A strategic plan for Davao Boat and Leisure Club /
Gatchalian, Anna Victoria A.,
A strategic plan for Davao Boat and Leisure Club / Anna Victoria A. Gatchalian; Lemuel O. Calatrava, Aurelia Luzviminda V. Gomez, Vlademir A. Shuck, advisers - 2019 - 106 leaves
Thesis (Master in Management) -- University of the Philippines Mindanao, April 2019
The Leisure boating sector is a relatively young industry in the Philippines with huge growth potential. One factor preventing the growth of the industry is the lack of infrastructure facilities to support it. Davao Boat and Leisure Club is one of the few boat clubs in Mindanao that support the leisure boating industry. It is located along the seaside area that has good commercial potential and captive market. However, the facility has remained underutilized and unprepared to face external factors that threaten its business success and sustainability. This paper entitled, a Strategic Plan for Davao Boat and Leisure Club, aims to come up with the best strategic option for the entity. This paper was written following the strategic management framework by Fred David (2011) which include analysis of the external and internal factors that are relevant to the entity. Strategic options were selected through strategic management tools. Best strategic direction for the entity include vertical integration, product and market development, and market penetration strategies. These may be implemented in phases, with vertical integration addressing the short-term strategic goals. Product and market development would address the long term strategic objectives of the entity. The short-term strategic goals of the entity mainly focus on the optimization of its revenues. Vertical integration strategies for the firm will be through integration of its services with affiliate companies. In the other hand, product and market development strategies may only proceed when external public infrastructure issues have been settled. Strategies may include construction of permanent commercial structures in DBLC?s idle land
Policy and Strategic Management --M241,
A strategic plan for Davao Boat and Leisure Club / Anna Victoria A. Gatchalian; Lemuel O. Calatrava, Aurelia Luzviminda V. Gomez, Vlademir A. Shuck, advisers - 2019 - 106 leaves
Thesis (Master in Management) -- University of the Philippines Mindanao, April 2019
The Leisure boating sector is a relatively young industry in the Philippines with huge growth potential. One factor preventing the growth of the industry is the lack of infrastructure facilities to support it. Davao Boat and Leisure Club is one of the few boat clubs in Mindanao that support the leisure boating industry. It is located along the seaside area that has good commercial potential and captive market. However, the facility has remained underutilized and unprepared to face external factors that threaten its business success and sustainability. This paper entitled, a Strategic Plan for Davao Boat and Leisure Club, aims to come up with the best strategic option for the entity. This paper was written following the strategic management framework by Fred David (2011) which include analysis of the external and internal factors that are relevant to the entity. Strategic options were selected through strategic management tools. Best strategic direction for the entity include vertical integration, product and market development, and market penetration strategies. These may be implemented in phases, with vertical integration addressing the short-term strategic goals. Product and market development would address the long term strategic objectives of the entity. The short-term strategic goals of the entity mainly focus on the optimization of its revenues. Vertical integration strategies for the firm will be through integration of its services with affiliate companies. In the other hand, product and market development strategies may only proceed when external public infrastructure issues have been settled. Strategies may include construction of permanent commercial structures in DBLC?s idle land
Policy and Strategic Management --M241,