The Vizcaya Plantation, Inc. employees Multipurpose Cooperative (VPIEMC), established in 1989, is a cooperative based in Dumlan, Maco, Compostela Valley and is engaged in several businesses. The cooperative?s business portfolio includes truck rental, consumer goods retailing, canteen, bakery, pancit canton production, water refilling, pharmacy, fuel station, and credit provision. It has 120 members., with assets valued at PhP15.5 million and equities at PhP6.25 million. Based on income contribution, the cooperative?s biggest business segments are trucking and consumer goods. For the year 2017, trucking income of PhP4.7 million accounted 37% of VPIEMC?s gross income of PhP12.8 million, while consumer goods income of PhP3.2 million is equivalent to 25% of its total gross income. Statement of Financial Operation for the last five years showed that income from both segments have remained relatively stable. Average operating income from trucking for the last five years was PhP3.5 million, while for the consumer goods, it was PhP2.9 million. There are, however, some problem areas which significantly affect the cooperative?s financial status. For one, the trucking segment has only one client, which is Tristar. The cooperative has not attempted to explore other potential markets. Opening themselves to new markets will reduce the cooperative?s dependence on Tristar, and could open their transactions to other clients whose operations could be equally profitable. Another potential problem area is the cooperative?s limitation in accepting new members. This has greatly affected the cooperative?s equity growth which they could have used to improve or develop other businesses. This strategic plan will help the cooperative in improving its internal business operations and be more responsive to its external environment. For this strategic plan, the cooperative framework from Mazzarol (2011). Was adapted, with adjustment to include the elements of strategy development and monitoring. In this framework, the cooperative was analyzed in three levels. First, the system level, which refer to the macro environment that affect the cooperative. The factors on social cooperation, economic capital, government role, natural environment, and industry were analyzed. Findings in this level were summarized into opportunities and threats and were subjected to assessment using the External Factor Evaluation (EFE) matrix. The second level refer to the cooperative enterprise wherein in different areas of the cooperatives (Finance, Marketing, Operations and Resources) were analyzed. The third level of analysis is on the member level, which investigates member value proposition of the cooperative. The finding from this section were summarized into strengths and weaknesses and were subjected to the Internal Factor Evaluation (IFE) matrix. To come up with strategies, the results from the EFE and IFE matrices were used as inputs and were applied on two more tools: 1) internal-external (I-E) matrix and (2) strengths, weaknesses, opportunities and threats (SWOT) matrix. The generated strategies were then evaluated using the Quantitative Strategic Planning matrix (QSPM). The result of the QSPM indicates that the strategic choice must be market penetration and development for the trucking segment and systems improvement. Market penetration and development for the trucking segment involves increasing the trucking fleet of the cooperative to cater to the south farms of Tristar as well as companies located within the five-kilometer radius of Dumlan. Systems improvement, on the other hand, involves conduct of weekly operations review to ensure that each business segment is on track with their target. The implementation of the strategy will result to an increase in the cooperative?s income, and reduce the cooperative?s dependence on Tristar. The strategy is proposed to be implemented in the years 2019 to 2022. To monitor the implementation of the strategies, the Balanced Scorecard (BSC) is recommended for VPI EMC. The BSC has objectives on the four different perspectives: financial perspective, customer perspective, internal business process, and learning and growth. Each objective has a corresponding performance indicator on which the cooperative?s performance will be assessed

Thesis (Master in Management) -- University of the Philippines Mindanao, April 2019