First Strategic Planning Workshop December 05 to 07, 2008 Louisiana, Laguna

First Strategic Planning WorkshopDecember 05 to 07, 2008

Louisiana, Laguna

The Vision of ExIST Inc. …

ExIST, Inc. will pursue to be the most trusted services and solutions provider of alternative,

developmental, economical, and ecological systems and technologies to various sectors in

the country and its shareholders recognized and respected in their respective specializations.

The Mission of ExIST, Inc. …•We are social entrepreneurs committed to one social mission: to be catalysts of change. We believe that challenges in our environment are development opportunities for economic and social progress which can fundamentally change communities, peoples’ ways, and lives. •We are commissioned to create a positive relationship with our clients by providing them the best environmental systems and technologies that are tailor-fitted to meet their demands, needs, and standards to their satisfaction.•We shall continuously deliver innovative and affordable quality products and services to our clients that are competitive in the marketplace.

The Mission of ExIST, Inc. …

•We will provide a favorable, comfortable, and family-oriented working environment that brings out the best ideas and performances and enhances the quality of lives of our stakeholders - shareholders, employees, and clients. • We commit to develop and train potential leaders of our organization.

Shareholders/Owners (profits) Market

Provide sustainable business opportunities thru:a)Continuous and increasing revenue generation and Sound financial managementb)Provisions of venues that would satisfy the needs in terms of skills, management, and financial development, andc)Participatory environment for quality performance in achieving the company’s success

Be the leading service provider of systems and technologies thru expansion of market share on environmental, developmental, social, economic, and technical services in the public and private sectors.

The Objectives of ExIST, Inc. are:

Customers Employees

Create a relationship thru provision of the most economically sound systems and technologies that will improve their business and satisfy their needs and standards.

Provide a good working environment for the employees thru:a)Giving proper compensation and incentivesb)Venue for growthc)Comfortable workplaced)Technical and skills enhancemente)Improvement of the social, physical, and economical aspects of their lives

Gain recognition by extending fast and reliable technical assistance

Develop respected, recognized, and visionary advocates out of our employees

Be partners in development To recognize them as the most valued assets of the company

Promote involvement, teamwork, and cooperation.


Community/Society/environment, etc.

Develop new ideas, systems, guides, templates, and technologies

Establish a reputable name in the industry by formation of effective and operational projects.

Commit in complementary efforts that will enhance opportunity, equality, and security thru:a)Development of best line-up of systems and technologies that would reverse the adverse effect of industrialization and population growth.b)Provisions of social progress programs to the community and society by helping improve the environmentc)Enhancement of the standard of living in our community


Shareholders/Owners (profits) KRAs 09 10

Provide sustainable business opportunities thru:a)Continuous and increasing revenue generation and Sound financial management

a.1) annual sales, revenue, and net profit increasinga.2) improve general and overall ROIa.3) decrease ave. period of time per transactiona.4) new and existing revenue sources increasinga.5) percent of projects completed within specs, sched., and budget improving

5% of ‘08

KRA’s and PI’s of ExIST, Inc. are:

Shareholders KRAs 09 10

Provide sustainable business opportunities thru:

b) Provisions of venues that would satisfy the needs in terms of skills, management, and financial development, and

b.1) attendance to seminars, trainings, workshops, team buildings increasing over time (domestic and international)b.2) % of satisfaction levels of shareholders increasing in terms of dividendsb.3) satisfaction level on the technical services, benefits provided increasing (financial remuneration and incentives*)b.4) increase in involvement on operational services rendered

L = 4F = 1

Php xx

Php 25K each

*TBA1 each

L=+4 up to 2013F=+1 up to 2013

10% of 2009 then 11% from year 2011, 12% by 2012, 13% by 2013.30K each (2010), 50K (2011), 70K (2012), 100K (2013).

*TBA2 each, 3 up to 5 each up to 2013.


Shareholders KRAs 09 10

Provide sustainable business opportunities thru:

c) Participatory environment for quality performance in achieving the company’s success

Good communication system among Shareholders in terms of: absences to meetings and solidarity activities decreasing, equipment, technology/facilities, bigger office

detailed and delineated responsibilities of shareholders (Strat)

5 abs

Celfones

4 abs decreasing and 0 abs by 2013.Laptops with internet.(2011) – own cubicle(2012) - dept with EA(2013) – car* (*TBA)


Market KRAs 09 10

Be the leading service provider of systems and technologies thru expansion of market share on environmental, developmental, social, economic, and technical services in the public and private sectors.

