STRATEGIC PLAN

IMPERIAL APPLIANCE PLAZA

I. CURRENT SITUATION
A. Current Performance
It was August of 1974 when an idea of putting up an appliance firm in Ilo-Ilo was hatched.
Preparation in terms of market analysis, buyer characteristics and preferences, capital
requirements, and projected returns were assembled and carefully studied.
The planning board eventually came up with a calculated approach designed to capture a minimal
segment of the market at the outset. Thus, a new fragile and unassuming organization was born.
Imperial Appliance Plaza was then the company name adopted. It was a single proprietorship in
form but family partnership in context. The highly competitive nature of the appliance market
required tremendous struggle to stay afloat. The meager capital outfit had to contend with
numerous established competitors.

In March of 1982, the company was converted into a corporation. the move raised
capitalization to a competitive level. And the company grew more rapidly in the late 80's. Several
branches were opened. First, there was Roxas City branch, then followed by Bacolod branch.
Soon the Kalibo branch emerged. The whole Region VI was practically served but the expansion
did not stop there. The company continued to move forward. And in the 90's, IAP branches began
sprouting up in the major cities on Mindanao such as Cagayan, General Santos and Davao. In
1996, the company successfully ventured into Luzon areas specifically in Laguna, Cavite, and
San Pablo City. At present, the company has for its subsidiaries, the Madison Appliance Center
which has four outlets in Region VI, Technoflex Marketing, an outlet based in Iloilo City which
sells mainly repossessed appliance items and Electroworld, a franchised dealer of computers
also based in Iloilo City. Imperial Appliance Corporation continues to grow serving to the appliance
needs not only of the Ilonggos but to many Filipinos nationwide.

Mid-year of 2012, Imperial Appliance Plaza Baliuag Branch was established. With its
pioneer manager unfortunately unnamed because of his/her poor performance was terminated
before reaching a year as the branch manager. On October 1, 2013 a new branch manager was
assigned to help and successfully manage the branch.
 Flourishing throughout the years, Imperial Appliance Plaza Baliuag branch was awarded
as the best seller branch in Hong Kong upon the management of the same manager who took
over the position after being a promoter (promodizer) for three consecutive years.

Imperial Appliance Plaza Baliuag branch is also one of the businesses in Northern Luzon
with a good standing in terms of selling appliances. They offer appliances at a lower price
compared to its bigger competitors like SM etc. Three modes of transaction are being execute
and customers can choose on what to avail from cash to cash basis, installment which is also
consist of few requirements upon acquisition and lastly, they also accept credit and debit cards.

B. Strategic Posture
1. Vision and Mission Statements
Vision: The country's leader in marketing, sales and distribution of quality home
appliances, furniture and office equipment by providing excellent customer services
for every Filipino home and offices.
Mission: As company, we commit to:
(1.) Provide reliable and efficient delivery of services to our customers, suppliers and
principals through massive expansion and direct selling.
(2.) Maintain goodwill and corporate prestige through professional selling, competitive
pricing, product counselling and competent technical servicing.
(3.) Create a people-and-service-oriented work environment through the pursuit of
corporate values of professionalism, honesty, quality service, hard work, and
dedication towards total customer satisfaction.

2. Objectives
To establish guidelines for the effective implementation of this policy to ensure prompt,
uniform and consistent application.

3. Strategies
Imperial Appliance Plaza Baliuag Branch has three different approach in their
strategies the following are:
1. Traditional – this strategy is applied with the help of the branch manpower or labor
force, there are three ways that they do traditional strategy namely:
 Fliers- giving out fliers outside the business building or upon the vicinity of the
business.
  House to house or door to door- advertising by reaching out each individual
home that may be subject to advertising or a possible customer.
 Caravans- they set out to farther barangays or location to endorse not only
their product but also to be able to incite possible employee needed by the
business.
2. Technological – this strategy is applied with the use of technology and with the
help of social media. The organization has its own page on Facebook where you
can be updated with what the business currently offers and how their transaction
works. The branch also has its own website but is currently on development, it is
accessible but limited information are available.
3. Support System – this strategy is applied with the use of connections with their
suppliers like Samsung, Sony, Carrier and the likes. Through their connections
they can get product incentives where they can earn both from suppliers and their
customers. This support system may also be a partnership but with limitations.

