000			03612nam a22002297a 4500
003			UPMIN
005			20240313111109.0
008			240129b |||||||| |||| 00| 0 eng d
040			_cUPMin
090			_aLG993.2 2023 _bM21 P35
100			_aPalatulan, Sheena May G. _eauthor _924828
245			_aA strategic plan paper of MBS blind therapeutic massage / _cSheena May G. Palatulan; Roxanne T. Aguinaldo, Glory Dee Romo, advisers
260			_c2023
300			_a127 leaves
502			_aThesis _b(Master in Management) -- _cUniversity of the Philippines Mindanao, _d2023
520			_aThe MBS Blind Therapeutic Massage is one of the few massage spas in Davao City that offers Blind Therapeutic Massage. Formally established in 2017, the firm currently has three operating branches located in different parts of Davao City. The idea of establishing the firm was conceptualized by individuals with visual impairment due to the lack of employment opportunities. Thus, with the help of various organizations and religious groups, the firm started operating in 2011 through parking lots and other informal settings. However, in 017, they officially opened their first branch and they have been operating since. Some of the challenges faced by the management and the firm include a) the gaps in the organizational structure that creates too much weight in the decision-making of the owner; b) employee attrition and retention; c) the lack of sustainability in long-term plans; d) data storage and collection; and e) the opportunity to maximize its operating capacity. Another important consideration of the environment of the firm is the effects of the COVID-19 pandemic which disruptive the operations of the firm and led to the closure of some of its branches. These challenges along with the internal and external factors affecting the operations of the firm were identified and assessed to generate strategies that will improve its operational performance. In assessing the different internal and external factors, the Internal Factor Evaluation Matrix and External Factor Matrix were used. By using these matrices, the different internal strength and weaknesses, and external opportunities and threats were identified. The tools used in determining the strategies include the Quantitative Strategic Planning Matrix, Internal-External Matrix, and SWOT Analysis. This was also supported by different focus group discussions with the therapists and customer satisfaction surveys of the current customers of the firm. The strategies were also based on three different conceptual frameworks including a) the Strategic Management Model of Fred David; b) the International Classification of Functioning, Disability and Health (ICF) Framework by the World Health Organization, and c) Intersectionality-Based Policy Analysis (IBPA) which was developed by Hanskivsky et al. These different frameworks were specifically chosen to establish the core areas of the firm with the consideration of inclusivity and employability for therapists for therapists with visual impairment. The resulting strategies of the paper include: a) market penetration; b) improving business process flow; and c) improving employee management. These strategies are aimed at not only increasing the profitability of the firm, but also resolving the gaps in the management, and promoting an inclusive working environment for the therapists.
658			_aPolicy and Strategic Management _cM241
700			_aAguinaldo, Roxanne T. _eadviser _91546
700			_aRomo, Glory Dee _eadviser _924829
905			_aFi _aUP
942			_2lcc _cTHESIS _n0
999			_c20459 _d20459