Table of Contents

COMPANY PROFILE................................................................................................................................2

Product Profile.............................................................................................................................................5

SWOT ANALYSIS.....................................................................................................................................6

Internal Factors Evaluation..........................................................................................................................7

External Factors Evaluation.........................................................................................................................9

Internal-External Matrix (IE).....................................................................................................................12

TOWS STRATEGIC ALTERNATIVES MATRIX..................................................................................14

BOSTON CONSULTING GROUP (BCG MATRIX)..............................................................................19

Quantitative Strategic Planning Matrix......................................................................................................21

1
 COMPANY PROFILE
HISTORY

EPIMELEOMAI (Greek word meaning “I Care”) Multi-Purpose Cooperative is a church-based

cooperative of the La Trinidad Assembly of God (LTAG) now the Highland Metropolitan Assembly of

God (THMAGC) Church located at MB Puguis, La Trinidad, Benguet. It was organized in 1997 with

seventeen (17) members. Before the cooperative was conceived, group of young professionals organized

themselves to Christ Ambassador’s Reaching Out and Encouraging (CARE) of which the main purpose is

to be involved in missions. In order to sustain and manage its affairs and activities, the group agreed to

have a monthly pledge in a form of cash. The first Mission trip was then conducted at Alab, Bontoc on

December 1997. The activities include medical-dental mission, evangelism, concert and distribution of

assorted goods (clothing’s and groceries).

After the mission, funds were depleted. The group then thought to engage in an income-

generating activity to finance mission activities in the future. Majority of the members agreed to organize

a cooperative in order to raise funds for mission works.

An initial share capital of P 27 833.00 was collected as starting capital. The amount was then

loaned out to members with minimum interest. ADHOC Committees were created to manage the

operation of the cooperative. An intensive campaign to church member was done to increase membership.

After two (2) years of operation, the cooperative was registered to CDA on June 14, 1999 with 42

members. On 2005, the cooperative submitted its first amendment particularly on capitalization and

membership classification of which the CDA approved.

To have a better understanding on the operation of the cooperative, Pre-Membership Education

Seminar (PMES) was conducted for membership awareness. Various trainings were also attended by the

officers and management staff to equip them in their operation of the cooperative.

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 At present, the cooperative has already a complete set of officers and part-time management staff

that manages its operation. The service offered to its members is credit and are classified as regular,

agricultural and emergency loans.

In July 2008, the new Cooperative Code of the Philippines or RA 9520 with its implementing

Rules and Regulations (IRR) was approved. With this, all cooperatives were required to amend its

Articles of Corporation and By-Laws (ACBL) in compliance to RA 9520. In October 15, 2009, the

EPIMELEOMAI Cooperative received its amended ACBL with registration No. 9520-15000641.

The cooperative also applied for a Certificate of Tax Exemption with the Bureau of Internal

Revenue (BIR) in compliance to RA 9520

NATURE OF BUSINESS

EPIMELEOMAI Multi-purpose Cooperative is a money lending cooperative, specifically for its

members, which offers variety of lending services such as regular, agricultural and emergency loans. It is

primarily organized to provide goods and services, to encourage thrift and savings mobilization to

promote the cooperative as a way of life for improving the social and economic well-being of its

members. The activities include medical-dental mission, evangelism, concert and distribution of assorted

goods (clothing’s and groceries).

As provided, the net surplus of the cooperative shall be distributed as follows; at least 10% shall

be allocated for General Reserve Fund which will be used as a cushion to sustain the cooperative’s

stability and continuous existence; At most 10% shall be allocated for Education and Training Fund

which will be used for the education and training of officers, staffs and members; and at most 10% shall

be allocated for Optional Fund which will be used by the cooperative as building fund, community and

development fund and social fund.

VISION

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 A strong responsive and service oriented cooperative with dynamic discipline and well-equipped

members who are effectively managing their affairs with quality service for an improved economic, socio

cultural and spiritual aspect of life.

MISSION

To provide quality service to members through continuous education, financial assistance and

strong linkages with other organizations towards sustainable development and better quality of life.

4
 PRODUCT PROFILE

The Cooperative is offering different types of loan which caters the needs of its member commonly

on the additional capital for business and home improvement

 Regular Loan

- Credit limit of members in this type of loan is ₱500,000 and payable within 1-3 years.

