Thesis, Graduate(Master in Management)--University of the Philippines Mindanao, December 2008

This strategic plan paper tackles as its subject organization the Confederation of Philippine Exporters (PHILEXPORT) Region XII. The Chapter was organized in 1996 and was established based on the vision and mission of PHILEXPORT National. In the past years, PHILEXPORT ?XII has gradually gained membership and provided much needed support to the exporters in the region. However, the support it has provided to the export industry players has always been constrained by the availability of funds to conduct the activities. Most of its funds are derived from membership dues and the support from the umbrella organization. Recently, PHILEXPORT ?XII has been more aggressive in seeking funding outside its usual sources and got relatively big amount in implementing a foreign funded project on health for its members and at the same time garnered a grant from the Central Bank of the Philippines to set-up a laboratory testing facility top cater to the needs of the food producers in General Santos, most of which are into the export of canned and processed tuna products. As a business support organization providing technical and advocacy support to the exporters in region XII, PHILEXPORT-XII is run by a professional management group headed by Mr. Ronnie Masicampo as the Executive Director. The Board is headed by Mr. Ismael Salih, a respected HR practitioner in General Santos City who also serves as the President of PHILEXPORT-XII. The Comprehensive Strategic Planning Model of Fred David was used as the framework of analysis. The framework provides a means to analyze the external environment to identify the opportunities and threats to PHILEXPORT-XII in the next five years as well as the means to evaluate the internal conditions of the organization to determine its capability to address the external challenges. Furthermore, the Quantitative Strategic Planning Model was used to complement the chosen framework. Given the fact that almost 90% of its members are into the tuna export industry and its allied industries, this paper put emphasis in analyzing the current conditions of the tuna industry that is relevant to the PHILEXPORT-XII as a support organization that provides technical advice to its members that are into the said industry. However, other relevant information about Region XII?s export industry was also used in analyzing the organization?s strategic options. In determining the strategic options for PHILEXPORT-XII its hierarchy of objectives were revisited and came up with the External Factors Evaluation (EFE), the Internal Factors Evaluation (IFE) Matrix and the SWOT Matrix. The strategic options generated include: Competency Building; Growth, Differentiation and Status Quo. With QSPM as decision-making tool, it was found that Competency Building strategies and Growth strategy would be the most appropriate strategic direction for PHILEXPORT-XII in the next five years. An implementation plan has been drawn to with the detailed plans, policies, activities, schedules and accompanying budget to undertake the chosen strategy. Control systems and monitoring mechanisms have also been recommended as a system that shall allow the timely provision of inputs to managerial decisions and actions.