Thesis, Graduate (Master in Management)--University of the Philippines Mindanao, February 2006.

Rand Minerals Corporation is a newly established mining company engaged in the exploration, extraction and development of minerals in Southern Philippines. Majority of its shares is owned by a local consortium while 35% is held by an Australian firm based in Perth. Being a relatively new organization, Rand is going through the usual birth-pains involved in the formation of a cohesive unit. As it prepares the whole organization and its people to grow alongside the progress of Exalta Copper and Gold Development Project, numerous internal factors interplayed with a host of external conditions that continue to affect the firm's performance. Securing the technical viability of the project needs to be achieved in tandem with other considerations such as social acceptability, environmental protection, economic returns, and organizational effectiveness. All these issues must be properly and successfully addressed to ensure that the operating mine becomes a reality in 2010. With this in mind, a strategic plan was prepared and developed to guide and direct Rand's management team in achieving the company's goals. The strategic management framework used by Pearce and Robinson was utilized in developing the plan as it encompasses a wider area of considerations including Rand's internal and external environments, the strategic options available, and the control and improvement mechanisms needed. Three intertwining strategic choices were selected among the formulated strategies. These alternatives were considered to be the most appropriate approach for Rand by utilizing the form's internal strengths and downplaying its weaknesses while taking advantage of existing opportunities and avoiding threats in its external environment. The three strategies cover all of the issues earlier identified and allow Rand to achieve its corporate mission and objectives.

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