Confidential

Panacan Meat Vendors Multi-Purpose Cooperative (PMVMPC) has been in existence for 20 long years. It has been hammered and moulded through time after having survived all the challenges that come their way. Despite their years, the Cooperative still hounds with uncertainties brought by the rapid changes in the environmental forces that surrounds the Cooperative. Currently, the Cooperative is confronted with a number of issues that believed to be affecting their performance in one way or the other. Their members for the fast five years have been steady at 71. They do not have full-time manager to oversee its day-to-day operations and their ROE and ROA is decreasing sharply in the past couple of years. The Cooperative is also suffering from a defective collection system that resulted to higher bad debts and uncollected receivables. These are the issues and concerns that this paper tried to address. In coming up with a sound and comprehensive strategic plan for PMVMPC, this paper had adapted the Strategic-management Model of Fred David. The data were collected from Cooperative's Article of Cooperation, By-laws, annual reports, minutes of the meetings, audited financial statements and interviews with the officers and committee heads of the Cooperative. Official website s of various government agencies were also accessed to obtain relevant information. Strategic options were developed upon thorough analyses on the external and internal environments of the Cooperative. PEST analysis and Porter's Five Forces Model were used as a tool in developing a list of opportunities and challenges of the Cooperative. Internal audit was conducted to identify the Cooperative's strengths and weaknesses in four functional areas of business: human resource, marketing, finance, and operations. External Factor Evaluation (EFE) and Internal Factor Evaluation (IFE) were used to provide basic input information in the formulation of strategies. Strengths-Weaknesses-Opportunities-Challenges (SWOC) Matrix was employed to generate feasible alternative strategies. After which, this paper made use of the Quantitative Strategic Planning Matrix (QSPM) as a tool in selecting specific strategies for the Cooperative. The QSPM revealed that the most suitable strategy for the Cooperative are: 1) Market development by introducing the meat van service of PMVMPC into other marketplaces surrounding the second district of Davao City; 2) Pursue backward integration by going into agreement with FS Jaen to upgrade its facilities and services; and 3) Develop an operation manual and enhance collection system of the Cooperative. These are the best alternative strategies that best respond to the needs of the Cooperative. Implementing programs were then formulated relevant to the selected best alternative strategies. This includes setting of annual objectives, devising policies, motivating members and officers of the Cooperative and allocating resources in order to execute the formulated strategies. Finally, control systems were designed to tract the strategy as it is being implemented. Key Result Areas (KRA), Performance Indicators (PI), and Variance Analysis were used as a tool to monitor and evaluate every stages of the strategic-management process.