Oil palm...

By: Material type: TextTextSeries: FiPublication details: 2019Description: 108 leavesSummary: The oil palm plantation of Nabunturan Agrarian Reform Community Integrated Cooperative is a cooperative of Agrarian Reform Beneficiaries and non-ARBs located at Nabunturan, Compostela Valley, which started in 1996. The business of the cooperative offers eight services: tricking, small water impounding project (irrigation service), catering, consumers? market, pre and post-harvest facilities, lending and oil palm plantation. The focus of this study is the oil palm plantation project. In 2018, farmer-members decreased to 134 from 151 and the asset of the cooperative grew to PhP 22.9 million in 2017. The harvest reached an average of 3,618.30 metric tons (mt) of Fresh Fruit Bunches (FFB) valued at PhP 10.8 million from 2016-2018. The cooperative, however, had been facing problems. First was the high turn-over rate of field harvesters that led to low production. Due to the upsurge of the banana industry, most harvesters, decided to transfer to banana plantation. Second, due to the delay of payment from the buyer, some of the farmer-members withdrew their membership, while some decided to sell the produce to other buyers and some decided to change their crops to banana and cacao. Third, the oil palm plantation had difficulties in expanding its scope since the local government strongly supports the banana and cacao industries. Fourth, the General Manager, who was acting as the cooperative?s Marketing Officer, also became the Human Resource Officer who was responsible for all the administrative tasks. Hence, the marketing department was given less priority. Lastly, there was a lack of financial management skills among the management. In spite of that, Agumil Phil. Inc., the sole buyer, and milling company of the cooperative; and Land Bank of the Philippines, its financial institution partner, provided technical and financial assistance to the cooperative?s business operations. Presently, the cooperative hired field harvesters from other municipalities and provinces to meet the market?s demands. The oil palm project has 270.09-hectare farmland which has 34,560 hills. These problems and issues have been preventing the cooperative to become a dynamic and resilient organization in response to the socio-economic needs. Therefore, this strategic plan is formulated for NARCICO to develop and improve its operation to achieve the organization?s vision, mission and goal. The cooperative framework guides this strategic plan. This framework focuses on three levels of analysis; (1) the system level, (2) the cooperative enterprise level, and (3) the member level. These three levels are used to examine the business operation of the cooperative. The first level of approach is system level which refers to the external environment. It shows social cooperation at the community level, economic, technology, government role, industry structure, and environment. These six inputs produce two inputs which is the economic capital and social capital. To sum up, the external factors threats, and opportunities will be identified. It will be expressed quantitatively by using External Factor Evaluation Matrix. The second level refers to the internal environment. It refers to the four functional areas in management ? organization and human resources, marketing, financial and operation. It will sum up into strengths and weaknesses and translated quantitatively by using the Internal Factor Evaluation Matrix. Lastly, the third level of analysis presents the details of various roles of cooperative members as a patron, owner, investor and community member. The plan of the members is expressed in the cooperative?s vison, mission, goals, objectives and core values. With these three levels of analysis, strategic options are proposed and determined. The tools will be used to express the options: Strengths-Weaknesses-Opportunities ? Threats Matrix and Internal-External Matrix. It will be assessed quantitatively by the Quantitative Strategic Planning Matrix (QSPM) to formulate strategic choices. There is one strategy that will be used in the business of operation-market penetration. This strategy proposes various activities that will help the production of the project. It suggests hiring additional fieldworkers in proportion to the farm area. Hiring fieldworkers will help the production to increase the harvest from 2,118.25 metric tons in 2018 to 11, 641.71 metric ton in 2020. Harvesters help the organization meet the demands in the market. Aside from hiring workers, the strategy also suggests these activities: First is to intensify market intervention. Second is to conduct information and education campaign for public awareness. Third is to gather farmers and non-farmers for membership purposes. Lastly is to strengthen the partnership and link new partners with national government agencies and private organizations. Therefore, the results of these strategies show the production growth by 2% for the next five years from 2019-2023. The cooperative will reach its target members of 200 per year. CAMPANA, MCE Arm Art Garments (AAG) is a customized garment manufacturer which envisions itself to be the front-runner among the garment manufacturers in Davao City providing top-notch quality made-to-order apparel and printing services to its clients. They aspire to deliver excellence to its clients and compete with integrity through its wide array of products from polo shirts, statement round neck shirts, sports uniforms to bags, tumblers and other form of tokens. But, despite being in the industry for over six years, AAG has not yet completely realize its vision and still has a