Thesis (Master in Management) -- University of the Philippines Mindanao, April 2019

Rey-Mic enterprise (RME) is a family-owned business founded on 2009 in Catalunan Grande, Davao City. It is a microenterprise with a mission to empower women through the production of Gourmet Tuyo. It currently employs housewives in the communities of Catalunan Grande which helps them provide a better life quality for their family especially education for their children. The business? flagship products are the Gourmet Tuyo in Olive Oil and Gourmet Tuyo in Corn Oil. The company was known for their brand Tuyo ni Gus and later on established a new brand name, Mi Gusta, which means ?I like it? in Spanish, to create a more holistic brand where they could add more new products in the future. The company is one of the microenterprises in Davao City which faces challenges in operating their business. High cost of inputs, long production cycle, and delayed payments from suppliers are some of issues that need to be addressed. The issues and problems identified are the limiting factors that hinder the company's potential growth. Thus, there is a need to engage in strategic management to survive and compete with larger businesses in the local market. It is the goal of this paper to formulate and propose a five-year strategic plan to address these issues that will strengthen the operations of RME by taking into consideration the internal and external environment. The conceptual framework used to facilitate the strategic management process of this paper was adopted from David's (2011) strategic management cases and concepts. The flow charts through the analysis of the external environment (Chapter 2) which was summarized into opportunities and threats. The generated factors from these are evaluated using the External Factor Evaluation (EFE) matrix. On the other hand, the analysis of the internal environment (Chapter 3) resulted in the identification of the company's strengths and weaknesses which are then assessed using the Internal Factor Evaluation (IFE) matrix. Moreover, RME's mission, vision, and objectives (chapter 4) are reviewed and discussed to establish strategic direction of the paper. Formulating the strategies (Chapter 5) was done using analytical tools like the Strengths-Weaknesses-Opportunities-Threats (SWOT), Internal-External(IE), Strategic Position and Action Evaluation (SPACE) matrices, and Quantitative Strategic Planning Matrix (QSPM) where the most viable strategic option was identified. Corresponding implementing programs (Chapter 6) were crafted out of the chosen strategy. These programs were evaluated (Chapter 7) using the Balanced Score Card (BSC) which can be achieved using projected financial statement analysis and can be tracked using a Gantt chart. Through the analysis of the data, the resulting strategic option was to penetrate the market which can be done through various marketing strategies. Among the strategies are to use the digital platform to access markets, partnering with other retail stores, specialty store, and join conventions and bazaars, among others. Another strategy option was product development through the conduct of research and development in partnership with Department of Science and Technology (DOST) and commencement of Hazard Analysis Critical Control Point (HACCP) certification. The costs and person responsible were also identified to fully established the crafted implementing programs which have key performance indicators that served as targets for the accomplishment of the objectives