TY  - BOOK
AU  - Nataya, May Eleanor Dominguez
AU  - Digal, Larry N., 
AU  - Gomez, Aurelia Luzviminda V., 
TI  - Strategic management plan for Tee Mei Food Counter
PY  - 2017///
KW  - Policy and Strategic Planning,
KW  - M241
N1  - Thesis (Master in Management) -- University of the Philippines Mindanao, April 2017
N2  - Tee Mei Food Counter (TMFC) is a small family business offering ready-to-eat food for breakfast, lunch, and dinner, a carenderia-type service. The company started its operation on June 2011 at Lanang, Davao City. TMFC branched out in Bangoy, Davao City as a food commissary. It ventures into food catering and canteen concessionaire just recently. Although, the business is already operating for 5 years, it has very slow growth in terms of sales and revenue. The owner is currently employed and managed only on his spare time. Seeing that there is a potential opportunities of growth in the food industry as Davao City became a center of attention both nationally and globally after the election of the Mayor, now President Rodrigo Roa Duterte. The purpose of the paper is to position TMFC so it can take advantage of the opportunity and survive in the growing competition among food providers in the city in the areas it serve. This strategic plan follows Fred David?s Comprehensive Strategic Model. The model represents a clear and practical approach in formulating, implementing and evaluating strategies. Analysis of its external environment shows the TMFC relatively responds to opportunities and threats. Meanwhile, analysis of its internal environment shows the TMFC definitely have a room for improvement. From the external and internal factors identified, SWOT Matrix was used to match these factors and to come up with strategic options. These strategic options were evaluated using the Quantitative Strategic Planning Matrix to come up with the best strategies to implement. The best strategies identified are those aimed at market penetration and product development. The strategies identified that aimed at market penetration or at increasing the market share were increase its operational capacity by 20%; creation of TMFC Vision and mission Statement (VMG), as a basic requirement in business which TMFC needs to fomalize, communicate and evaluate, improve its visibility and increase its promotion, it was found out the TMFC have a very low visibility and promotion, improve food safety practices, which aim at increasing its market share by attracting customers that are particular with hygiene. The strategies identified that aims at product development were improve its menu and consider increasing its selling price and consider hiring a qualified manager or chef.  Successful strategy implementation requires the support as well as discipline and hardwork from both the management and the employees. The organizational structure of TMFC is sufficient for the implementation of the strategies identified. The owner will lead with the strategy implantation. The target implementation will be on the second half of 2017. Performance of the strategies will be evaluated based on key result areas (KRA) identified. KRA for TMFC were sales growth, gross profit margin, operating expense, customer satisfaction, and production quality and employee turnover
ER  -