000			03423nam a22002773a 4500
001			UPMIN-00019358429
003			UPMIN
005			20230227144627.0
008			230227b |||||||| |||| 00| 0 eng d
040			_cUP Min
041			_aeng
090		0	_aLG 993.2 2019 M21 _bL44
100			_aLegaspi, Dyle S., _eauthor _92611
245			_aStrategic plan for RDEX Food International Philippines, Inc. processing plant division / _cDyle S. Legaspi; Pedro A. Alviola IV, Aurelia Luzviminda V. Gomez, Glory Dee A. Romo, advisers
260			_c2019
300			_a87 leaves
502			_aThesis (Master in Management) -- University of the Philippines Mindanao, April 2019
520			_aRDEX Food International Philippines, Inc., more commonly known as RDEX, was founded and established on December 1990 in General Santos City, the Tuna Capital of the Philippines. The company operates four business divisions: (1) Ice Plant, (2) Cold Storage, (3) Aquaculture, and (4) Processing Plant Division processes fresh and frozen tuna export market, and value-added tuna products for the local market. This division will be the focus of this five-year strategic plan. The objectives of this study are to increase revenue, increase net profit, and maintain employee turnover rate of the company. The strategic plan was formulated with the guidance of the Strategic Framework adapted from the Comprehensive Strategic Management Model of Fred David (2011). The issues of REDEX were determined to be the instability of fish raw material supply due to sustainability problems and stiff competition among seafood processors as well as the drastic increased in price rates especially on power and supply. Through external and internal environment analysis, several factors have been identified as the company's opportunities, threats, strengths, and weaknesses. These were then assessed using the External and Internal Evaluation matrix. The results were then used in determining strategic options to address the division's major issues and problems. Tools such as the Internal-External matrix, SWOT Matrix, and Quantitative Strategic Plan Matrix aided in the selection of appropriate and attractive strategies. Results revealed that market penetration is the most attractive strategy for tackling the issues and achieving the objectives of the company. Market penetration would target to increase revenue and improve company image and brand awareness through the local market. In doing so, the local market could potentially increase the earnings of the company that could aid the export business particularly in the procurement of supply, daily operations and expenses. Moreover, as an exporting company with a local business, being well-known in the local scene could in turn, improve company image for the export buyers. Several programs and activities were proposed in this plan, and financial projection was crafted to project the revenues and income gained for the strategy. A balance score card was developed to be used as a control and evaluation system to evaluate the achievement and progress of the strategy objectives.
658			_aPolicy and Strategic Management _cM241, _2MM, School of Management
700			_aAlviola, Pedro A. IV., _eadviser _91513
700			_aGomez, Aurelia Luzviminda V., _eadviser _9906
700			_aRomo, Glory Dee A., _eadviser _91536
905			_aFi
905			_aUP
942			_2lcc _cTHESIS
999			_c870 _d870