Thesis (Master in Management) -- University of the Philippines Mindanao, July 2020

For the past years, the Philippine food service industry has continued to improve. This improvement and development can be attributed to the consumer's purchasing power and influences on today's fast paced lifestyle. The industry players are creating and developing their reach to satisfy the present demand of Filipinos (Ferolino, 2018). In Davao City City, the expansion and increase of the players in the foodservice industry are evident as seen in various activities within the City such as the World Food Expo in Mindanao for the last 15 years (Perez, 2015). These economic and business opportunities have led for the business partners and spouses Mr. Glenn and Mrs. Corazon Bedano to venture into the food and dining industry during the year 2012. The high demand of boneless lechon' a special recipe by Mrs. Corazon eventually lead to into their own branding of Azon's boneless lechon by opening their very first dining restaurant in Bajada. They have expanded by opening three more branches ? Bangkal, Matina, Tagum. For this strategic plan paper, the subject entity is the Bangkal branch as it is the biggest in floor area and has the biggest sales contribution. The strategic plan paper used the framework of Ihsan and Wandebori (2015) and integrated the management process of Pitts and Lei (2007) published by Thompson South Western. The conceptual framework focused on the aspects of corporate strategy, business strategy, and functional strategy. Throughout the framework and structure of the paper, the properties and characteristics of complex adaptive systems (CAS) were highly considered (Hammond, 2009 & Patton, 2010). Through the CAS characteristics, internal analysis, external analysis, and the usage of tools such as New Demand Wheel (Go, 2013). IFE and EFE matrix, SWOT Analysis and Matrix, a market-driving strategy was the applied general strategy for this strategic plan paper. Azon?s Boneless Lechon's market-driving strategy will focus on six component strategies covering corporate, business and functional aspects of the business. The strategies are designed to be adaptive to changes in the logic of industry and business systems with the goal to grow the entity's profit. These strategies will drive the entity's Compound Annual Growth Rate (CAGR) on sales to 15% year-on-year for the next three years, net profit of 3.92% by 2020 and 9.80% by 2022, and manage cost of goods sold to approximately by 44% from 55%.