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003			UPMIN
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040			_aUPMin _cUP Min
041			_aeng
090		0	_aLG993.2 2022 M21 _bY37
100			_aYasay, Debbie Ruth L., _eauthor _93047
245			_aOwning the future : _ba strategic plan for Uniglobal Industrial Trading, Inc. / _cDebbie Ruth L.Yasay
260			_c2022
300			_a114 leaves
502			_aThesis (Master in Management) -- University of the Philippines Mindanao, July 2022
520			_aUniglobal Industrial Trading, Inc. (from hereon will be referred to as Uniglobal) is a trading company that provides industrial services for the mining, exploration, and construction industries. The company started as a sole proprietorship in 2008 and was converted to a corporation in 2012. Uniglobal is the exclusive distributor in the Philippines of the products of IMDEX, an Australian company that provides leading technologies for the global mineral industries and targeted non-mining markets. Uniglobal began the exclusive distribution of IMDEX products in 2015 and renewed its partnership with the Australian firm in 2020. Although the Philippine operations of Uniglobal have always maintained their profits in the positive every year end, there is an evident decrease in its sales and income over a five-year period (2016-2020) despite its high-quality products offerings. Uniglobal mainly attributes its inability to meet its targets to the failure of its sales team to successfully close sales transactions at their level, and it has been a recurring issue over the years. Efforts that are being done (although Uniglobal has not specified the measures being taken by the company) to improve the situation have brought about slight improvements, but the luck of aggressiveness and motivation can still be observed, and the sales personnel are more reactive than proactive. The COVID-19 outbreak has brought new issues and challenges for Uniglobal in doing business. The various levels of restrictions in the country have made it difficult for Uniglobal to deliver orders, to collect payments, or to perform after-sales services for their clients, which is an important business success factor for the country. To address the issues being faced by Uniglobal, a strategic plan was created, covering a period of five-years, to aid the company in improving its future sales and income. The initial goal of Uniglobal was to increase its sales and income to 10% annually, but as the analysis progressed, it revealed that it may be more feasible to aim for 5% increase in annual sales and income, given that the annual growth rate of its sales has been decreasing at a rate of -10%, and the comprehensive income at the rate of -13%, both over a period of five years. Prior to the pandemic, met sales had a negative growth rate of -11%, while the income was decreasing at a rate of -27.5%. after the matching of the internal strengths and weaknesses of Uniglobal with the external threats and opportunities, strategies of organizational efficiency, market penetration, market development, and product development came up as possible approaches to address the issues of Uniglobal. The Quantitative Strategic Planning Matrix prioritized the implementation of market penetration and organizational efficiency to help Uniglobal achieve its corporate and business goals. Pursuing the market penetration strategy has the intention of increasing its marketshare in the present markets of mining, exploration, and construction sectors. This may be achieved thorugh increasing client interaction through site visits and social media engagement, participating in more industry exhibits, and advertising in industry magazines. Organizational efficiency entails the restructuring of the organization to support its strategic goals, clearly defining the roles of each personnel and their reporting paths. It also emphasizes the importance of training the personnel to equip them with the skills necessary to their roles in the business. Increasing the roles of some of the personnel can help achieve the strategic goals through the close monitoring of sales and financial activities and identifying where variances occur. A modified balanced scorecard was created for Unigloabal to monitor the results of the application of selected strategies.
658			_aPolicy and Strategic Management _cM241, _2MM, School of Management
700			_aLopez, Rodgessa A., _eadviser _93040
700			_aGomez, Aurelia Luzviminda V., _eadviser _9906
905			_aUP
905			_aFi
942			_2lcc _cTHESIS
999			_c13050 _d13050