Thesis (Master in Management) -- University of the Philippines Mindanao, July 2022

MS Little Trumpet Learning Center Inc., (MSLTLCI) is in its 15th year of operations, and in 2021, it experienced a net loss. the school's enrollment has declined since the global pandemic last 2020. The migration of students to public schools poses a challenge for MSLTLCI. in connection with this, the management had decided to temporarily close the nursery and kindergarten-1 curricula to sustain operational efficiency. This paper aims to present a strategic plan that will help boost the competitiveness of MSLTLCI. The framework used to develop the strategic plan adapts Fred David's model. The External Factor Evaluation (EFE) rating results suggest that the school is susceptible to the opportunities and threats posed by the external environment. Meanwhile, the Internal Factor Evaluation (IFE) result is above par with the Industry standard, indicating that MSLTLCI is an internally strong organization. In connection to the external and internal assessment, the SWOT matrix recommend market penetration and service development as the main strategies to achieve the school?s strategic goals. Moreover, the Quantitative Strategic Planning Matrix (QSPM) determined that MSLTLCI should pursue market penetration as the primary approach. Market penetration will capitalize on the school's current resources and reach out to a broader geographical area. An intensive marketing campaign will be applied to drive demand. Improvement in services and implementation of various school activities aim to grow or maintain student retention. Furthermore, revenue maximization in book sales will help improve the school's profitability. The school is projected to achieve at least a 0.50:1 gross profit ratio (GPR) and 0.08:1 net profit ratio in Year 5. The Gantt chart shows the activities, budget, and timelines of activities in each of the key results areas (KRA). These activities are evaluated through the key performance indicators (KPIs) that demonstrate how well the school performs against its desired activities. additionally, the balance scorecard is utilized to track the improvement of departmental goals.