MARC details
| 000 -LEADER |
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| fixed length control field |
04469nam a22002293a 4500 |
| 001 - CONTROL NUMBER |
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| control field |
UPMIN-00009516473 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20221005165508.0 |
| 040 ## - CATALOGING SOURCE |
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| Original cataloging agency |
upmin |
| 041 ## - LANGUAGE CODE |
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| Language code of text/sound track or separate title |
eng |
| 090 #0 - LOCALLY ASSIGNED LC-TYPE CALL NUMBER (OCLC); LOCAL CALL NUMBER (RLIN) |
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| Classification number (OCLC) (R) ; Classification number, CALL (RLIN) (NR) |
LG 993.2 2013 M21 |
| Local cutter number (OCLC) ; Book number/undivided call number, CALL (RLIN) |
B85 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Bullo, Lani Lee R., |
| Relator term |
author. |
| 245 ## - TITLE STATEMENT |
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| Title |
Building KVI's competitive edge through a three-year strategic plan, 2014-2016 / |
| Statement of responsibility, etc. |
Lani Lee R. Bullo |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
c2013 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
133 leaves |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
Kensingston Ventures, Inc (KVI) is a franchise company that operates as Pancake House Damosa restaurant and formed in line with Anflocor?s commitment to provide good food outlets with a national brand at Damosa Complex. The study was conducted to draft a three- year-strategic-plan for the restaurant to better sustain its existence and thus, continuously provide benefits to its employees and stakeholders. This study was taken using the Congruence Model adopted from D. Nadler, M. Tushman and N. Hatvany (1981) that begins with scanning of the external environment using STEEPLE method with incorporation of Porter?s Five Forces Analysis utilizing the data taken from archival sources, desktop research, government agencies and personal interview. The impact of opportunities and threats were further screened and measured using External Factor Evaluation (EFE) where the capacity of the restaurant to deal with its external environment was deduced at a score of 2.73, indicating a strength slightly higher than the industry standard. Review on internal environments and the interdependence of the four pillars of restaurant management namely: marketing, finance, operation and human resource are also tested using Internal Factor Evaluation (IFE) where it was identified that the company is internally weak with an average score of 2.46. The existing strategic framework that embodies the company?s vision, mission and corporate values were revisited and was decided to be followed drafting the company?s strategic plan for the next three years (2014-2016). The external forces from the environmental scanning were ploted in SWOT Matrix to identify the different alternative courses of actions which are then screened using Qualitative Strategic Planning Matrix (QSPM) tool. The result concluded the following options to be taken by the restaurant improve restaurant system and intensify marketing through delivery system and promotional activities that yielded a total attractiveness score of 4.02 and 6.08, respectively. The two options were elaborated in the 2nd step of transformational process where mindsets of employees are aligned with the activities that easily facilitate changes imperative to the company?s development. Operations will be affected as it was emphasized that proper management of inventory which take into account a thorough monitoring and control on the inventory level and quality of commissary-sourced-products will help reduce cost of sales and decrease in freight expenses. In addition, establishing a yearly preventive maintenance schedule for all major equipments will help reduce operational expenses. It will also improve efficiency of equipment that contributes to company?s future savings. Expansion of distribution channels will be done through delivery system which targets nearby residential areas and a tie-up agreement with one of the affiliate residential property of Anflo management and Investment Corporations, Damosa Fairlane. Parallel to increase in the target market would be an improvement in the marketing strategy such as free taco coupons and delivery freebies that aim to increase the transaction amount of targeted customer segment. Consequently, the company will acquire a motorcycle for the delivery operation and would have to be more updated on the market trends by keeping pace with the reports of the Philippine Franchise Association. Incorporating all strategies on restaurant operations improvement, business expansion through delivery and aggressive marketing, there will be a projected increase in sales of 24% from the 2012 benchmark, amounting to PH10,323,854.96. The cost of sales will only increase at 5% (Ph8,465,448) while operating expenses will be reduced at 45% (Ph1,464,522) posing a profit boosts of 119% which is equivalent to PhP389,946. |
| 502 ## - DISSERTATION NOTE |
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| Dissertation note |
Confidential |
| 650 17 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Strategic Planning |
| 658 ## - INDEX TERM--CURRICULUM OBJECTIVE |
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| Main curriculum objective |
Strategic Planning and Policy, |
| Curriculum code |
M241 |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Acuña, Thaddeus |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Shuck, Vlademir A. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Fedillaga, Albert Joseph A. |