4. Policies
The company encourages proper behavior and discipline among its employees.
Communication is the key to productivity and harmonious relationship with people in
the organization. Hence, a handbook was formulated for employee’s reference to keep
them well informed of the company’s policies, procedures and benefits.

IMPLEMENTING GUIDELINES
1. To protect the company’s good name and goodwill, any employee who is convicted
for crime against person, property and cases involving morality, regardless of
where or when committed, is subject to separation.
2. All corrective measure that carry separation will be automatically reviewed by the
MANCOM/BOARD.
3. When a single act constitutes two or more deviations, the heavier corrective action
will be imposed.
4. Any willful deviation of the code will authorize a heavier corrective action.
5. In all cases, where the proper corrective action is separation, the employee may
be placed immediately under preventive suspension.
6. In no cases will suspension from work be changed to leave benefits. All suspension
cases will be without pay. Reckoning of suspension will be based on working days.
7. Effectivity dates of suspension cases will be at the discretion of the immediate
supervisor and the Department Head who will schedule the dates of such
suspension.
8. The handbook is not all inclusive. The company will exercise corrective measures
for other deviations on rules, procedures and policies which may have not been
enumerated in the handbook.

LIST OF DEVIATION

Corrective Action Code

A – Counseling

B – Written Warning

C – Three days suspension

D – Seven days suspension

E – Fifteen days suspension

F – Dismissal
II. STRATEGIC MANAGERS
A. OWNER/S
Mr. Rudy Tiu, the one who started Imperial Appliance Plaza in Ilo-Ilo on year 1974.
Mr. Edward Tiu
Mr. Edgar Tiu
Mr. Rodolfo Tiu
Mr. Eugene Tiu
Ms. Mary Tiu

B. Sales Department
Mr. Frankeli Odi, the branch sales manager is a regular employee and in service for six
years in the establishment. He was promoted as the Manager on October 1, 2013, before
promotion he worked as a promoter (promodizer) for three consecutive years from a
different branch and was promoted due to his excellence in performance and engagement
with different personalities. He was assigned at Baliuag Branch which was at that time
haven’t reach a year yet, since the termination of the former manager Mr. Odi dedicated
his talents and skills in order to manage the branch. His finished degree wasn’t inclined
with business or management, it was indeed a job mismatch he said. “I was a graduate of
Bachelor of Science in Secondary Education major in English Literature, I didn’t know that
I would end up loving and pursuing Marketing and Management” he stated upon our
interview.
Mr. Fernando Garcia, the office receptionist he was on the organization just ten months
ago, he was hired on January 3, 2019 and is also under probationary in which he was
being tested if he is doing the job properly.

C. Accounting Department
Ms. Floribelle Hipolito, the cashier at Imperial Appliance Plaza, she is also a regular in
the establishment and was hired on October 9, 2013, eight days after the promotion of Mr.
Odi, the branch manager.
Ms. Rona Jane Manuel, the accounting assistant she is currently four years in the
establishment also a regular employee, hired on August 1, 2015.
Ms. Maricris de Villa, the invoicer a regular employee hired on the 2nd of May year 2016.
D. Quality & Control Department
Mr. Edlord Enriquez, the head or the c & c manager, a regular employee and in his
fourth year of service in the branch and was hired on the 23rd of February 2015.
Ms. Joy Ann Dela Cruz, the assistant of Mr. Enriquez, a regular employee hired on the
3rd of May 2016.
Mr. Aldrin Alcaraz (May 29, 2018), the branch collector together with Mr. Jaysie
Coronel (September 29, 2017), Mr. Ronnel Robles (December 05, 2018), Mr. Aldrin
Santos (July 19, 2016) and Mr. Sonny Boy Mempin (August 24, 2016) all are regular
employee except for Mr.Ronnel Robles who is under probationary.