- Most Availed service of the entity

- Loan window where proceeds may be released within the same business day if the amount

applied for does not exceed fifty thousand pesos (₱50,000.00), otherwise, the proceeds will

be released after interview and approval by the Credit Committee.

 Emergency Loan

- Credit Limit of members in this type of loan is ₱10,000 payable for 3 months

- Members avail this kind of loans right away to cover unexpected payments

- Commonly availed for family needs and hospitalization of nonmembers

 Agricultural Loan

- Credit Limit of members in this type of loan is ₱50,000 payable for 3 months

- Can be used to have Working capital for any Agriculture-related productive activity such as

crop production, poultry and livestock production, fisheries development and others related to

agriculture

SWOT ANALYSIS

This strategy tool is used to identify and analyze the internal and external factors that have an

impact on the viability of a project, product, place or person

5
STRENGTH WEAKNESS
o Accessible location o No established online presence
o Excellent social relationship o Strict requirement for member qualification
o Various professional /connections o Research and development is limited
o Increasing capital/ Financially sound o No current advertisements(Physical)
o Uniqueness o Open every Sundays only(1/2 day)
o Strong management o Existing Bad debts
o Tenure in business o Lack of competitive power in salary scale
o Conducts CSR o Shortage of qualified/competitive staff
o Regular Monthly meetings o Loose Credit Policies
o Compliance with the needed requirements o Only membership is limited to members of
“Assembly of God”

OPPORTUNITIES THREATS
o New Markets o Chance in demand
o New partnership and alliances o Negative reviews
o Expansion of services o Recession
o High unemployment rate o Fortuitous events
o Technological Progress o Fast technologies changes
o Innovation of existing services o Potential Competition
o Expansion of branch o Uncertain Economic Events
o Regulatory agencies favoring cooperatives. o Changes in government regulations
o Expansion of the office o Bankruptcy
o Free seminars and trainings provided by the o Customer’s insolvency/ death
government or private firms

INTERNAL FACTORS EVALUATION

This strategy tool is used to evaluate the company’s internal environment and to identify both the

strength and weaknesses which is the key internal factors

Strength Factor Weight Rating Weighted Range

6
Accessible location 0.045 3 0.135
Excellent social relationship 0.045 3 0.135
Various professional/connections 0.05 3 0.15
Increasing capital/ Financially sound 0.075 4 0.30
Uniqueness 0.085 4 0.34
Strong management 0.06 4 0.24
Tenure in business 0.06 4 0.24
Conducts CSR 0.07 4 0.28
Regular monthly meetings 0.0075 3 0.00375
Compliance with the needed 0.0025 3 0.0075
requirements
Weakness Factor Weight Rating Weighted Range
No established online presence 0.025 2 0.05
Strict requirement for member 0.075 1 0.075
qualification
Research and development is limited 0.005 2 0.01
No current advertisement (Physical) 0.02 2 0.04
Open every Sunday only (1/2 day) 0.1 1 0.10
Existing bad debts 0.045 2 0.09
Lack of competitive power in salary 0.06 1 0.06
scale
Shortage of qualified/ competitive 0.055 1 0.055
staff
Loose credit policies 0.045 2 0.09
Only membership is limited to 0.07 1 0.07
members of “Assembly of God”
Total 1.00 2.47

The total weighted score for the internal factor evaluation is 2.47 which means the cooperative

has a near average total weighted score and it responds in an standard way to existing strengths and

weaknesses.

As to the strengths of the entity the two internal factors with the highest weighted score is

“Uniqueness (0.34)” and “Increasing Capital/Financially sound (0.30)” wherein, Uniqueness in a way that

the cooperative prioritizes the local church pastors of the cooperative due to the fact that they doesn’t

have income while Increasing Capital/Financially sound by which it helps in assuring that there will be

enough fund for upcoming projects that the entity will utilize. On the other hand, the two with the lowest

weighted score is Compliance with needed requirements at which point it makes the cooperative de jure

7
on its operation and the other one is they are conducting regular monthly meetings and they’re

constituting quorum in most of their meetings.

As to the weaknesses of the entity the two internal factors with the highest weighted score is

“Open every Sundays only (Half day)” and “Strict requirement for member qualification” wherein, Being

open every Sunday afternoon is quite crucial for the cooperative as it can be the reason for the members

to choose other cooperatives service that opens every day and the other one which mandates members of

the cooperative to be a member of the congregation Assembly of God. On the other hand, the two with

the lowest weighted score is “Research and Development is limited” and “No current Advertisement

(Physical)” whereby, Research and Development is limited due to the fact that they’re offering a single

service and the No current advertisement (Physical) is not that important because the target customers is

limited.