1) Percent in annual gross sales quantity

2) Percent market dominance

3) Increase in number of clients from private sector and public sector

4) Increase in percentage of company recognition in the industry

5) Widened market geo coverage, per region

Php xx

30%

L = 15P = 5

4% of 100 industry players in 2008

LVM

50% then + 10% up pa up to 2013.40% (2010), 50% (2011), 60% (2012), 70% (2013)+ 3 each annually up to 2013

+ 4% annually up to 2013

All regions, Prov’l (2011), Municipal/Cities (2012), at least 1 Foreign (2013)


Customers KRAs 09 10

Create a relationship thru provision of the most economically sound systems and technologies that will improve their business and satisfy their needs and standards.

a) Level of Operational mgt. implementation of projects and technical assistance improving

b) Number of complaints decreasingc) Satisfaction of service level of

customers in terms of aftersales calls, visitations (technical and customer relation) increasing

d) Number of referrals increasing

e) Percent ratio of satisfied vs. not satisfied clients

f) Introduction of alternative services and products that can lead to client savings increasing

g) Increase in years of service trust from our clients (years)

75%

50%Same

100% of 20085:1

At least 1 every year1

+ 5% annually up to 2013

65%, 80%,90%, 100% (0 level)Same

100% of previous7:1, 8:1, 9:1, 10:1At least 1 every year until 2013

+1 every year



Gain recognition by extending fast and reliable technical assistance

1) % of transactions closed/ materialized via referrals increasing

2) Demands for exist shareholders and employees as resource persons increasing

3) Exist as a model of 1st provider thru minor, major awards/ recognitions received increasing

60%

3

At least 1

+10% pa = 100% by 2013

+ 1 per year = 7 by 2013

At least 1 every year until 2013



Be partners in development

1) Increase in number of joint projects and programs with our partners

2) Participation in local and international funding and development agencies’ projects and programs increasing

3) Number of nationwide network of partner cities, municipalities and private industries established increasing

3

1

3

+1 per year up to 2013

At least 1 per year up to 2013

+1 per year up to 2013


Employees KRAs 09 10

Provide a good working environment for the employees thru:a)Giving proper compensation and incentivesb)Venue for growthc)Comfortable workplaced)Technical and skills enhancemente)Improvement of the social, physical, and economical aspects of their lives

1. Adherence to proper compensation and benefits

A)increase in daily ratesB)increase in health and

social programsC)increase opportunities

within the organizationD)attendance to local

seminars increasingE)increase in performance-

based incentives2. Attendance to internal

meetings and solidarity activities

3. Number of turnover of employees as a result of working environment decreasing

Min. wageMin. based on law**

1 per year

Max 10% pa5 allowable absences10%

Max 10% paBased on increase**

1 per year up to 2013Max 10% pa up to 2013-1 per years up to 20138%, 5%, 3%, 0% ( no more turnover by 2013)



Develop respected, recognized, and visionary advocates out of our employees

1) Sending employees to workshops, seminars, meetings increasing

2) Number of employees with significant positive lifestyle change improving

3) Level of commitment to Exist’s objectives improving - % of participation

1

5%

50%

1 per year

15%, 20%, 25%, 30%

60%, 70%, 80%, 100%

To recognize them as the most valued assets of the company

1) High regard for Exist employees improving

2) Increase of promoted deserving employees

2 : Semi-annual

Per performance & item

Quarterly, every 2mos., every month 2012 and 2013As per performance & item



Promote involvement, teamwork, and cooperation.

1) Number of team building activities for employees increasing

2) Employee productivity increasing3) Heighten interaction among co-workers

improving4) Employee/s involvement in projects

increasing

1

80%Same

80%

+1 pa up to 2013+5% paSame

+5% pa



KRAs 09 10

Establish a reputable name in the industry by formation of effective and operational projects.

