From charity to social enterprise : a strategic plan for Mindanao ear and hearing center of the Davao Jubilee Foundation, Inc. /
Frances May F. Baldoza; Aurelia Luzviminda V. Gomez, adviser
- 2018
- 61 leaves
Thesis (Master in Management) -- University of the Philippines Mindanao, April 2018
The Mindanao Ear and hearing Center (MEHC) started providing hearing diagnostic services and hearing aids in 2008 and is run by the Davao Jubilee Foundation, Inc. (DJFI), a non-profit and non-stock organization in Davao City. In almost a decade of operation, the Center showed great performance and capacity to generate income through their complete pediatric assessment facility that caters to clients in Davao Region and throughout Mindanao. Despite their capacity to earn, the Center still depends on donations from its international donor, the Christoffel Blinden Mission (CBM), for most of its operational expenses. MEHC has shown great opportunity for income growth brought by their existing customers (individuals and industries) and its access to government support. The first chapter presents the overview of the organization and its general performance, key issues and problems. Chapter two discusses the external factors that can be a possible threat or opportunity to the organization. There are seven identified available opportunities for MEHC that they need to maximize. Among the seven, they must focus on the existing manufacturing industries in Davao region, which can give them potential customers for its annual hearing tests as well as connect to new international donors for possible funding. On the other hand, there are three key factors that threaten MEHC's maximum potential to operate effectively and two of them ranked as major threats. The first threat is the decreasing funding from international donors, which needs to be addressed first while MEHC is in the stage of improving their income generation to become sustainable and less dependent to donors. The second threat is the presence of its competitors that have locations that are more strategic but offers a relatively higher price than MEHC. Chapter three analyses the internal factors of the organization by identifying its strengths and weaknesses. It was found that MEHC is internally strong as the only diagnostic center that have a somplete pediatric hearing facility in Mindanao. The center also employs highly skilled technicians and provides quality products and services that is relatively lower in price compared to the offers of their competitors. With its external and internal environment, long-term objectives are presented in the fourth chapter. These objectives are: 1) to increase sales by at least 30% in 2022; and 2) to increase profitability in 2022 by at least 30%. With the abovementioned objectives and considering the external and internal factors in play, two strategies were identified, which is the market penetration and market development. The two alternative strategies were weighed using the Qualitative Strategic Planning Matrix (QSPM) and resulted to the finding that market penetration is more attractive and pursuable than the market development strategy. Chapter six discusses and presents the implementation program for MEHC considering the four functional areas, which are the 1) organization and human resource; 2) marketing; 3) finance; and 4) operations. Financial projections were formulated based on the historical income of the organization and assumption that there will be no funds from CBM. Lastly, chapter seven discusses the control system that needs to be established to monitor and evaluate the performance of the organization in relation to the selected market penetration strategy.