EXTERNAL FACTORS EVALUATION

This strategy tool is used to investigate the company’s external environment and to identify the

available opportunities and threats which is the key external factors

Opportunity Factor Weight Rating Weighted Range

New markets 0.07 3 0.21
New partnership and alliances 0.07 3 0.21
Expansion of services 0.125 4 0.5
High unemployment rate 0.045 4 0.18
Technological progress 0.045 4 0.18
Innovation of existing services 0.125 4 0.5
Expansion of branch 0.0325 4 0.13
Regulatory agencies favoring 0.045 3 0.135
cooperatives
Expansion of the office 0.0325 4 0.13
Free seminars and trainings provided 0.025 3 0.075
by the government or private firms
Threats Factor Weight Rating Weighted Range
Chance in demand 0.1 1 0.1
Negative reviews 0.03 2 0.06

8
Recession 0.015 2 0.03
Fortuitous events 0.05 1 0.05
Fast technological changes 0.02 2 0.04
Potential competition 0.04 2 0.08
Uncertain economic events 0.03 2 0.06
Changes in government regulations 0.045 2 0.09
Bankruptcy 0.035 2 0.07
Customer’s insolvency/ death 0.02 2 0.04
Total 1.00 2.87

The total weighted score for the external factor evaluation is 2.87 which mean that the

cooperative has an above average total weighted score and it responds in a standard way to existing

opportunities and threats.

For the opportunities, the Innovation of Existing Services and Expansion of Services have the

highest weighted average of 0.5. These two have the highest weighted average since the probability of

occurrence in grabbing these opportunities are higher because it requires lower cost. Due to the

possibilities brought by technology, it is more likely that we can innovate or improve our services through

providing online platforms that can capture vast audience in the market. As for the Expansion of Services,

EMPC can adopt new services since the management is open to expansions and there will be no

complications since the cooperative is initially registered as a multi-purpose cooperative under the CDA.

On the other hand, the two least weighted average was the Expansion of Branch (0.13) and Free Seminars

and Trainings provided by the government or private institutions, (0.075). Expansion of branch is least

likely to happen since it requires larger outlay in cash and the cooperative may not yet be capable to

manage another branch because of the shortage in employees. The free seminars and trainings provided

9
by external parties also have the least weighted average since the EMPC can afford to fund seminars with

or without the intervention of private institutions.

As to the threats of the entity, the two external factors with the Highest Weighted Score are (1)

Change in Demand with a weighted average of 0.1, because there is a huge possibility that the

cooperative clients and customers will shift to other cooperative since the cooperative only have limited

services offered, and (2) Fortuitous Events (0.05), although these events happen infrequently, but might

take a huge toll in the cooperative for the losses it may cause. While the two external threats with the

lowest weighted overage are (1) Recession with a weighted range of 0.03, and (2) Fast Technology

Changes with 0.04 weighted range. Recession is viewed as one that is less threatening compared to the

rest listed for a reason that the cooperative sounds financially stable which makes the possibility of it

undergoing recession is least likely to happen. Fast technology advancement is not viewed as a major

threat since some or most of the cooperative’s and council’s members are computer literate, and

undergoes seminars that is why they can easily keep up with the fast pace of any technology

advancement.

