billion. Seventy per cent of the new capital would be allocated to international expansion, with an emphasis on Indonesia, Vietnam and the western markets. The remaining 30 per cent would be reserved for developing new products, including shampoos, conditioners, and home care soaps and detergents. Hortaleza was already soliciting proposals for financial advisory for the IPO.


Page 11


“Why hide from globalization?” Hortaleza asked rhetorically. “We are not waiting for competitors to come to us, we are going after them.”14 However, new capital could not be raised until 2007, and Hortaleza knew he had to select one of the two international opportunities as his priority for the interim year. Once he had chosen his immediate priority, he would still have to answer many important questions:
• Would consumers in other countries accept brands and products from the
• To what extent could Splash’s Indonesian business model be applied in other countries? • What lessons had the company learned already that might be helpful in the future? • And what implications would international expansion have on the domestic operations? The Richard Ivey School of Business gratefully acknowledges the generous support of the Lee Foundation in the development of this case as part of THE LEE


Roland Hortaleza, chairman and chief executive officer, Splash Holdings, cited in “Breaking the Glass
Ceiling,” Splash Corporation, Quezon City, Philippines, 2005, p. 91.


Page 12


Exhibit 1

Hong Kong


Saudi Arabia

United Arab Emirates

Note: Splash had applied for international patents, trademarks and copyrights for its products in all of these countries.
Source: “Breaking the Glass Ceiling,” Splash Corporation, Quezon City, Philippines, 2005, pp. 130–145.

Exhibit 2
(in millions of Philippines peso)

Splash Corporation
Splash International
PT Splash Indonesia
Developmental Markets
Splash Pharmaceuticals




Source: Antonio Lopez, “The Next Unilever,” BizNews Asia, August 2–9, 2005, p. 19




Page 13


Exhibit 3

Source: Product samples supplied by Splash Holdings.

Similar Documents

Free Essay


...CHAPTER 1 INTRODUCTION A. Company background The Splash Corporation is composed of wholly-owned Philippine companies with business interests in personal care manufacturing and marketing, international distribution, and recently, health and wellness products development and marketing. Founded in 1985, Splash was able to grow from a Php12, 000 backyard business into a Php4 billion enterprise through the vision, innovation, and commitment of its founders, Dr. Rolando B. Hortaleza and Dr. Rosalinda A. Hortaleza. Being consistently in the Top 300 corporations in the Philippines since 1998, the Company has established its reputation as one of the formidable players in the Philippine personal care industry. Splash carries the brands Extraderm, Maxi-Peel, and Skin White. It carries one of the fastest growing skin care brands in the Philippines – Biolink. The company also offers hair care products under the Kolours, Shades, Vitress, and Control names; and food products under the Barrio Fiesta name. In 2002, the Company invested in a Php400 million state-of-the-art manufacturing complex in Canumay, Valenzuela City which is expected to meet the Company’s capacity requirements in the medium term. The company established the Splash Research Institute (SRI) in 1997. SRI carries out the design and development of innovative products and packaging systems, thereby keeping Splash at the forefront of the personal and health care industry. SRI ensures that all products made available...

Words: 321 - Pages: 2

Premium Essay

Splash Cor

...SPLASH CORPORATION INTRODUCTION A fast-growing family of brands that are leaders in their respective categories. Now known globally, Splash continues to make a difference in more lives. Company Profile Splash Corporation is a publicly listed Filipino company with business interests in personal care and food manufacturing, marketing, and distribution in the Philippines and in the international market. Founded in 1985, Splash was able to grow from a Php12,000 backyard business into a Php3.5 billion enterprise through the vision, innovation and commitment of its founders Dr. Rolando B. Hortaleza and Dr. Rosalinda A. Hortaleza. Being consistently among the top corporations in the Philippines since 1998, the Company has established its reputation as one of the formidable players in the Philippine personal care industry. As of December 2013, Splash Corporation, ranks fifth in the personal care industry, outranked only by giant multinationals, making Splash Corporation the number 1 Philippine-based personal care company. Splash is a market leader in three personal care categories—exfoliants, skin whitening lotion and hair coloring based on December 2013 report of AC Nielsen. SkinWhite is the number 1 whitening lotion with 24 percent share by value and 20 percent by volume. Maxi-peel Exfoliant Solution has 79 percent share by volume and Kolours is the number 1 hair dye product with 31 percent share by volume and 25 percent by value. In 2011, the Splash Group acquired Barrio...

