000			02710nam a22002533a 4500
001			UPMIN-00008510029
005			20221005163308.0
040			_aupmin
041			_aeng
090		0	_aLG993.2 2008 M21 _bD65
100	1		_aDolino, Romel B., _eauthor.
245			_aStrategic plan for National Transmission Corporation-Southeastern Mindanao area / _cRomel B. Dolino ; Larry N. Digal, Sylvia B. Concepcion, Aurelia Luzviminda V. Gomez, advisers.
260			_aDavao City : _bSchool of Management, University of the Philippines Mindanao, _cc2008
300			_avi, 51 leaves
500			_aThesis, Graduate(Master in Management)--University of the Philippines Mindanao, December 2008
650	1	7	_aStrategic plan
905			_aUP
905			_aFI
658			_aPolicy and Strategic Planning, _cM241
700	1		_aDigal, Larry N., _eadviser.
700	1		_aConcepcion, Sylvia B., _eadviser.
700	1		_aGomez, Aurelia Luzviminda V., _eadviser.
520			_aThe electric power industry in the Philippines is becoming more deregulated after the passage of EPIRA law in 2001. Deregulation makes the industry more competitive and opt industry players to craft strategy in order to create value and stay in the business. This paper is intended towards determining and establishing the best possible business strategies TransCo-SEMA could have. Business strategy is created with the aim to make a business outperform others and create a sustainable competitive advantage. TransCo-SEMA is a district in Mindanao operating Southeastern Mindanao Area. It belongs to a National Corporation operating a POWER GRID throughout the country. The study uses a conceptual framework adapted from the Pearce and Robinson. This framework aims to give a comprehensive outline of the business strategy. The paper analyses the external and internal environment of the district and the resulting assessment was the basis of the strategic options. Options where then weighed quantitatively and then came up with the best applicable strategy. TransCo-SEMA?s internal evaluation resulted into nine (9) strengths that could be use to take advantage on opportunities and avoid threats and ten (10) weaknesses that needs careful attention. The analysis score shows that the district internally weak. Because TransCo-SEMA is a natural monopoly and has definitely a broad and captive market, its applicable generic strategy is Cost Reduction Strategy. From SWOT analysis and QSPM shows that Cost Reduction Strategy is the most appropriate strategy for the district followed by personnel development. To monitor successes of the strategy and to control factors that lag from the desired objectives the study employs Balanced Scoreboard method.
999			_c3069 _d3069