TY  - BOOK
AU  - Sevillano,Maria Lourdes C.
AU  - Acuña,Thaddeus
AU  - Shuck,Vlademir A.
TI  - Maximizing the potential of fresh food department: a strategic plan for LTS Supermarkets Inc, 2014-2016 
PY  - 2014///
CY  - Davao City
PB  - School of Management, University of the Philippines Mindanao
KW  - Policy and Strategic Planning,
KW  - M241
N1  - Thesis, Graduate (Master in Management)--University of the Philippines Mindanao, March 2014; Confidential
N2  - LTS Supermarkets, Inc. (LTSSI) is one of the companies of LTS Pinnacle Holdings (LTSPH), a locally known retail chain in the Davao and Puerto Princesa regions. The supermarket business, an NCCC Business Unit (NBU), is divided into four departments, namely: dry goods, non-food, fresh food and dry goods. This plan will cover only the Fresh Food Department of the company. It is the goal of the department to: (1) establish fresh food procurement and operations manual by 2014; (2) achieve 35% share of sales in supermarket operations by 2016; and (3) achieve gross profit margin at 12.5% for Fresh Food Department in 2016. The internal and external analysis presents the company's strengths, weaknesses, opportunities and threats. An in-depth industry analysis focusing on competitor analysis wherein threats and opportunities were analyzed at the local market level was critical. SWOT analysis was essential to provide strategies that consider the strengths and weaknesses of the company subject to the opportunities and threats it is facing in the entire fresh products industry and to the retail industry as well. Five strategic alternatives were identified after a thorough analysis of the company, the external environment and the goals of the department. Using tools such as external factor evaluation(EFE), internal factor evaluation (IFE) and the SWOT matrix, the most ideal strategic approach was identified. This was to provide a continuous training program for fresh food personnel (both procurement and operations) and an introductory fresh training program for the other departments. The implementing programs among the strategic alternatives are geared towards implementing activities that would support achieving the most attractive strategy to reach the departments long term objectives. Programs on the key functional areas of the company will support in the execution of the strategy. To ensure that there is full implementation of the strategy, a strict control system is in place as a means of evaluating the strategic execution. Establishment of key performance indicators (KPI) based on the training provided should be established and discussed to training participants so that they understand the expected results and consistency of the expected results. Further, the results may be used in the performance measurement of the personnel involved
ER  -