A strategic plan for agricultural produce category of LTS Supermarkets Inc, 2014-2016 /
Glynis Lynn T. Labradores ; Thaddeus R. Acuņa, Vlademir A. Shuck, Albert Joseph A. Fedillaga, advisers.
- Davao City : School of Management, University of the Philippines MIndanao, c2014.
- x,57 leaves
Thesis, Graduate (Master in Management)--University of the Philippines Mindanao, March 2014. Confidential
LTS Supermarkets, Inc. (LTSSI) is registered with the Securities and Exchange Commission (SEC). The company is presently engaged in the business of buying and selling grocery products in both wholesale and retail operations. LTSSI is a locally known retail chain in the Davao and Puerto Princesa Regions and has been in the industry for 35 years. The strategic plan focuses on LTSSI's Agricultural Produce Category (APC), which is under the Fresh Food Department (FFD). The study will involve both the procurement and operations part of the category, which will only cover the branches in Davao City. The goals of this plan is for the APC to: (1) develop a training manual that is specific to the category by 2014; (2) achieve a gross profit margin of 25% at 2016; (3) and achieve a share of 22% of the total fresh department or 5% of the total supermarket chain by 2016. An external and internal analysis was done to be able to determine the company's strengths, weaknesses, opportunities and threats (SWOT). Based on the external factor evaluation (EFE), the internal factor evaluation (IFE) the SWOT matrix and goals set by the APC, six strategic options were generated. The most attractive strategy among all the broad strategies formulated was determined through Quantitative Strategic Planning Matrix (QSPM). The identified strategy is the provision of trainings and the development of manuals that are specific to the APC. In realizing the APC's goals, the strategic plan should be translated into actions. The implementing programs that shall be carried on are to be implemented within three years, from 2014 to 2016 with the assistance of the company's four functional areas. To monitor that the strategies are implemented as planned it is necessary to employ strategic evaluation and control systems. Key Result Area (KRA) and Variance Analysis Matrix were utilized to establish the necessary systems to identify deviations in the strategies or implementing strategies that need to be corrected or changed. This is with the premise that both the external and internal environment of the organization will experience inevitable changes through time.