Thesis (Master in Management) -- University of the Philippines Mindanao, June 2016.

Chainline Motorcycle Parts and Allied Services is a sole proprietorship motorcycle shop in Toril Davao City. The company opened in April 2008 hoping to cater the increasing number of motorcycle owners in area. The company by offering different motorcycle parts, accessories and basic motorcycle services. To further improve the services that they offer, Chainline decided to add the fabrication and installation of close and open motorcycle cabs. The company has seen this opportunity because Motorized Tricycles for Hire (MTH), which includes both closed and open cabs, also known as payong- payong, is the popular mode of transportation in Toril. From there, motorcycle cab fabrication became its major source of income. Chainline has its own share of peaks and valleys in its operations. For one, the company experienced the effect of cash mismanagement. Its accounts payable were skyrocketing as it kept borrowing money for its operating and manufacturing expenses. In effect, the company was not able to meet demands of its clients. The last fiscal year was the company?s leanest year. Majority of its workers left to find a more stable company to work with. Morever, there was a meager to no movement I sale in the motorcycle parts and accessories shop. In the last quarter of 2015, the proprietor had to give up the motorcycle shop and move its fabrication business to his home. This has been the lowest point in the business by far. In order to receive the company's operations, a strategic management plan was devised. The strategic management plan adapted the strategic management model introduced by Pearce and Robinson. Pearce and Robinson's model suggest that for a company to create strategies fitting to its company it has to consider its vision and mission. The vision and mission of the company is vital as it serves as a guide and a reminder of a company's goals and aspirations. The strategic management plan also used the problem tree analysis of the Goal Oriented Project Planning (GOPP, also known as ZOPP). The problem tree was utilized in order to identify the core problem of the company and later on capture the internal and external factors that are the root causes. To begin with, the strategic management a vision and mission statement was created. Then, an external and internal environment analysis was done in order to verify if the company is on track in achieving its vision and mission. Part of the internal and external analysis was the creation of the problem tree. The analysis done showed that the company's core problem was the inadequate cash to fund its operations. This core problem has two major root causes: the company's low sales and high liabilities. From there, the SWOT Matrix was done, with the reference to the objectives tree from the problem tree. This enabled the company to pin point strategies that will address the company's core problem and current issues. To fully implement the strategies that were conceptualized, policies and control system were established. There were seven strategies initially identified that narrowed through the use of Quantitative Strategic Planning Matrix. Two strategies were identified as the most appropriate solutions for the company's current problems: expand sales and marketing activities, and focus on corporate clients. To implement the said strategies, policies for each functional area of the company were devised. Moreover, the Key Results Area was used as the mechanism of control system.