TY  - BOOK
AU  - Espino,MaTheresa M.
AU  - Soledad, Miguel D.,
AU  - Concepcion, Sylvia B.,
TI  - Facing the challenges NOW and BEYOND: a strategic plan for Lisa's Tender and Lean Meats (2010-2014) 
PY  - 2009///
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, December 2009; Confidential
N2  - Lisa's Tender Lean Meats is the trade name of the meat line/shop business of Jolisa Agri-Business Corporation, duly registered with the Security and Exchange Commission since 1989. The company operates in a highly competitive meat industry in Davao region. The market is generally price sensitive with majority of the population in the CDE segment. Despite this, it poses a high market potential especially that consumers are becoming quality and safety conscious. There is also an ongoing demand for convenience as Davao slowly evolves into a growing metropolis. With such, there is a great opportunity to grab shares from the wet market that comprises the majority at 70% volume share. However, there are also strong competing products from national, local and in-house brands, which are ready to take on this opportunity. The company's financial position is strong as shown in the results of a review of its financial performance over the last three years (2006-2008). It is primarily driven by the favorable revenues and incomes, high liquidity and solvency, and its high asset and inventory turnover ratios. It has a high capability to upgrade and expand operations with its current fund levels. Over the long term, it has to strengthen its internal organization to survive in Davao's competitive market. It is generally weak with no entrenched strategic perspective to seize trends and opportunities. Hence, it has to come-up first with a comprehensive long-range plan that will address operational issues. The framework used in this study is the strategic management process of Fred R. David. This framework emphasizes on the external and internal environments as factors in determining how the company should strategize and how to craft a feedback system to further evaluate the results of the implementation of programs so that intervening actions can be made for the future. This strategic plan is anchored to a proposed vision of becoming a world-class company in the food industry and a mission to deliver total satisfaction in delivering its products, systems and services. The overall long-term objective of the company is to grow the 2009 profit level five times in five years. The following are the three proposed strategies to operationalize this: Market penetration to increase market share for present products in present and markets. This requires aggressive marketing and distribution efforts; Product Development to increase sales by improving present product or develop new ones. This to satisfy emerging demands as well as improve its image. Reengineering to increase efficiency in systems and services. This involves thinking outside the box ? looking at news ways of doing things to leverage the organisation's performance. The attainment of the long-term objective of the company through the proper implementation, monitoring and control of the three strategies has a high success rate. It will not only challenge the NOE for the company but more on the BEYOND after five years. With the right mindset, plans and systems, there are greater opportunities to be seized in the foreseeable future
ER  -