week presence in the market. Currently, AAG has two locations, in Bangkal and Ma-a, with ten regular employees working different tasks. AAG was awarded with a 12-head computerized embroidery machine by the Department of Science and Technology, which is payable starting from 2018 until 2021. This gave the opportunity to expand its services, with embroidering as its latest add-on service. With regards to marketing, they only rely on word-of-mouth and Facebook marketing, which is not enough to gain new customers and to penetrate a new market segment. They also do not have any established accounting practice that would allow the company to monitor and trace its expenses, as well as the cash inflow. This contributed to AAG?s declining net profit margin despite the increasing gross profit margin. In addition, they have not yet established human resource practices that promote growth and development among their employees. The owner is also the sole decision-maker and manager of the entire operations, which is risky for the company as their entire operations might be put into halt if the owner is not present. With that, a strategic plan is necessary for the company so as to have a guide in what implementing programs and activities suit AAG in order to achieve business efficiency and profitability. This strategic plan involves analyses of the external and internal environment of AAG, as well as the development of values, goals, objectives, vision, and mission statements. The results from the analysis phase were utilized in the strategy formulation and plotted into matrices. The Internal-external (IE) matrix and SWOT matrix suggested ?Hold and Maintain? strategies for the company. These strategies involve Market Penetration, Product Development, and Operational Efficiency. Among these major strategies, Market Penetration was the most attractive strategy for AAG based on the results from the Quantitative Strategic Planning Method (QSPM), a tool used for strategy selection. Market Penetration strategy involves programs and activities that help increase the market presence of the company by penetrating and gaining new customers and at the same time, strengthening the loyalty of its existing clients. These includes conducting a brand awareness campaign through digital channels and traditional marketing, strengthening customer loyalty through initiating exclusive supply agreements and adjusting product prices, increasing and improving production, widening the distribution network, and standardizing operating procedures. Strategies that were not chosen would also be implemented once the market penetration strategy is already established. Summary: All penetrators for the proposed strategy would be done starting on the third and fourth quarter of 2019 and the implementation proper would be executed in a span of three years, from 2020 to 2022. CAPALAC, KR The strategic plan is designated to set the overall goals for Metro Gensan Harvest Christian Academy Inc. (MGHCAI) in response to current internal and external realities of the institution. MGHCAI is a private academic institution in General Santos City established on 2013 offering pre-school, elementary (Grade 1 to 6) and secondary (Grade 7 to 10) Christian education targeted to the less privileged. The organization aims to be a leading learning institution in basic education by producing outstanding graduates who are academically competent and grounded with Christian values. However, the record shows that the organization lacks financial and human resources leading to poor marketing effort and underutilization of school capacity which creates difficulties in meeting their objectives. Based on s thorough analysis of the external factors affecting the organization, it showed that MGHCAI should improve its response effectively to be able to take advantage of the opportunities and reduce the effect of threats. One of the opportunities that got the highest weight based in EFE matrix is the increase on income and expenditure of families in SOCCSKSARGEN, which affects parent?s capability in sending their children to study in private institutions. Meanwhile, the rigid regulatory requirement set by the Department of Education to private schools is the major threat identified. School owners are expected to comply with the mandated requirements; otherwise, the institutions permit to operate will not be issued. Additionally, the internal environmental scanning revealed that the company has a weak internal position. A developed plan for the next five years involving personnel programs, facilities, and finances has been devised by the proponent using various methodologies such as interviews, reviewing of secondary data, SWOT matrix, IE matrix, QSPM, and strategy map based on Robbins and Coulter (2012) strategic model framework. This plan articulates the five-year direction and priorities of MGHCAI and is intended to drive positive change within the organization. Two compelling strategies were selected, market penetration and product development which were derived from the results of the analysis and evaluation of alternatives. Market penetration strategy involves intensive promotional activities that will attract more customers whereas product development focuses more on enhancing customer?s experience and satisfaction by adding more school activities and facilities. Specific activities to implement the strategies, assignment of responsibilities, and a detailed timeline and budget have been provided to ensure implementation of the formulated strategies. KRAs and Performance Implementation are designed to allow controls and corrective action or monitoring and evaluation as well as reporting and accountability.
