000			03442nam a22002413a 4500
001			UPMIN-00008983632
005			20221005163843.0
040			_aupmin
041			_aeng
090		0	_aLG993.2 2012 M21 _bC83
100	1		_aCubero, John Paul B., _eauthor.
245			_aPole-vault to progress : _ba five-year strategic plan for Polytechnic College of Davao del Sur Inc. / _cJohn Paul B. Cubero ; Adela G. Ellson, Thaddeus R. Acuña, advisers.
260			_aDavao City : _bSchool of Management, University of the Philippines Mindanao, _cc2012.
300			_axii, 78 leaves
500			_aThesis (Master in Management)--University of the Philippines Mindanao,December 2012.
905			_aFI
500			_aConfidential.
658			_aM241 Policy and Strategic Planning.
700	1		_aEllson, Adela G., _eadviser.
700	1		_aAcuña, Thaddeus R., _eadviser.
905			_aUP
520			_aThis strategic plan was developed for the subject company Polytechnic College of Davao del Sur Inc. and with a target period of five (5) years from 2013 up to 2018. The major issues of the subject company are quality, affordability, efficiency and enrollment. It is these issues which are sought to be addressed bt the strategic plan. In its analysis of the business environment, relevant data and statistics covering the entire Philippines, Region XI and Davao del Sur were gathered as maybe available in government records, websites and publications available to the general public. As part of the methodology of the strategic management process, the author designed a conceptual framework for this paper which follows the classic Input-Process-Output (IPO) Model derived fro systems theory. Incorporated in the IPO model are adaptations of the strategic management model of Fred David (2004) as well as the strategic management model of Dess, et.al. (2010). In terms of data gathering, the author utilized several methods, to wit: interviews, focus group discussions, direct observation, review of performance data and collation of statistics. After careful analysis of its internal and external environments and through usage of various analytical tools (i.e. SWOT Analysis, EFE Matrix, IFE Matrix, etc.), the strategy proposed is Market Penetration through a new course offering (i.e. regular High School program) to attract more customers in the market segment. This strategy was coupled with the expansion and development of its facilities, improvement of service quality and intensification of its advertising and promotion efforts. The chosen strategy was arrived at through the usage of the Quantitative Strategic Planning Matrix (QSPM). In the QSPM, the three strategic choices (Product Development, Operational Efficiency, and Market Penetration) were assessed based on the identified key factors with their respective weights. Thereafter, the Total Attractiveness Score (TAS) for each option was computed and then summed up to arrive at the Sum Total Attractiveness Score (STAS). Consequently, based on the STAS, the option of Market Penetration gained the highest score, thus making it the most appropriate and viable strategy for the subject company. Through the strategic choice of market penetration, the school would be able to address its problems especially in the aspect of enrollment which would then hopefully translate to a better over-all performance of PCDS, not only as an educational institution but also as business enterprise.
999			_c3178 _d3178