000			04329nam a22002653a 4500
001			UPMIN-00018884827
003			UPMIN
005			20221121134645.0
008			221117b |||||||| |||| 00| 0 eng d
040			_cUPMin
041			_aeng
090		0	_aLG 993.2 2018 M21 _bA49
100			_aAlvar, Delfa Adelle B., _eauthor
245			_aExpanding countryside financing in the South : _ba strategic plan for Landbank Davao Lending Center / _cDelfa Adelle B. Alvar; Larry N. Digal, Glory Dee A. Romo, advisers
260			_c2018
300			_a106 leaves
502			_aThesis (Master in Management) -- University of the Philippines Mindanao, December 2018
520			_aThe Davao Lending Center (DASLC) is one of the 44 provincial lending centers of the Land Bank of the Philippines. In March 2018, the DASLC was officially split into which resulted to the establishment the Davao del Norte Lending Center (DAVLC), located in Tagum City. The DAVLC's area of focus shall cover Compostela Valley, Davao del Norte and Davao Oriental. The Davao lending Center has 11 account management teams and a total loan portfolio of P14.83 Billion as of December 31, 2017. Its current area of operation is within Davao City, Davao del Sur and Davao Occidental. LANDBANK, in its entirety, has intensified its credit support to its mandated sectors to achieve inclusive growth. The priority sectors of the bank are the following: 1) Small Farmers and Fisherfolks (SFFs), 2) Loans Supporting Agriculture and Fisheries (LSAF), and 3) Loans Supporting Other Government Programs (LSOG). The SFFs include Agrarian Reform Beneficiaries (ARB), and small farmers and fishers and their association who are not members of accredited cooperatives that need direct access to credit for increased operating capital. The Davao Lending Center (DASLC) is one of the good performing lending centers contributing 21.64% of the total loans of Mindanao lending Group, and comprises 3% of the overall loan portfolio of the bank. It has achieved almost all of its targets for the year 2017 for its loans to priority sectors. SFFs, SMEs, and other performance indicators except on the following items: 1) on loans to top 20 poorest provinces which fell short by 25% in its accomplishment, and 2) non-performing loans ratio which should be reduced by 0.45% or P48.39 million. The unattained targets were immediately addressed upon the creation of the Davao del Norte Lending Center in February 2018. The conceptual framework used to facilitate the strategic management process of the paper was adopted from Fred R. David?s Strategic Management Cases and Concepts. The flow of discussion shall start through the Analysis of External Environment (Chapter 2) which will be summarized to opportunities and threats. The generated factors shall be evaluated using the External Factor Evaluation Model. The Analysis of Internal Environment (Chapter 3) on the other hand, will result to the identification of the strengths and weaknesses of the firm which will be assessed using the Internal Factor Evaluation (IFE) Matrix. The vision, mission and countryside financing objectives of LANDBANK (Chapter 4) will be explained to establish strategic direction of the paper. Using a Quantitative Strategic Planning Matrix (QSPM), strategies shall be formulated (Chapter 5) and the most viable strategic option shall be identified. Corresponding implantation program (Chapter 6) shall be crafted out of the chosen strategy. These programs shall be evaluated by gauging if Key Results Area (Chapter 7) can be achieved using projected financial statement analysis and establishing a timeline through a Gantt chart. The analysis of data resulted to a single strategic option which is to put up a satellite office in Davao del Sur to take advantage of the thriving economy in the province. The satellite office shall be located on the 2nd Floor of LANDBANK Digos branch for cost efficiency. The expansion cost and manpower needs were identified to fully establish the implementing programs which will have corresponding key performance indicators to serve as targets for accomplishment.
658			_aPolicy and Strategic Planning, _cM241
700			_aDigal, Larry N., _eadviser
700			_aRomo, Glory Dee A., _eadviser
905			_aFi
905			_aUP
942			_2lcc _cTHESIS
999			_c843 _d843