10
INTERNAL-EXTERNAL MATRIX (IE)

11
12
 TOWS STRATEGIC ALTERNATIVES MATRIX
This Strategic tool is used to analyze, generate, and select business strategies to attain the overall
goals and objectives of the company
STRENGTH
1. Accessible location
2. Uniqueness
3. Strong management
4. Conducts CSR
5. Compliance with the
needed requirements
6. Excellent social
relationship
7. Various professional
/connections
8. Increasing capital/
Financially sound
9. Tenure in business
10. Regular Monthly
meetings
OPPORTUNITY
1. New markets
2. High unemployment rate
3. Innovation of existing services
4. Regulatory agencies favoring
cooperatives
5. Expansion of the office
6. New partnership and alliances
7. Expansion of services
8. Technological Progress
9. Expansion of branch
10. Free seminars and trainings
provided by the government or private
firms
1. The entity is established with
religious intervention which created
the uniqueness of it. New markets are
more likely to be induced in a
cooperative that is biblically oriented.
(S2 – O1)
2. Through a consistent effective and
efficient administration it would
encourage people to join and engage in
the cooperative as members, partners
or alliances. Also, with the
modernization and rampant progress of
technology, it would open a possibility
for innovations to fasten services,
together with it is the expansion of its
office.(S3 – O1, O3, O5, O6)
3. The cooperative conducts CSR
which means it operates in an ethical
and sustainable ways. The regulating
agencies, primarily the government
and the church, which imposes the law
to bridle injustices and
unrighteousness, would find
THREATS
1. Change in demand
2. Negative reviews
3. Potential Competition
4. Uncertain economic events
5. Bankruptcy
6. Recession
7. Fortuitous events
8. Fast technologies changes
9. Changes in government regulations
10. Member’s insolvency/ death
1. The Cooperative is located in the
city which tells that it has an
accessible location that serves as an
advantage of the cooperative that
contributes in reducing the threat of
having a potential competition. (S1-
T3)
2. Another factor that will help the
entity in eliminating the threat
regarding competitors is its unique
characteristic. (S2- T3)
3. Compliance of needed
requirements also helps in
maintaining good and positive
reviews. (S5- T2)
4. By means of increasing the capital
of the cooperative, the entity will be
able to acquire technologies that will
benefit them and it will lower down
the risk with respect to technological
advancement. (S8- T8)
5. Having a strong management can
lessen the possibilities of having
negative reviews because it denotes
that the management runs smoothly.
(S3- T5)
13
approbation on the entity who
consistently abides with the
implemented guidelines. (S4-O4)

4. The increase on capital of the coop

would lessen the risk of dissolution. A
bountiful working capital would lead
to the expansion of the offered services
as well as the growth of their offices.
(S8-O5,O7,O8, O3)

5. EMPC is ascertained to harness

towards achieving the cooperative’s
objectives in the long run. The
continuity assumption of this would
stimulate new markets, alliances and
partners giving them the assurance of
non-dispersal, so long as the financial
is stable. (S9-O1,O6)

14
 OPPORTUNITY
1. New markets
2. High unemployment rate
3. Innovation of existing services
4. Regulatory agencies favoring
cooperatives
5. Expansion of the office
6. New partnership and alliances
7. Expansion of services
8. Technological Progress
9. Expansion of branch
10. Free seminars and trainings provided
by the government or private firms
WEAKNESS 1. Strict requirement for members can
1. Strict requirement for be overcome with certain opportunities
member through new markets by increasing
2. Research and benefits received by the members and,
innovation of existing services to
development is limited compensate for the strictness of
3. Lack of competitive membership. (W1- O1, O3)
power in salary scale
4. Shortage of qualified/ 2. No established online presence will
competitive staff end as the business can use free
trainings and seminar, innovation of
5. Loose credit policies
existing services and technological
6. No established online advancement in the market to be known
presence online and promote the business. (W6-
7. No current O8, O10, O3)
advertisements(Physical
) 3. The lack of competitive power in
salary scale, entity may use new markets
8. Open every Sundays to cater other customers that will
only(1/2 day) increase their fund. (W3- O1)
9. Existing Bad debts
10. Only membership is 4. In the shortage of qualified staff, it
limited to members of can use free seminars and trainings
“Assembly of God” provided by the government or private
firms to turn this into a competitive edge
of the firm. (W4- O10)
5. Having limited R&D, the entity can
grab free seminars and trainings, use
technological advancement and expand
office to make the transaction easier.
(W2- O5, O8, O10)
BOSTON CONSULTING GROUP (BCG MATRIX)
This Strategy tool is used to evaluate the strategic position of the business brand portfolio and its
potential
THREATS
1. Change in demand
2. Negative reviews
3. Potential Competition
4. Uncertain economic events
5. Bankruptcy
6. Recession
7. Fortuitous events
8. Fast technologies changes
9. Changes in government regulations
10. Member’s insolvency/ death
1. Responding rationally and enhancing
customers service skills may
compensate the negative reviews
brought by shortage of staff. (W4-T2)
2. Seeking for investors to invest in the
cooperative may suffice expenses for
R&D in order to keep in pace with its
competitors and change in demand
(W2-T3-T1)
3. To eliminate the possibility of
bankruptcy, the cooperative should
tighten the credit policies. Loose credit
policies may make it difficult to assess
and collect owing of its debtors. (W5-
T5)
4. With strict requirement, offering
package deals and increasing benefits
may persuade customers to be a
member, causing the increase of funds
and lessen bankruptcy. (W1 – T5)
5. Creating social media accounts for
the cooperative may help to penetrate
and keep on pace with the competition
without spending too much cost on
advertisements. (W7 – T3)
15
 Regular Loan  Emergency Loan
 Agricultural Loan

