Thesis (Master in Management) -- University of the Philippines Mindanao, April 2017

The continuing boom of Davao City?s economy, which were mainly driven by the continued growth of the business process outsourcing(BPO) industry and the presence of leading property developers, has fuelled population growth and urban expansion. This has presented Damosa Land, inc. an opportunity to improve and expand its operations after the success of its maiden residential projects, Damosa Fairlane (house and lot) and Seawind (condominium). Given the company?s strategic direction, which includes increasing its market share in the condominium industry. DLI needs to ensure it has a sufficient pipeline of real estate projects in order to sustain the inventory levels required to achieve it probability targets over the next five years. The strategic plan focus on the condominium business unit of DLI, it utilized the modified Strategic Management Model adapted from David(2011) as the conceptual framework. Data gathering for the analyses of external and internal environment was mainly done through series of interviews with key personnel and through research from reliable sources of information. Based on the conducted analyses, the major external factors affecting the performance of DLI?s condominium business unit included the increasing population of Davao City, the continued growth of the BPO industry and the presence of leading property developers. For the internal factors, the affordability of condominium unit prices and spacious units were the major factors affecting the business unit?s financial performance. Out of these factors, three major strategies were identified to achieve its long-term objectives. These strategies focused on: (1) increasing market share; (2) improving profitability; and (3) automating its process. The noted strategies will be implemented based on the implementing program which was established in coordination with the concerned Department Heads of the Company. The implementation of these strategies will be managed by each Department Heads based on the set parameters and budget, with the condominium business unit head as the overall in-charge. In addition, these strategies will be monitored regularly against the set performance metrics, and adjustment will be made, if necessary, in order to achieve the long-term objectives of DLI?s condominium business unit for the next five years (2018 to 2022).