| Summary, etc. |
JNT Hardware Inc. (formerly JNT Del Sur Hardware) has been in the retail of construction and hardware materials since 1996, located at Estrada 5th Street, Zone II, Digos City, Davao del Sur. The business offers a diverse range of products, including structural items like steel bars, plumbing materials, electrical supplies, paints, and various accessories. Over the years, JNT Hardware has established strong partnerships with several contractors involved in construction projects across Davao del Sur. Digos City is currently experiencing significant urban development, driven by various infrastructure projects aimed at enhancing its economic growth and livability. The city government is focused on improving road networks, building new commercial centers, and enhancing public amenities to attract more businesses. Additionally, since 2019, the city has been the emergence of new private housing projects and commercial enterprises. These developments present a valuable opportunity for JNT Hardware to expand its market reach. However, several factors need to be considered before implementing business expansion. As part of its growth strategy, JNT Hardware plans to increase profitability by conducting strategic planning. This will help the company navigate the dynamic market landscape of Digos City and capitalize on the increasing opportunities brought about by the city’s ongoing urban development. To guide its strategic planning, the proponent adopted a modified strategic management framework. This framework combines elements from the strategic management model (David, 2011), PESTEL analysis, Porter’s Five Forces model (Porter,1979), and key organizational components. The process begins with an evaluation of the external environment using PESTEL analysis, which examines political, economic, social, technological, environmental and legal factors. Following this Porter’s Five Forces model is employed to analyze the competitive dynamics within the industry, identifying opportunities and threats. These external factors are then summarized and evaluated using the External Factor Evaluation (EFE) matrix. Next, the internal environment is analyzed by examining key organizational components such as Human Resources, Marketing, Finance, Operations, and Capital. This analysis identifies the company’s strengths and weaknesses, which are further evaluated using the Internal Factor Evaluation (IFE) matrix. After completing both external and internal analyses, alternative strategies are formulated. These strategies are generated by matching the company’s strength and weaknesses to its opportunities and threats (SWOT analysis). An Internal-External (IE) matrix is used to explore various strategic options, while a Quantitative Strategic Planning Matrix (QSPM) helps in selecting the best strategy. Based on the results of the SWOT analysis, IE Matrix, and QSPM, the proponent has chosen growth strategies that focus on improving business processes, developing new products, expanding market reach, enhancing partnerships with local contractors, ensuring product quality, and starting to bid for government and private construction projects. These steps are designed to strengthen the company’s market presence and drive sustainable growth. <br/><br/> |