E. Utility & Warehouse Department

Mr. Jorlan Pelayo, the warehouse man and dispatcher of the branch, a regular
employee hired on 7th of July year 2015.
Mr. Christian Almoroto, the in charge in utility also a driver, a regular employee who
started his service on the 28th of July year 2017.
Mr. Harlie Espinoso, who share the same responsibility with Mr. Almoroto, also a regular
employee and started his job on the 2nd of September 2015.

F. Promoters (Promodizers)
Mr. Dexter Espiritu (June 30, 2018) and Ms. Hannah Villesis (April 12, 2018) are both
Samsung Promoters.
Ms. GraceLyn Mariano, a Carrier promoter who started her job on November 21, 2017.
Mr. Jimuel Jimenez, a Sanden promoter, started his job on 6th of February 2019.
Mr. Joseph Dañaz, a Sony promoter, was hired on June 14, 2019.
Mr. Patrick Cristobal, a Sharp promoter, the newest employee who started on October
12, 2019. All the promoters are contractual.
III. EXTERNAL ENVIRONMENT (PESTEL ANALYSIS)
Political
Political factor deals in which how will the government policies or laws will affect the
business, or what certain provisions of law can that businesses cannot condemned
inappropriately. These also determine the extent to which policies may impact an organization or
specific industry. This may include political policy and stability as well as trade, fiscal and taxation
policies. Imperial Appliance Plaza strictly follows each policy governed by the law. They also
pay their taxes properly with the abidance of the TRAIN LAW.

Economic
Economic factor this deals with how the country’s economy affects the business. With
the slightest movement in the economy a huge threat my posed upon the business. Inflation may
be one of the factors that may affect the flow and transactions happening in and out the
organization, so each of the businesses should be aware, increase and decrease with the prices
of each commodities also affects their daily transactions, since it affects, of course the prices of
the products that they offer within the public. Even the exchange rates, affects the business, the
value of Philippine Peso against other currencies highly impacts every businesses and Imperial
is not an exemption to that risk. The current issues now like African swine fever, said by the
manager itself imposes a threat to them because piggeries or livestock may be one of the
livelihoods of their customers so the effect of this is that sales may be lowered.

Socio-Cultural
Socio-Cultural factor this deals with what does the customer needs and what do they
want. This may also include holidays celebration like Christmas and New Year season that is now
right in the corner. Imperial Appliance Plaza offers not only what we need and what we want but
also they offer something that is technologically advanced, with Christmas season right in the
corner they are grabbing this as an opportunity to gain more customers by giving discounts,
promos and freebies since most of the customers want leisure time without spending too much
or getting farther away from home, Imperial Appliance Plaza uses this as a leverage to attract
people and gain sales.

Technological
 Technological factor considers rate of technological innovation and development that
could affect a market or industry. Factors could include changes in digital or mobile technology,
automation, research and development. It is often a tendency to focus on developments only in
digital technology but, consideration must also be given to new methods of distribution,
manufacturing and logistics. Imperial now uses computer generated receipt. Cashier also uses
computers for encoding transactions like installments and payments. They also now offer smart
televisions for those who love to incorporate gaming, browsing and surfing with internet via large
screens. They also use social media platforms in marketing their products.

Environmental
Environmental factor relates to the influence of the surrounding environment and impact
of ecological aspects. With the rise in importance of Corporate Social Responsibility this element
is becoming more important. Factors include climate, recycling procedures, carbon footprint,
waste disposal and sustainability. Imperial Appliance Plaza doesn’t affect the environment of
Baliuag that much since their business is not a manufacturing industry impact on its environment
are obviously lessen. Boxes from their products can be reused of course for storage or sorting.

