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

The MIRAIT Philippines, Inc. (MPI), founded on 1996 under KTK Fujikura Philippines, Inc., in the Philippines, is a corporation that engages in the telecommunication company in the Philippine-wide. The core business of the company involves the design of Telco?s network, project management, outside plant solutions, maintenance works, and subscriber line installations. For 20 years business existence, the company has gone into different management and foreign partners who deal with the primary business of the company in the Philippines, as well as the support of Filipino partners in the day-to-day operations. Based n 19-year financial records of the company, they generated a revenue of Php 4.359 billion and are still recovering the previously accumulated losses from operations of 252.0 million (as of 2015 audited financial statements). The challenge of the company is how to address the growth or the threshold of (Php10 million) annual revenue by 2017 and onwards with the available resources and the course of actions that the company will establish as part of their strategic plans. These issues and problems will become an opportunity to MPI on how to exploit the resources and become a sustainable economic and social enterprise. Henceforth, this strategic plan is designed for MPI to improve its business operations and take advantage of the environment. A framework of Dr. Wheelen and Hunger for strategic management is the basis in preparing this strategic plan. The framework uses four phases: (1) environmental scanning (2) strategy formulation, (3) strategy implementation, and (4) evaluation and control of strategy. Environmental scanning will cover the two internal and external environments of the company. External environment will assess the three different environments that affect the company operations ? natural, societal, and task environment. Different methods and tools were used during the assessment. For societal, the writer used the PEST analysis (political, economic, sociocultural, and technological) while for task environment, the effective tool, Five Forces Model, was used in assessing the company industry. The results of this analysis were described as company opportunities and threats, and they were expressed quantitatively using external factor analysis summary (EFAS). Internal environment focuses on company functional resources ? operations capabilities, market share, financial performances and capacity, and human resources. Similarly, these are the strengths and weaknesses of the company, and this was also expressed quantitatively using internal factor analysis summary (IFAS). After scanning the company environment, the results of the analysis were summarized and link to the company?s goals and objectives. After linking the analysis and goals and objectives, the next phase is the formulation of strategy. With the help of Threat-Opportunities-Weaknesses-Strengths (TOWS) matrix, strategic options were identified and quantitatively evaluated for the final strategic choices by using the Quantitative Strategic Planning Matrix (QSPM). Three-fold strategies are very important to MPI: (top-down approach) (1) expansion (growth), (2.a) investment in technology/MIS b) build-up and utilize training centers for highly skilled workforce, 3.a) joint venture (local) b) salary and benefits matrix revision/regularization policy c) reconstruction of balance sheet. Strategies 2 and 3 are foundation in successfully launching strategy 1(one). The company focus is strengthening the workforce capacities and capabilities (2.b & 3.b) and utilizing the technology for an efficient operation (2.a). as a result of the three-fold strategy, over the next 5 years, (2017-2021) projections show that MPI will secure project awards of Php. 3.03 billion, generate revenue of Php 2.616 billion with net income of Php. 150.69 million and the equity (net worth) will grow to Php. 271 million by 2021.