Words: 2578 - Pages: 11

Free Essay

Story on Depression

...pattern a little pittter patter there and a little pitter patter here I chose to dance in the rain, something that only a child would have done but then again, I was still a child on the inside With my long yeloow raincoat that hung to my knees the small hat that i kept upon my head and to the small, snug, and squeaky boots that drove my mom nuts when i walked in the house I liked the rain to be honest it was a wonderful thing A feeling of joy light ecstasy and even a silly dash of playfullness it reasurred me, this rain it's gently patter was felt all through my body as though it was to assure me that everything would be ok I saw a few puddles to my right, and i decided to hope a little in them and make some splashes "Splish splash" went the water as i jumped with every step i took the ripples in the water made the transleucent mirror ripple and i watched in curiosity I took a look to the sky and a droplet landed on my face I lte it rool down my face from my forhead to my eyes and i waited as it rolled down my eyes ever so slowly I let a few more of these drops fall on my face it was like all the sadness that was in me that i could not express was being let out by unforseen forces it releived me a little but i was still unsre of what to do The wind started to pick up, and I was forced to hold on to my dainty yellow hat so that it wouldn't fly away I turned towards home but with the rain picking up even harder, i couldn't see in front of me i cried...

Words: 814 - Pages: 4

Free Essay

Graphic Design

...Proposal: Graphic Design IT/236 Introduction to Web Design I May 20th 2015 Professor Frank Futyma Project Proposal: Graphic Design My website,, will be incorporating a few different plug-ins and multimedia features. When the site is first introduced, I anticipate to only having pictures from splash pads from around the city, however, I would eventually like to have live streams available of specific splash pads if possible. I would like to set up a feature where user’s of the website may upload small video’s to the website and they can be broadcast to everyone who logs in, so they can see the conditions of a specific splash pad as well as how busy it may be on that particular day. I would like to include small videos that I will personally upload to the site, showing a brief walk through each park for all users to view when they would like. Graphics will most definitely make up a majority of my site, as it will give the user a visual of the place that they would like to visit. I will have a few scattered pictures of random splash pads incorporated on the main page, however, I will have a specific page on the site where I will put all other splash pad pictures as well as give users a chance to upload their own! I know it is out of the spectrum of things that I could include now but having a live feed on my page is something that I would like to have and having the ability to load graphics onto this live feed would be very interesting in my opinion. I...

Words: 530 - Pages: 3

Premium Essay


...Type: n/a Damage Class: n/a Splash Damage: n/a Damage: n/a Bonus: n/a SPELLS/SPECIAL ABILITIES Heal (Spell) Casting Cost: 1 mana point for every 2 hp healed Range: 2 Description: The Medic starts with this spell and may cast it on any organic ground units to heal damage. Restoration (Spell) Casting Cost: 50 Range: 6 Matrix Description: The Medic may cast this spell on any unit to remove harmful spell effects (does not affect Stasis Field, but does include Lockdown) Optic Flare (Spell) Casting Cost: 75 Range: 8 Matrix Description: Targeted spell. The unit hit will have his sight range reduced to 1 matrix permanently (unless restored by Medic). The unit affected should have ‘Blinded’ displayed in info box. Also removes detection ability if the unit had any. NEW UPGRADES Restoration (Spell) Researched at: Academy Research Cost: 100m, 100g Optic Flare (Spell) Researched at: Academy Research Cost: 100m, 100g Caduceus Reactor (+50 Mana Capacity) Researched at: Academy Research Cost: 150m, 150g UNIT NAME: VALKYRIE FRIGATE RACE: Terran RANK: Lt. Commander VITAL STATISTICS Hit Points: 200 Armor Class: Heavy Armor: 2 COSTS Mineral: 250 Gas: 125 Food: 3 TECH TREE Built From: Starport Pre-Requisite: Armory, Control Tower WEAPONS Weapon System: Halo Rockets Attack Type: Air only Damage Class: Explosive Splash Damage: Yes (Small area) Damage:...

