COURTESY OF : Business Mirror [
http://businessmirror.com.ph ]
Written
by Nazarene A. Leyco
HISTORY proves the thoughtful and noble expressions of
Filipinos for those pushing up the daisies already. In fact, parks, shrines and
gardens have been built long ago just to immortalize the memories and ideals of
those who departed.
One concrete example of
this is the Rizal Park. Formerly known as Bagumbayan, then Luneta and now Rizal
Park, a promenade for the masses, it was actually built to honor the memories
of Jose Rizal, the country’s national hero.
There is also the Bonifacio Shrine in Caloocan, Shrine of
Valor for the American and Filipino soldiers who fought side by side during
Japanese occupation, and a myriad of parks and shrines mushrooming all over the
country.
This is also probably the reason why the tradition of honoring
the dead is a lively business nowadays.
But long before the burgeoning of gigantic columbarium and
posh memorial parks and shrines in the country, particularly in Metro Manila,
Eternal Gardens Memorial Park pioneered the industry and revolutionized the
memorial traditions of Filipinos.
Eternal Gardens first opened its doors to the public in
August 1976, a time when buying or even planning for one’s memorial services
was unpopular and even deemed morbid.
Its first-ever park called “The Transfiguration of Jesus”
along North Expressway in Baesa, Caloocan, popular for its towering statue of a
man spreading its arms as if encompassing the world in his clutch, is known to
millions of Filipinos. After few more years, several of its branches opened up
in Dagupan, Laguna, Bulacan, Batangas, Naga City and Cabanatuan City.
Behind the success of Eternal Gardens is Numeriano B.
Rodrin, the current senior vice president for sales, a dedicated worker,
inspiring leader and a visionary who cleared the path toward the success of the
company.
It was in September 16, 35 years back when he officially
joined Eternal Gardens. He said it was the time when he was preparing to settle
down with the woman he wanted to marry.
He had a game plan already and even prepared his employment
matrix, a plan route for his budding career in the memorial parks
business. “I believed that by joining the company then, after my first
employment from another memorial park company, I would be able to achieve my
dream.”
True enough, by identifying and learning the company’s
culture, his plans were realized. It is the main reason why his loyalty and
commitment to the company and his duties remain unquestionable. “To simply put
it, I learned how things are done, what is acceptable and what is not and why,
and put them to use.”
“Time proved me right that I joined the company in 1978. The
reason was to ensure my future and the future of the company I worked
with. I told myself that this is it. This is the company
in which I imagined my career will flourish as long as I do my job well and
deliver good results to attain the corporate goals and objectives,” Rodrin
recalls.
However, during that time, a lot of Filipinos have been
migrating abroad because of the worsening political situation in the country
during the Marcos regime. At one point, Rodrin also thought of leaving to seek
a greener pasture abroad.
He has always believed in his ability and in the potential
of the company to flourish and become not just a major player in the industry
but a leader and innovator as well. So he decided to stay and hope that things
work out not only for him but for Eternal Gardens as well, which was also quite
young in the business then.
“One advantage that I had though was being well-equipped
with the knowledge of special methods of communication in talking with grieving
people. It was very helpful and powerful that I have already
attended trainings and seminars on grief management from my previous
employer. I was fortunate to have mentors along the way who believed
in programs and trainings, and their leadership and support helped ensure my
career advancement,” he said.
Coming up with that decision was tough for him because it
was also the time when most people reject the idea of having a memorial plan
for themselves or any of the family members for the simple reason that it was
some sort of a social taboo.
He started out as a memorial service administrator, a
supervisory level position handling and managing the Memorial Servicing section
and coordinating with the bereaved families for the arrangement and interment
schedule of their loved ones.
As such, Rodrin realized that even though most families are
unreceptive of the notion of memorial services, he also knew that there will
come a point in time when most people would see having a memorial plan as the
most practical thing to do, not mentioning, of course, the ever increasing cost
of properties.
After several years, Rodin was promoted as the head of Sales
and Marketing division and it was his duty to directly deal with those issues.
For a common leader, when criticism happens, these might cause him to panic or
be discouraged. But for Rodin, he believes that it was a healthy sign
that everyone in the team participates actively in the business to improve
the existing flaws.
“It was quite difficult at that time. Three decades ago, the
idea of planning for your death is offensive and odious,” Rodrin said.
In fact, for more than a decade during the company’s early
years, it suffered rejections caused by the unstable economy and lack of
information on the side of the customers.
He stressed on the need to become as versatile as possible
to be able to meet the challenges ahead. He also pointed out that
building strong relationships with peers and sales associates proved beneficial
at all times. “Solid relationships and foundations that endure can
prove invaluable, particularly when you face setbacks.”
“Every business needs a tailor-made plan and policy that
suit it. We make sure we take care of our clients and deal with their concerns
directly. We always bear in mind that every relationship built on trust are
what hold people together and get them through difficult
times. Sometimes, they need to know our marketing cost to make them
understand and appreciate what we are offering them,” Rodrin said.
Nowadays, Rodrin said the general public, or at least their
target clients, with the onslaught of the tri-media and social networks, have
been properly educated about the industry. The notion of morbidity and taboo in
getting ready for one’s death has banished.
“You just have to turn on the television or turn the pages
of the newspaper to see how consumers make purchases, whether of houses,
automobiles or groceries. We are in the information age and consumers want
to be product-knowledgeable. Over the past 30 years, we have become far less
superstitious, especially in buying memorial lots. People now are
open-minded about the necessity of the product and for many years now, it is a
very good investment, not to mention the importance of pre-need buying for
their families in the future,” he said.
He has seen a lot of changes in the way the industry is
conducting its business, and he sees more changes and challenges
ahead. From the time Eternal Gardens acquired its first memorial
park in Baesa, Caloocan to its eighth branch in Santa Rosa, Laguna, Rodrin is a
living witness to how the company grew and he gives the greater credit to the
dedication and leadership of their beloved Chairman Emeritus and Founder
Ambassador Antonio L. Cabangon Chua.
“It was inspiring to know how he was able to build a strong
foundation with his trusted and hardworking executives and officers, whom he
can rely and depend upon when the going gets tough. Now, our company
is one of the leaders in the industry, continuing to inspire confidence among
our sales associates and the buying public as our job becomes more secure,“
Rodrin said.
The support and love he gets from his co-workers and the
founder make him love his work more and to stay committed as ever. In fact,
from the time he became a branch manager, VP and SVP, there had been a lot of
offers from other pre-need companies, but he turned them all down despite of
more lucrative offers.
“I am married to Eternal Gardens! It’s the main reason
why I am still here and it’s not all about financial and monetary
rewards but the people and the institution I respect so much,” he said.
Today he is reaping the fruits of his hard work and the
result of his loyalty and dedication to his work and to the company that has
employed him for more than three decades. He lives a simple but good life with
his wife and kids.
“I believe in the saying that “we train animals and we
develop people.” We have the responsibility to the sales agents of
different breed and background. We have to inculcate in their minds
the ideals of the company that they represent and the needs of the clients and
families they serve to ensure that they are adequately
trained. People who grow in knowledge and understanding of the
profession, the company and their role in it learn to use and practice
professional business ethics and make better decisions.“
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