Legal
Legal factor an organization must understand what is legal and allowed within the
territories they operate. They also must be aware of any change in legislation and the impact this
may have on business operations. Factors includes employment legislation, consumer law, health
and safety, international as well trade regulation and restriction. Political factors do cross over
with legal factors; however, the key difference is that political factors are led by government policy,
whereas legal factors must be complied with. Imperial Appliance Plaza abide with the policy in
Baliuag area, they are a licensed business and are complete with the business permits released
and approved by the municipality of Baliuag.
IV. INTERNAL ENVIRONMENT
A. Corporate Structure
1. Divisional Structure: division illustrated in organizational chart.
ORGANIZATIONAL CHART
IMPERIAL PLAZA BALIUAG BRANCH

Mr. Rudy
Tiu
Owner

Mr. Frankeli Odi

Branch
Manager

Ms. Floribelle Mr. Edlord Mr. Mr. Jordan

Fernando Ms. Gracelyn
Hipolito Enriquez Pelayo
Garcia Mariano
Cashier Quality & Warehouse
Office Dispatcher Mr. Dexter Espiritu
Control Receptionist
Ms. Rona Jane Manager Ms. Hannah Villesis
Manuel Mr. Harlie
Accounting Espinoso Mr. Jimuel Jimenez
Ms. Joy Ann
Assistant Dela Cruz Mr. Christian Mr. Joseph Dañaz
Ms. Maricris Quality & Control Almoroto Mr. Patrick Cristobal
De Villa Assistant Utility/Driver
Promoters
Invoicer (Promodizers)
Mr. Jaysie Coronel
Mr. Sonny Boy Mempin
Mr. Aldrin Santos
Mr. Aldrin Alcaraz
Mr. Ronnel Robles
Collectors

B. Corporate Culture
1. Quality key ingredient is unity and effort that should be practiced within the
organization.
2. The organizational culture in which Mr. Frankeli Odi practice every day was pep talking
to encourage his staff to work harder.
3. Imperial Appliance Plaza also have investments in other businesses not only for
gaining money but also support system.
C. Corporate Resources
1. Marketing
a. Imperial Appliance Plaza already settled a good reputation among markets.
 b. Fliers giving out fliers outside the business building or upon the vicinity of the
business.
c. House to house or door to door advertising by reaching out each individual home
that may be subject to advertising or a possible customer.
d. Caravans they set out to farther barangays or location to endorse not only their
product but also to be able to incite possible employee needed by the business.
2. Finance
a. The business itself is profitable, sales are not consistent since every season
demand is different.
b. During a critical economic movement for every Php 100,000.00 a decrease of 5%
is present.
c. Through their support system, revenue significantly increase from earning both
from customers and buyers.
3. Operation
a. Occasional pep-talk on employee increases productivity from day to day
operations.
b. Sales check-up conducted by manager to ensure movement and stability in sales.
c. Fast delivery of products once it is released and requirements are met by each
customer.
4. Research and Development
a. Mini business caravan where they go places to endorse and know what far places
needed in home appliance.
b. Cost sheeting, where they determine their competitive edge and how to attain
sustainability among market.
c. Abidance by technological advancement in order to be updated by market
innovation.
5. Information Systems
a. Business website needs to be updated because it seems to be stagnant.
b. Facebook page needs to be managed daily for digital promotions and transactions.
6. Human Resources
a. Good relationship with each employee, no “kumpadre system”
b. Each employee was hired with the set of qualifications that are set for each
position.
c. Interconnectivity with each other within the organization increases work progress.
V. ANALYSIS OF STRATEGIC FACTORS

1. Strengths
a. Stock Availability
b. Complete Manpower
c. Good customer service
d. Lower Price
e. Fast deliveries upon release
f. Addressing defective units.
2. Weakness
a. Lack of mother warehouse
b. Distance of mother warehouse
c. Longer time for arrival of stocks from mother warehouse
3. Opportunities
A. Situational Analysis (SWOT)

a. Ownership of other business

b. Investments in other business
4. Threats
a. Competitors
b. Business feud
c. Damages of products upon delivery