Words: 1132 - Pages: 5

Premium Essay

Film and Music

...Type: n/a Damage Class: n/a Splash Damage: n/a Damage: n/a Bonus: n/a SPELLS/SPECIAL ABILITIES Heal (Spell) Casting Cost: 1 mana point for every 2 hp healed Range: 2 Description: The Medic starts with this spell and may cast it on any organic ground units to heal damage. Restoration (Spell) Casting Cost: 50 Range: 6 Matrix Description: The Medic may cast this spell on any unit to remove harmful spell effects (does not affect Stasis Field, but does include Lockdown) Optic Flare (Spell) Casting Cost: 75 Range: 8 Matrix Description: Targeted spell. The unit hit will have his sight range reduced to 1 matrix permanently (unless restored by Medic). The unit affected should have ‘Blinded’ displayed in info box. Also removes detection ability if the unit had any. NEW UPGRADES Restoration (Spell) Researched at: Academy Research Cost: 100m, 100g Optic Flare (Spell) Researched at: Academy Research Cost: 100m, 100g Caduceus Reactor (+50 Mana Capacity) Researched at: Academy Research Cost: 150m, 150g UNIT NAME: VALKYRIE FRIGATE RACE: Terran RANK: Lt. Commander VITAL STATISTICS Hit Points: 200 Armor Class: Heavy Armor: 2 COSTS Mineral: 250 Gas: 125 Food: 3 TECH TREE Built From: Starport Pre-Requisite: Armory, Control Tower WEAPONS Weapon System: Halo Rockets Attack Type: Air only Damage Class: Explosive Splash Damage: Yes (Small area) Damage:...

Words: 1132 - Pages: 5

Free Essay


...of the used car website is to give people a good idea of what we have in inventory and how we work. In order to accomplish this, the site must: Site Objectives • Promote an online awareness of the company • Establish the company’s credibility by providing customer testimonials • Educate site visitors about the need to work with us when looking for new car Main Elements The main features (topics) of this site • Provide articles and reviews about the company • Include images and video of the cars in stock and the people satisfied with the cars they purchased • Provide e-commerce tools such as a wish list, application, and email contact Content The site will contain the following page types: • Home page with slide show layout; no splash page • About us summary page, Management Team, and Locations • Customer Testimonials page • Inventory Page • Contact us page with customer service links • Privacy Statement page Value Added Content The site’s value added content will include the following: • Company logo • Photos of Cars • Video clips of customer testimonials and video blogs • Current news pages with articles and columns Target Audience The typical site visitor: • Anybody with any type of credit history Site Structure The site will have a Hierarchical site structure with a combination of text navigation menus, navigation bars and image links. The home page will have a carousel feature highlighting featured cars. Each page will contain a logo, banner, navigation...

Words: 306 - Pages: 2

Premium Essay

Commemorative Speech

...thing I broke in pit my freshmen year was a mallet- while we were practicing, the head just flew off and landed on the field. That mallet head later proved to make a good ball, which we threw around all the time. Later that year, both Caleb and I witnessed a tragedy. After we had packed up all of the front ensemble equipment, someone was going to drive the lawn mower back to the trailers. But little did we know, we had missed the synthesizer- it was still leaning up against a wheel of the trailer that was being pulled by the lawn mower. When the lawn mower took off, the synth fell over, and the trailer wheels went right over it, causing a massive crack right down the center of it. Connell wasn’t too happy about that one. Another time, the splash cymbal broke while at a contest, causing us to frantically search for a replacement and eventually borrowing one from another band. There have been countless occurrences of cymbal stands snapping off, and there might have been one time when I flipped over a vibraphone after taking it down a hill a little too quickly. Caleb might also have been yelling for me to slow down, but did I listen? Nah. Caleb has always been there to witness us breaking just about everything, even if he wasn’t always responsible for it. Through fun, work, and breaking stuff, Caleb has lead both the front ensemble and myself to new levels that we didn’t know were possible. He taught us when to have fun and when to work, and he still worked with us even though we...

