000			03020nam a22002177a 4500
003			UPMIN
005			20250220121700.0
008			250121b |||||||| |||| 00| 0 eng d
040			_cUPMin
090			_aLG993.2 2024 _bM21 F75
100			_aFrias, Kim Patrick P. _926761
245			_aCulturing Davao's first live yogurt milk tea: _ba strategic plan for TTCPH / _cKim Patrick P. Frias; Imee Marie A. Acopiado
260			_c2024
300			_a88 leaves
502			_aThesis _b(Master in Management) _cUniversity of the Philippines Mindanao, _d2024
520			_aBubble tea, or milk tea, has long been a popular non-alcoholic beverage in the Asian market, having originated in Taiwan. The commercial milk tea trend in Davao City has been dominant in recent years. Some chose to franchise well-known companies, while others chose to build their own brand. The Tea Culture PH (TTCPH) is a specialty drink shop providing healthy and delectable milk tea and snacks to its customers. They have developed their products and taken advantage of the growing demand for nutritious, fast, and delectable food and drinks. This will be the focus of this five-year strategic plan. This strategic plan’s goals are to build brand identify, implement successful marketing, and strengthen organizational capabilities. The strategic plan was formulated with the guidance of the Strategic Framework, adapted from the Strategic Planning and Management Model of Eduardo Morato (2006), TTCPH, like any other business, had storms along the way, TTCPH began operations at the height of the COVID-19 spike, bringing in their yogurt-tea infusion; however, the enterprise has not fully capitalized on the “yogurt-in-milk-tea” value offer and its financial potential. Likewise, the organizational structure of TTCPH requires revision. The location of the enterprise is also crucial to its success. Gap analysis, business model canvas, and industry analysis were tools that helped select the best-fit strategies. Results revealed that market penetration is the most attractive strategy to achieve the goals of the company. Market penetration would significantly improve company image and brand awareness in the local market, which would ultimately lead to a substantial increase in revenues over the next three years. Key implementing programs and activities were identified in this plan to execute the overarching strategy. These implementing strategies were categorized into three key functional areas of business operations, covering marketing, operations, and finance. These also provided the key assumptions in the financial projections to capture the financial gains in terms of profitability, liquidity, and asset growth. A performance evaluation scorecard was developed to be used as a control and evaluation system to evaluate the achievement the progress of the strategy goals.
658			_aStrategic Planning _cM241
700			_aAcopiado, Imee Marie A. _eadviser _93035
905			_aUP _aFi
942			_2lcc _cTHESIS _n0
999			_c21048 _d21048