Thesis (Master in Management) -- University of the Philippines Mindanao, December 2018

SALOFA, a rural community from the highland of Maasim yearns to enjoy a life of quality. Considering the constraints of their existing initiatives, to achieve their aspirations, they recognized the need for an intervention. This strategic plan would be of great value for the community as it applies a conceptual framework adapted from the Comprehensive Strategic Management Model of Fred David. The study undergoes an external analysis where it assesses the conditions affecting the organization. The findings reveal that are certain opportunities including high price and high market demand of organic product, availability of support from government and non-government organizations, growing regional economy, favorable ecological setting, and social cohesion. On the other hand, there are also posed threats such as organic product debased with inorganic in the market, stiff competition with the imported ginger with low market price, step transport costs, unstable market, disruption of socio-economic activities due to insurgency, and unstable climatic condition. SALOFA has not taken advantage much of the identified opportunities especially on the market's take of the organic product and support from the government and other NGO's. the level of responsiveness of the organization to the identified external factors earned a score of 1.5 using EFE matrix, which corresponds to a poor performance, being on the infancy stage. The Internal Analysis assesses the organization in the areas of Organization and Human Resources, Marketing, Production, and Finance. Its strengths include a cohesive workforce, organic product with high gross profitability, and continuous NGO support. But a number of weaknesses pull down the performance primarily from the lack of promotion, absence of footing in the market, high marketing cost, high weight loss, low negotiating power to the consumer and service providers, and lack of communal fund to address concerns. The organizational performance has a score of 2.15 using IFE matrix which is below average. The corporate objectives are drawn by reformulating the vision and mission using SWOT. The proposed vision is SALOFA, a sustaining producer of safe foods in the Philippines, built on the values of bayanihan, environmental sensitivity, equality, and excellence. The proposed mission is SALOFA operates as a profitable social enterprise improving the outskirts of Maasim through the development of social, economic, and environmental community programs in 2021. In three years, the immediate organizational concerns will be addressed by key objectives that will be implemented through the establishment of marketing services, reduction of consolidation cost, reduction of transportation cost, reduction of inventory/weight loss, and increase of selling price. The strategy proposal uses David's Strategy Formulation Analytical Framework which partly uses external and internal factors to come up with the strategic options. Market linkage enhancement and product development surfaced using SWOT and Grand Strategy matrices. Market linkage enhancement is the best strategic option using QSPM resulting to an attractiveness score of 6.65. The Market Linkage Enhancement program covers capability building, marketing services, product positioning, and market engagement. Minimum marketing competence has to be achieved. Once marketing services are implemented, the organization shall have the power to negotiate lower marketing costs. Product positioning will increase selling price while consumer engagement mechanisms will ensure market absorption. The organization shall employ control systems that evaluates key results areas in marketing competence, negotiating power, and realized income with its corresponding performance indicators. This strategic plan will serve as the development roadmap of SALOFA. Periodic updates will be performed should there be changes in external or internal conditions.