Words: 792 - Pages: 4

Free Essay

Analyzing Graphic Novels

...spread: * What is you first impression of the layout? * Look for contrasts, changes, juxtapositions, similarities and the overall symmetry * How is the layout of the single page spread? * How does the page spread relate to the following page? * Is the regularity of the grid broken? Why? Panels: * Are there any panels that differ from the rest or are there complete symmetry? * Are the panels the same size and shape? * Are there rhyming panels? * What is the rhythm of the page/story? Note that panels fracture time and space and results in a broken rhythm of unconnected moments. Closure allows us to make sense of it anyway. * Are there any mutes? * Are there any open panels and bleeds? * Any splash pages? Colors: * Which colors are used? Bright ones or black and white? What is the effect? Perspective: * Which types of perspective are used? Eye level, bird’s eye or worm’s eye? When and why? What is the effect? * Zoom – does the writer/artist use many long shots, zooms or establishing shots? Why? Closure: * Filling in the blanks - how much closure is there? What is the effect? Remember that closure and gutters go hand in hand. Speech balloons and caption boxes: * Analyze the speech balloons – Which kinds do you see? What fonts are used? How do the speech and the shape and sizes of the letters convey the characters’ personalities, moods and feelings? * Pay attention to caption boxes, sounds, onomatopoeia...

Words: 343 - Pages: 2

Premium Essay

Sabre Splash Reflection

...In my application to Vanderbilt, I wrote about founding a year-round mentorship program called “Sabre Splash.” I spoke of the meaningful impact this program had on the freshmen at my school – many at risk of experiencing depression and displaying bullying behavior – along with the mentors themselves. However, I did not describe the significant effect Sabre Splash had on me personally. It truly reshaped my perspective in many areas, including leadership, scholarship, diversity, and citizenship. I have been fortunate to feel comfortable in leadership roles, but Sabre Splash deepened my understanding of what it means to lead. I learned that real leadership takes persistence and a shared purpose. After months of constant emailing and back-and-forth discussion with administration about the potential of Sabre Splash, I was exhausted and disheartened. However, driven by a powerful purpose, I persisted. My peers, who shared in the vision to be both role model and a supportive presence, also drove me. I came realize how important the people around me with a common passion were to my desire to press forward. They made the process so much more dynamic and enjoyable. was truly inspiring and energizing to see our actions emulated by the ninth grade students....

Words: 494 - Pages: 2

Free Essay


...In Maruti Suzuki, I worked in the Parts and Accessories Division where I had to interact with many officials from various business partners of Maruti Suzuki. The business partners of Maruti Suzuki range from the Indian public sector undertakings to French oil giants and American chemical manufacturers, whereas Maruti Suzuki is a Japanese company. This diversity gave me a chance to know about the different work cultures in different companies of different countries. In my company we had to follow the long chain of hierarchy, and the decisions were taken very slowly, by following a long methodological approach. But, as soon as a decision is taken, it is implemented in a very smooth and swift way. Lot of importance is given to timelines and deadlines. It is a relationship-driven company, wherein the oral commitments were given as much importance as the written communications. But, at the same time, while negotiating with the business partners we had to keep in mind their ethos also. On one hand the work culture was completely bureaucratic in the Indian public sector undertaking, as each and every decision took months to get materialised and no importance was given to timelines and deadlines. So, in such a situation, to complete the project on time, I started planning months in advance. On the other hand, while dealing with French business partners, there was a lot of courtesy and formality involved. Though the project with them began and ended in a very smooth way, they used to...

Words: 411 - Pages: 2

Premium Essay

Splash Corporation-Strategy Formulation

...Julie Dimayuga Gabriel Manasan Spandan Mahanta CORPORATE CAUSE: We shall uplift the pride and economic well-being of the societies we serve. Splash is a world-class company that is committed to making accessible, innovative, high-quality and value personal care products for everyone. We are a marketing company in the beauty, personal and healthcare industries where we shall be known for strong brand management of pioneering, high-quality and innovative products derived from extensive research, to improve the well-being of our consumers. We shall do this through: Leading edge trade and consumer marketing systems. Pursuit of excellence in all other business systems. We shall be generous in sharing the rewards with our employees, business partners, stockholders and our community for the realization of our corporate cause. MISSION VISION VALUE CURVE & KSF 10 9 8 7 6 5 4 3 2 1 0 Branding Reach Product Development Market Research Value Splash MNCs Key Success Factor KSF Product Development Market Research Price Reach Branding 30% 50% Old Metrics(MNC’s only) 20% New Metrics(With Splash) 25% 25% 15% 10% 25% PERCEPTUAL MAPPING OF SPLASH Perceptual Map of the Skin Care Industry in the Philippines Cheap Low R&D Expensive High R&D PORTERS FIVE FORCES Potential Entrants (Threat of Mobility Supplier (Supplier Power) Industry Rivalry Buyer (Buyer Power) Substitutes (Threat of Substitutes) SWOT ANALYSIS S TRENGTHS W EAKNESSES ...