B. Review of Current Mission and Objectives

1. Current mission appears to be appropriate
2. Objectives need more clarification and distinctions.
VI. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY
A. Recommended Strategy
1. Establishment of warehouse within the region of Luzon.
The presence of warehouse in the region of Luzon helps in making the stocks of goods
well monitored and ensuring the delivery and operations of the business in Luzon done as
fast as needed. This will also save the business from receiving defective products, saves time
since as of now it takes a month for a stock of product to arrive, though stocks, are in
abundance but time will come that stocks wouldn’t be available.
2. Leverage knowledge via delivery, the delivery team and the product.
It is easier to know if they are delivering a defective appliance and take immediate
actions to avoid these circumstances that may be a start of distortion of accountability.
3. Update the technological advertisement through social media.
Though they are currently using Facebook as a platform of promoting, they also need
to update the latest trends of the business so that the target customers will be informed about
the efficiency of the business starting from before and up to now.
4. Product research and development needs to be improved.
Research and developments conducted should be timely and updated as per the
needs and shortage of ideas in the market.
5. Open for customers feedback and suggestions.
This is needed mostly in all business establishments to check the quality of their
service and the efficiency of their products. Also getting feedbacks help them in knowing
needs, wants, suggestions and request from their customers and it will help them improve the
operations of the business and formulate more effective strategies.
VII. IMPLEMENTATION
As these recommendations communicated efficiently and implemented in the business,
step by step. The business will continue to grow and become more locally competitive.

1. It is sure that the absence of warehouse. This may result in poor feedback of customers
and the quality of assurance may be affected so as a decision a mother warehouse shall
be establish in Luzon. Problems like delayed shipping of products may arise especially
during rainy season and possibilities of being out of stock during peak season. To minimize
these problems, establishment of warehouse is the best solution that can be taken into
action.

Stage 2:
Stage 1: Stage 3: Stage 4:
Allocation of
Finding a suitable Recruitment of Resume
resources and
location. labor force. operations.
equipments.

2. Aside from too much time consume for the shipping of stocks for the branch, a problem
with the assurance of non-defective products is low and of course hard to avoid, this may
cause to the distortion of accountability since higher risk is imposed on the product itself
of course with the delivery. To be able to shorten this risks, daily training with increasing
the knowledge of the team would be able to bridge the gaps.

Stage 2:
Stage 1: Stage 3: Stage 4:
Training or
Orientation of the Checking of Resume
simulation of
delivery team. delivery truck. operations.
delivery.

3. Through social media platforms like Facebook and updated their information posted
thereof, a wider range of customers dig into their business to check for more promos and
discounts which is basically the strength of the business.
 Stage 3:
Stage 1: Stage 2: Stage 4:
Retain atleast one
Prepare a media Start up for Resume
person for page
team. updates. operations.
management.

4. Another hole in the business is the weakness or research and development of products
that is for sure can contribute to the field of marketing and sales of the business.
Customers always look for something new and up-to-date products. Since the business is
a merchandising business, they could demand their supplier to conduct more research
about newly innovated products to offer in the market. These will result in increase of
number of customers.

Stage 1:
Stage 3: Stage 4:
Gather up a staff Stage 2:
Start research and Resume
for research and Division of tasks.
development. operations.
development.

5. As for the feedbacks, the business can produce pamphlets and evaluation forms to their
valued customers to serve as a way of getting feedbacks from them. This is needed mostly
in all business establishments to check the quality of their service and the efficiency of
their products. Also getting feedbacks help them in knowing needs, wants, suggestions
and request from their customers and it will help them improve the operations of the
business and formulate more effective strategies.

Stage 1: Stage 3:
Print out Stage 2: Politely inform the Stage 4:
evaluation forms Put the evaluation customer that
Resume
and apply this form on visible they can evaluate
operations.
also to the area. their purchase
Facebook page. satisfaction etc.
VIII. EVALUATION AND CONTROL
Upon the result of the strategic planning that we conducted. It is best to communicate the
results and given recommendations to the strategic manager who is most especially responsible
in taking measures to ensure the profitability of the business in comparison to their competitors.
Hence, we used a Balanced Scorecard in the format of ClearPoint’s BSC to measure the
probability of good and critical performance of the recommended strategy that we’ve provided.