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The oil palm plantation of Nabunturan Agrarian Reform Community Integrated Cooperative is a cooperative of Agrarian Reform Beneficiaries and non-ARBs located at Nabunturan, Compostela Valley, which started in 1996. The business of the cooperative offers eight services: tricking, small water impounding project (irrigation service), catering, consumers? market, pre and post-harvest facilities, lending and oil palm plantation. The focus of this study is the oil palm plantation project. In 2018, farmer-members decreased to 134 from 151 and the asset of the cooperative grew to PhP 22.9 million in 2017. The harvest reached an average of 3,618.30 metric tons (mt) of Fresh Fruit Bunches (FFB) valued at PhP 10.8 million from 2016-2018. The cooperative, however, had been facing problems. First was the high turn-over rate of field harvesters that led to low production. Due to the upsurge of the banana industry, most harvesters, decided to transfer to banana plantation. Second, due to the delay of payment from the buyer, some of the farmer-members withdrew their membership, while some decided to sell the produce to other buyers and some decided to change their crops to banana and cacao. Third, the oil palm plantation had difficulties in expanding its scope since the local government strongly supports the banana and cacao industries. Fourth, the General Manager, who was acting as the cooperative?s Marketing Officer, also became the Human Resource Officer who was responsible for all the administrative tasks. Hence, the marketing department was given less priority. Lastly, there was a lack of financial management skills among the management. In spite of that, Agumil Phil. Inc., the sole buyer, and milling company of the cooperative; and Land Bank of the Philippines, its financial institution partner, provided technical and financial assistance to the cooperative?s business operations. Presently, the cooperative hired field harvesters from other municipalities and provinces to meet the market?s demands. The oil palm project has 270.09-hectare farmland which has 34,560 hills. These problems and issues have been preventing the cooperative to become a dynamic and resilient organization in response to the socio-economic needs. Therefore, this strategic plan is formulated for NARCICO to develop and improve its operation to achieve the organization?s vision, mission and goal. The cooperative framework guides this strategic plan. This framework focuses on three levels of analysis; (1) the system level, (2) the cooperative enterprise level, and (3) the member level. These three levels are used to examine the business operation of the cooperative. The first level of approach is system level which refers to the external environment. It shows social cooperation at the community level, economic, technology, government role, industry structure, and environment. These six inputs produce two inputs which is the economic capital and social capital. To sum up, the external factors threats, and opportunities will be identified. It will be expressed quantitatively by using External Factor Evaluation Matrix. The second level refers to the internal environment. It refers to the four functional areas in management ? organization and human resources, marketing, financial and operation. It will sum up into strengths and weaknesses and translated quantitatively by using the Internal Factor Evaluation Matrix. Lastly, the third level of analysis presents the details of various roles of cooperative members as a patron, owner, investor and community member. The plan of the members is expressed in the cooperative?s vison, mission, goals, objectives and core values. With these three levels of analysis, strategic options are proposed and determined. The tools will be used to express the options: Strengths-Weaknesses-Opportunities ? Threats Matrix and Internal-External Matrix. It will be assessed quantitatively by the Quantitative Strategic Planning Matrix (QSPM) to formulate strategic choices. There is one strategy that will be used in the business of operation-market penetration. This strategy proposes various activities that will help the production of the project. It suggests hiring additional fieldworkers in proportion to the farm area. Hiring fieldworkers will help the production to increase the harvest from 2,118.25 metric tons in 2018 to 11, 641.71 metric ton in 2020. Harvesters help the organization meet the demands in the market. Aside from hiring workers, the strategy also suggests these activities: First is to intensify market intervention. Second is to conduct information and education campaign for public awareness. Third is to gather farmers and non-farmers for membership purposes. Lastly is to strengthen the partnership and link new partners with national government agencies and private organizations. Therefore, the results of these strategies show the production growth by 2% for the next five years from 2019-2023. The cooperative will reach its target members of 200 per year. CAMPANA, MCE Arm Art Garments (AAG) is a customized garment manufacturer which envisions itself to be the front-runner among the garment manufacturers in Davao City providing top-notch quality made-to-order apparel and printing services to its clients. They aspire to deliver excellence to its clients and compete with integrity through its wide array of products from polo shirts, statement round neck shirts, sports uniforms to bags, tumblers and other form of tokens. But, despite being in the industry for over six years, AAG has not yet completely realize its vision and still has a week presence in the market. Currently, AAG has two