Words: 1326 - Pages: 6

Premium Essay

Splash Corporation Case Study

...Rajinda Jayasinghe A0090911 SPLASH CORPORATION: COMPETING WITH THE BIG BRANDS “We are at war with the multinational corporations, fighting for the hearts and minds of the Filipino consumers” With these simple words, Roland Hortaleza, Chairman and CEO of Splash Holdings, provides some key insights into how he views his company’s place in the highly competitive cosmetics and toiletries market in the Philippines. An underdog success story in the truest sense of the word, the rise of the Hortaleza family from their humble beginnings as civil servants, to the pioneers of the “next Unilever”, the story of Splash Corporation is an informative model for those who wish to study the marketing strategies that drive successful startups in competitive markets. Several years removed from its creation, Splash finds itself facing challenges that are quite different from those that it faced at the time of its inception. In many ways, the underdog mentality that so successfully fuelled Hortaleza’s initial strategies is now obsolete. Splash finds itself in something of an inconvenient middle-ground, competing for market share against emerging low-cost alternatives and fighting the big-budget multinationals that continue to dwarf the scope of Splash’s product lines and thee depth of its marketing budgets. The following case analysis looks at Splash’s current position in the Philippines cosmetics and toiletries industry, and attempts to draw conclusions on future opportunities and points...

Words: 5093 - Pages: 21

Premium Essay

A Splash of Love in a Strange World

...A Splash of Love in a Strange World Gattaca is the name of a space agency in the not-too-distant future, where the preparation for man's first journey to Saturn's moon, Titan, is in progress. Among the people vying to leave Earth and explore Titan is someone who goes by the name of Jerome Morrow. He is fully qualified for this job: he has the right genetic material that puts him a cut above all the rest in terms of mental and physical skills. The catch is that Jerome Morrow is really Vincent Freeman, an "in-valid" with defective genes, who has managed to infiltrate the elite space agency by faking his identity---right down to the nucleic acid level. Vincent routinely obtains blood, hair, and urine samples from the real Jerome Morrow (Jude Law) to pass identification and screening tests. The real Morrow is not able to realise his potential since he was crippled in an accident, and therefore needs Vincent as much as Vincent needs him. Throw in some sibling rivalry between Vincent and his "valid" brother, a murder sub-plot, and a love interest for Vincent, you end up with Gattaca. The story is essentially about how Vincent overcomes the programming in his in-valid genes and competes against the best in the "valid" world. The scientific premise, like in most science-fiction movies, combines a mix of truth and fiction. In the movie, the alleles from parents are so chosen that the combination produces the optimal arrangement in terms of the child's genotype. But we know enough...

Words: 523 - Pages: 3

Premium Essay

Splash Corporation Case Study

...*DEMONS When the days are cold And the cards all fold And the saints we see Are all made of gold When your dreams all fail And the ones we hail Are the worst of all And the blood's run stale I wanna hide the truth I wanna shelter you But with the beast inside There's nowhere we can hide No matter what we breed We still are made of greed This is my kingdom come This is my kingdom come When you feel my heat Look into my eyes It's where my demons hide It's where my demons hide Don't get too close It's dark inside It's where my demons hide It's where my demons hide At the curtains call It's the last of all When the lights fade out All the sinners crawl So they dug your grave And the masquerade Will come calling out At the mess you've made Don't wanna let you down But I am, hell bound Though this is all for you Don't wanna hide the truth No matter what we breed We still are made of greed This is my kingdom come This is my kingdom come When you feel my heat Look into my eyes It's where my demons hide It's where my demons hide Don't get too close It's dark inside It's where my demons hide It's where my demons hide They say it's what you make I say it's up to fate It's woven in my soul I need to let you go Your eyes, they shine so bright I wanna save that light I can't escape this now Unless you show me how When you feel my heat Look into my eyes It's where my demons hide It's where my demons hide Don't get too close It's light...

Words: 5773 - Pages: 24