Categories Objectives Measures Initiative

WAREHOUSE Increase 100 – 80% - Best

in smooth operations. 79 – 59% - Better Establishment of
58 - 50% - Good warehouse within the
49 – 39% - Poor region of Luzon.
38 – 28% - Worse
27– 10 % - Worst

DELIVERY Decrease in 100 – 80% - Best

terms of defective 79 – 59% - Better Leverage
products upon each 58 - 50% - Good knowledge via
delivery. 49 – 39% - Poor delivery, the delivery
38 – 28% - Worse team and the
27 – 10 % - Worst product.

Lower the high 100 – 80% - Worst

risk of disturbance in 79 – 59% - Worse
daily operations. 58 - 50% -Poor
49 – 39% - Best
38 – 28% - Better
27 – 10 % - Good
ADVERTISEMENT Increase the 100 – 80% - Best
number in terms of 79 – 59% - Better Update the
customers. 58 - 50% - Good technological
Increasing 49 – 39% - Poor advertisement
business reputation 38 – 28% - Worse through social media.
within the vicinity.
 27 – 10 % -
Worst
PRODUCT Keep up with 100 – 80% - Best
the advancement in 79 – 59% - Better Improvement of
appliances. 58 - 50% - Good product research and
Increase 49 – 39% - Poor development
profitability. 38 – 28% - Worse
27 – 10 % - Worst
CUSTOMERS Increase the 100 – 80% - Best
number in terms of 79 – 59% - Better Opening of
customers. 58 - 50% - Good feedbacks and
Increase 49 – 39% - Poor suggestions for
satisfaction. 38 – 28% - Worse customers
Retain each of 27 – 10 % - Worst
the customers.
Lower 100 – 80% - Worst
customer loss. 79 – 59% - Worse
58 - 50% -Poor
49 – 39% - Best
38 – 28% - Better
27 – 10 % - Good

The green colored in the objective’s column are those positive goals that needs to be
retained while the red ones are those who needs intense focus and as much as possible need to
be avoided. On the column of performance, all the measures are the same except for delivery
and customers which each second objectives are marked in red, the higher the percentage the
higher it would put the organization into risk. While on the other category the higher the
percentage the best performance of the business is attained. Initiatives are in red color because
it needs to be implemented strategically and as much as possible with intensive care.
 Moreover, the strategic manager can adapt these recommendations in their day to day
operations to improve their competence in terms of achieving their strategic objectives, here are
our calculation on how much will it affect the business itself with the use of measuring standards
we’ve set on the Balanced Scorecard.

1. Problems like delayed shipping of products may arise especially during rainy season and
possibilities of being out of stock during peak season. Therefore, establishment of
warehouse within the vicinity of Luzon could increase the possibility of smooth operations
seventy-five up to a hundred percent.
2. Cases of defective appliances and unmonitored stocks of product may occur if not taken
care of immediately. This will result to seventy-five percent risk of disturbance in the
business operations.
3. Outdated technological advertisement may give the impression of being neglected and
unsound business marketing strategies. By updating their social media advertisements
and creating influences in the internet, they could attract fifty to sixty-five percent of the
netizen customers.
4. Some of the old appliances takes too much electricity compared to the latest ones.
Through research about these, products can create more benefits to the customer and
can raise seventy-five percent probability of patronizing their products.
5. Customers feedbacks is an essential part of the business operations because they serve
as the match to light the fire of more business strategies. Hundred percent of marketing
strategies are based on customer’s feedbacks because as the saying goes, customer is
always right.
 College of Business Administration

Bulacan State University

Bustos Campus

Bustos, Bulacan

STRATEGIC PLANNING

Submitted by:

Calago, Jennylyn F.

Castro, Jessica G.

Dela Rosa, Donna Grace T.

Pajigar, Shania Ingrid E.

Singcol, Samanta L.

Valmadrid, Anne Melisse B.

BSBAFM-2F

Submitted to:

Mr. Laurence Espino