locations, in Bangkal and Ma-a, with ten regular employees working different tasks. AAG was awarded with a 12-head computerized embroidery machine by the Department of Science and Technology, which is payable starting from 2018 until 2021. This gave the opportunity to expand its services, with embroidering as its latest add-on service. With regards to marketing, they only rely on word-of-mouth and Facebook marketing, which is not enough to gain new customers and to penetrate a new market segment. They also do not have any established accounting practice that would allow the company to monitor and trace its expenses, as well as the cash inflow. This contributed to AAG?s declining net profit margin despite the increasing gross profit margin. In addition, they have not yet established human resource practices that promote growth and development among their employees. The owner is also the sole decision-maker and manager of the entire operations, which is risky for the company as their entire operations might be put into halt if the owner is not present. With that, a strategic plan is necessary for the company so as to have a guide in what implementing programs and activities suit AAG in order to achieve business efficiency and profitability. This strategic plan involves analyses of the external and internal environment of AAG, as well as the development of values, goals, objectives, vision, and mission statements. The results from the analysis phase were utilized in the strategy formulation and plotted into matrices. The Internal-external (IE) matrix and SWOT matrix suggested ?Hold and Maintain? strategies for the company. These strategies involve Market Penetration, Product Development, and Operational Efficiency. Among these major strategies, Market Penetration was the most attractive strategy for AAG based on the results from the Quantitative Strategic Planning Method (QSPM), a tool used for strategy selection. Market Penetration strategy involves programs and activities that help increase the market presence of the company by penetrating and gaining new customers and at the same time, strengthening the loyalty of its existing clients. These includes conducting a brand awareness campaign through digital channels and traditional marketing, strengthening customer loyalty through initiating exclusive supply agreements and adjusting product prices, increasing and improving production, widening the distribution network, and standardizing operating procedures. Strategies that were not chosen would also be implemented once the market penetration strategy is already established.

All penetrators for the proposed strategy would be done starting on the third and fourth quarter of 2019 and the implementation proper would be executed in a span of three years, from 2020 to 2022. CAPALAC, KR The strategic plan is designated to set the overall goals for Metro Gensan Harvest Christian Academy Inc. (MGHCAI) in response to current internal and external realities of the institution. MGHCAI is a private academic institution in General Santos City established on 2013 offering pre-school, elementary (Grade 1 to 6) and secondary (Grade 7 to 10) Christian education targeted to the less privileged. The organization aims to be a leading learning institution in basic education by producing outstanding graduates who are academically competent and grounded with Christian values. However, the record shows that the organization lacks financial and human resources leading to poor marketing effort and underutilization of school capacity which creates difficulties in meeting their objectives. Based on s thorough analysis of the external factors affecting the organization, it showed that MGHCAI should improve its response effectively to be able to take advantage of the opportunities and reduce the effect of threats. One of the opportunities that got the highest weight based in EFE matrix is the increase on income and expenditure of families in SOCCSKSARGEN, which affects parent?s capability in sending their children to study in private institutions. Meanwhile, the rigid regulatory requirement set by the Department of Education to private schools is the major threat identified. School owners are expected to comply with the mandated requirements; otherwise, the institutions permit to operate will not be issued. Additionally, the internal environmental scanning revealed that the company has a weak internal position. A developed plan for the next five years involving personnel programs, facilities, and finances has been devised by the proponent using various methodologies such as interviews, reviewing of secondary data, SWOT matrix, IE matrix, QSPM, and strategy map based on Robbins and Coulter (2012) strategic model framework. This plan articulates the five-year direction and priorities of MGHCAI and is intended to drive positive change within the organization. Two compelling strategies were selected, market penetration and product development which were derived from the results of the analysis and evaluation of alternatives. Market penetration strategy involves intensive promotional activities that will attract more customers whereas product development focuses more on enhancing customer?s experience and satisfaction by adding more school activities and facilities. Specific activities to implement the strategies, assignment of responsibilities, and a detailed timeline and budget have been provided to ensure implementation of the formulated strategies. KRAs and Performance Implementation are designed to allow controls and corrective action or monitoring and evaluation as well as reporting and accountability.

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