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

RDEX Food International Philippines, Inc., more commonly known as RDEX, was founded and established on December 1990 in General Santos City, the Tuna Capital of the Philippines. The company operates four business divisions: (1) Ice Plant, (2) Cold Storage, (3) Aquaculture, and (4) Processing Plant Division processes fresh and frozen tuna export market, and value-added tuna products for the local market. This division will be the focus of this five-year strategic plan. The objectives of this study are to increase revenue, increase net profit, and maintain employee turnover rate of the company. The strategic plan was formulated with the guidance of the Strategic Framework adapted from the Comprehensive Strategic Management Model of Fred David (2011). The issues of REDEX were determined to be the instability of fish raw material supply due to sustainability problems and stiff competition among seafood processors as well as the drastic increased in price rates especially on power and supply. Through external and internal environment analysis, several factors have been identified as the company's opportunities, threats, strengths, and weaknesses. These were then assessed using the External and Internal Evaluation matrix. The results were then used in determining strategic options to address the division's major issues and problems. Tools such as the Internal-External matrix, SWOT Matrix, and Quantitative Strategic Plan Matrix aided in the selection of appropriate and attractive strategies. Results revealed that market penetration is the most attractive strategy for tackling the issues and achieving the objectives of the company. Market penetration would target to increase revenue and improve company image and brand awareness through the local market. In doing so, the local market could potentially increase the earnings of the company that could aid the export business particularly in the procurement of supply, daily operations and expenses. Moreover, as an exporting company with a local business, being well-known in the local scene could in turn, improve company image for the export buyers. Several programs and activities were proposed in this plan, and financial projection was crafted to project the revenues and income gained for the strategy. A balance score card was developed to be used as a control and evaluation system to evaluate the achievement and progress of the strategy objectives.