16
 Emergency loans do not generate too much cash flow because it is intended for unforeseen or

unexpected occurrence or set of circumstances and was rarely to occur while agricultural loan is also

considered as dog since numbers of farmers in the entity are declining and shifting to other profession or

livelihood as a result of high input costs and agricultural land are being converted into highways, housing

and factories. The suggested strategy for these types of loans is to revamp these services by increasing the

interest rate and adding more features to it like having additional benefits in availing this kind of loan.

On the other hand, Regular loan is categorized as Cash Cow because large portion in the

cooperative’s income comes from the money generated from the interest of this specific loan and the

number of members availing this service is greater than those of the other services. Furthermore, Harvest

strategy is suggested as it would improve the product and it can generate as much money as possible.

17
 QUANTITATIVE STRATEGIC PLANNING MATRIX

The strategic tool to objectively select the best strategy using input from other management
techniques

Increase the Interest rate Add savings deposit and

for the regular loan time deposit on services
offered
Key Factor Weight AS TAS AS TAS
Opportunity
New markets 0.07 2 0.14 3 0.21
New partnership and alliances 0.07 3 0.21 3 0.21
Expansion of services 0.125 1 0.125 4 0.5
High unemployment rate 0.045 - - - -
Technological progress 0.045 3 0.135 3 0.135
Innovation of existing services 0.125 4 0.5 2 0.25
Expansion of branch 0.0325 1 0.0325 2 0.065
Regulatory agencies favoring 0.045 2 0.09 2 0.09
cooperatives
Expansion of the office 0.0325 - - - -
Free seminars and trainings 0.025 - - - -
provided by the government or
private firms
Threats
Chance in demand 0.1 4 0.4 4 0.4
Negative reviews 0.03 4 0.12 3 0.09
Recession 0.015 - - - -
Fortuitous events 0.05 - - - -
Fast technological changes 0.02 3 0.06 3 0.06
Potential competition 0.04 1 0.04 1 0.04
Uncertain economic events 0.03 - - - -
Changes in government 0.045 1 0.045 1 0.045
regulations
Bankruptcy 0.035 - - - -
Customer’s insolvency/ death 0.02 - - - -
Total 1.00
Strength
Accessible location 0.045 2 0.09 2 0.09
Excellent social relationship 0.045 2 0.09 2 0.09
Various professional/connections 0.05 2 0.1 2 0.1
Increasing capital/ 0.075 2 0.15 2 0.15
Financially sound
Uniqueness 0.085 2 0.17 1 0.085

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Strong management 0.06 4 0.24 3 0.18
Tenure in business 0.06 3 0.12 3 0.12
Conducts CSR 0.07 - - - -
Regular monthly meetings 0.0075 - - - -
Compliance with the needed 0.0025 - - - -
requirements
Weakness
No established online presence 0.025 - - - -
Strict requirement for member 0.075 - - - -
qualification
Research and development is 0.005 4 0.02 4 0.02
limited
No current advertisement 0.02 - - - -
(Physical)
Open every Sunday only (1/2 day) 0.1 - - - -
Existing bad debts 0.045 - - - -
Lack of competitive power in 0.06 - - - -
salary scale
Shortage of qualified/ competitive 0.055 - - - -
staff
Loose credit policies 0.045 - - - -
Only membership is limited to 0.07 - - - -
members of “Assembly of God”
Total 1.00 2.9375 2.99

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 The alternative strategies generated from the analysis of SWOT analysis, while taking into

account the vision, mission, goals, and objectives of the Epimeleomai Multi-Purpose Cooperative are as

follows: Add savings deposit and time deposit on services offered, Increase the Interest rate of regular

loan. These are the suggested strategies as the cooperative already have the capacity to implement such

changes.

The two with the highest weighted range is Innovation of existing services and Expansion of

services

The business analyzed herein should “Add savings deposit and time deposit on services offered”

rather than “Increase the Interest rate of regular loan” as it is more attractive strategy

Enhance the product regular loan by increasing the interest rate

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