Thesis (Master in Management) -- University of the Philippines Mindanao, April 2018

This paper entitled ?Strategic Paper for Gruzo Maternal Clinic?, provides an evaluation of the business performance of Gruzo Maternal Clinic from its conception in 2009 up to the present. It presents a strategic plan that aims to improve the clinic's business potential and competitive edge in the private birthing home industry in the future. Gruzo Maternal Clinic (GMC) is a private birthing home that was established in August 2009 at Sampaguita Street, Colongulo, Surallah, South Cotabato, by a registered midwife named faith G. Ugbana. The birthing home aimed to bring its services nearer to the less fortunate in order to lessen cases of infant and maternal mortality in giving birth. Due to constraints such as not having accreditation to PhilHealth, lack of manpower, noncompliance to other government requirements such as registration in BIR and Mayor's Permit, and operational issues such as upgrade in technology and timely repairs, the performance of GMC in the industry fluctuated over the nine years of its operations. This paper adopts the Comprehensive Model of Strategic Management Process by Fred R. David with the aim of creating a strategic management plan for GMC in order to develop organizational growth and sustainability in the company. The entire process comprises a three-stage process: Strategy Formulation, Strategy Implementation, and Strategy Evaluation. A general Review and an Analysis on the External and Internal Environment of GMC were conducted in order to assess the current performance of the birthing home and to identify specific issues and problems to be addressed. Following this process is the development of the Vision Mission, and Objectives of GMC in relation to the prior general analysis conducted, and the projected performance outcome of the birthing home in the future. Proposed strategies were then presented in order to accomplish the stated goals. These strategies are encompassed in the umbrella of the Market Penetration Framework. The entire strategic plan is projected in a 10-year timeline under four major programs: Control and Compliance, Growth and Expansion, Strengthening and Deepening, and Diversification although, for the purpose of this paper, implementation will focus on five-year activities only. Activities under these programs intend to affect primary functional areas such as Operations, Marketing, Organization, and people management, and Finance to achieve organizational sustainability and growth.