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

Gas Island is a retailer of gasoline products, located at Osmena Extension, Tagum City. It is one of the business units under the LYR Group of Companies owned by the Rubinos Family. The Gas Island operates for more than three years, a start-up business for the new venture of the LYR Group. The Gas Island has already two branches, mainly, Gas Island Main (GIM) and Gas Island Apokon (GIA) which is both located in Tagum City. This focuses only on the GIM branch to address all challenges in sales performance. GIM continues to operate despite the declining sales of the station. Though the business is still a newbie in the gasoline industry, the management is still pushing the business to soar. It is indeed a tough business environment that the study sought to provide an in-depth insight of the company's weaknesses that would turn it to opportunities and make it as strength in the preceding operational years. The study depends on both primary and secondary data sources to classify the operational lapses and financial performance of the company while examining the relationship between them. Interviews conducted with the company's top management discovered that they want to make the gas station into more diverse business to compete and follow new trends. On this study, the framework used was adapted from Fred David's conceptual framework. The proposed strategy Market Penetration, Product Development, and Related Diversification. Among others, the Related diversification strategy was found to be the best option that responds to its internal and external factors. In addition, the Market Penetration and Product Development will also be applied to strengthen the implementation of the programs under the grand strategy. Activity plan from 2019 to 2021 was implemented to achieve the organizational goals to increase revenue by 10% for three years. To make sure that the strategy is on the right track, a balanced scorecard was structured to monitor and control the activities presented in this paper to achieve the organizational goals. ALVAR, DAB THE Davao Lending Center (DASLC) is one of the 44 provincial lending centers of the Land Bank of the Philippines. In March 2018, the DASLC was officially split into which resulted to the establishment the Davao del Norte Lending Center (DAVLC), located in Tagum City. The DAVLC's area of focus shall cover Compostela Valley, Davao del Norte and Davao Oriental. The Davao lending Center has 11 account management teams and a total loan portfolio of P14.83 Billion as of December 31, 2017. Its current area of operation is within Davao City, Davao del Sur and Davao Occidental. LANDBANK, in its entirety, has intensified its credit support to its mandated sectors to achieve inclusive growth. The priority sectors of the bank are the following: 1) Small Farmers and Fisherfolks (SFFs), 2) Loans Supporting Agriculture and Fisheries (LSAF), and 3) Loans Supporting Other Government Programs (LSOG). The SFFs include Agrarian Reform Beneficiaries (ARB), and small farmers and fishers and their association who are not members of accredited cooperatives that need direct access to credit for increased operating capital. The Davao Lending Center (DASLC) is one of the good performing lending centers contributing 21.64% of the total loans of Mindanao lending Group, and comprises 3% of the overall loan portfolio of the bank. It has achieved almost all of its targets for the year 2017 for its loans to priority sectors. SFFs, SMEs, and other performance indicators except on the following items: 1) on loans to top 20 poorest provinces which fell short by 25% in its accomplishment, and 2) non-performing loans ratio which should be reduced by 0.45% or P48.39 million. The unattained targets were immediately addressed upon the creation of the Davao del Norte Lending Center in February 2018. The conceptual framework used to facilitate the strategic management process of the paper was adopted from Fred R. David's Strategic Management Cases and Concepts. The flow of discussion shall start through the Analysis of External Environment (Chapter 2) which will be summarized to opportunities and threats. The generated factors shall be evaluated using the External Factor Evaluation Model. The Analysis of Internal Environment (Chapter 3) on the other hand, will result to the identification of the strengths and weaknesses of the firm which will be assessed using the Internal Factor Evaluation (IFE) Matrix. The vision, mission and countryside financing objectives of LANDBANK (Chapter 4) will be explained to establish strategic direction of the paper. Using a Quantitative Strategic Planning Matrix (QSPM), strategies shall be formulated (Chapter 5) and the most viable strategic option shall be identified. Corresponding implantation program (Chapter 6) shall be crafted out of the chosen strategy. These programs shall be evaluated by gauging if Key Results Area (Chapter 7) can be achieved using projected financial statement analysis and establishing a timeline through a Gantt chart. The analysis of data resulted to a single strategic option which is to put up a satellite office in Davao del Sur to take advantage of the thriving economy in the province. The satellite office shall be located on the 2nd Floor of LANDBANK Digos branch for cost efficiency. The expansion cost and manpower needs were identified to fully establish the implementing programs which will have corresponding key performance indicators to serve as targets for accomplishment.