1) Increase in partnership with public and private sector

2) Increase in number of recognized Exist effective programs and brand name

3) Number of recognition, endorsement and accreditation increasing

3

1

At least 1

+1 pa

+ 1 pa

At least 1 per year



KRAs 09 10

Commit in complementary efforts that will enhance opportunity, equality, and security thru:a)Provisions of social progress programs to the community and society by helping improve the environmentb)Enhancement of the standard of living in our community

Development of CSR programs and activities increasing

1 1 pa


Products

Products KRAs 09 10

To continuously offer the most innovative, updated, cost-efficient, and affordable products tailorfit to the needs of the market

Increase # of patents and trademarks of our products

# of compliant to national and international standard products increasing

1

1

1 per year

1 per year

Develop new ideas, systems, guides, templates, and technologies

Increase in complete and reliable ideas, guides, systems and technologies offered

1 +1 pa

To continuously invest in the R&D geared toward improving our products and expand our product lines

Recognized products by the concern accrediting agencies increasing

1 1 per year


Strengths:• Motivated, young, aggressive, diverse, resourceful, technically capable, innovative

workforce• Established/Strong relationship with manufacturing partner• Established initial market base• Strong product line and services• Strong market share• Length of existence in the industry• Complete office resources in terms of basic functions• Capability to penetrate a new industry or market• Fraternity Brothers• Accessible office location• Solid R&D• Open to new and adaptable ideas• Willingness of shareholders to learn Internal check and balance• Office-manning Schedule • Flat organization thus flexible, faster decision making, and immediate action and

feed backing• Flexi-time – ability to work beyond regular work hours and work days

Weaknesses

• Limited or minimal/workforce• Limited financial capability• Internal Systems and policies still evolving

– Lack of involvement to the projects due to undefined duties and responsibilities of each

– Inability to strictly adhere to meeting deadlines and schedules due to lack of focus in sustaining initiated tasks

• Product quality has manufacturing flaw and lacks standard• Limited technical capability of shareholders• Lack of infrastructure experience in related fields i.e. construction,

ecotourism• Long Gestation periods of projects • No market plan

Opportunities• RA 9003, presence of legal groundwork for the services offered• Emerging and growing demand on RDF• Growing demand on waste processing services• Big potential for marketability of products• Availability of untapped markets like private sectors• Increasing need of alternative systems on waste management globally• Companies will tend to focus on savings due to current global financial crisis• Strong ties with LGUs ex. Partnership with Morong• Successful clients serve as opportunity for referrals• Booming industry due to increasing people’s awareness and concern on global warming and other

environmental issues• Existence of frat and non-frat contacts in furthering the company’s network• Vast existing source of knowledge• Government support with:

– Housing development– Intellectual Property Rights– Micro-financing– SME Financing and Guarantee

• Events regarding Environment and Waste Management• Presence of possible networks in government, NGOs, local and international (for membership,

networking, research), media

Threats• Imminent effect of global financial crisis• Emerging competitors locally and globally (ex. In waste to energy)• Competitions in other services ex. Developmental and

environmental planning and license• Obsolescence of products brought about by changing market

trends and emerging technologies• Termination of RA 9003 by 2010• Lack of competitiveness of distributors and /or contacts • Lack of commitment by clients to the project• Very unstable pricing and returns in the market because there is no

product and pricing standards (locally)• Nearing saturation of the LGU market• Local politics and limitations in local units’ budgets• Greediness of LCE’s

SWOT Analysis using SWOT Matrix

Internal Factors

External Factors

Strengths Weaknesses

Opportunities S-O Analysis W-O Analysis

Threats S-T Analysis W-T Analysis

Strengths Opportunities1. Motivated, young, aggressive, diverse, resourceful,

technically capable, innovative workforce2. Established/Strong relationship with manufacturing

partner3. Established initial market base4. Strong product line and services5. Strong market share6. Length of existence in the industry7. Complete office resources in terms of basic

functions8. Capability to penetrate a new industry or market9. Fraternity Brothers10.Accessible office location11.Solid R&D12.Open to new and adaptable ideas13.Willingness of shareholders to learn Internal check

and balance14.Office-manning Schedule 15.Flat organization thus flexible, faster decision

making, and immediate action and feed backing16.Flexi-time – ability to work beyond regular work

hours and work days

1. RA 9003, presence of legal groundwork for the services offered

2. Emerging and growing demand on RDF3. Growing demand on waste processing services4. Big potential for marketability of products5. Availability of untapped markets like private sectors6. Increasing need of alternative systems on waste

management globally7. Companies will tend to focus on savings due to current

global financial crisis8. Strong ties with LGUs ex. Partnership with Morong9. Successful clients serve as opportunity for referrals10. Booming industry due to increasing people’s awareness and

concern on global warming and other environmental issues11. Existence of frat and non-frat contacts in furthering the

company’s network12. Vast existing source of knowledge13. Government support with:

a) Housing developmentb) Intellectual Property Rightsc) Micro-financingd) SME Financing and Guarantee

14. Events regarding Environment and Waste Management15. Presence of possible networks in government, NGOs, local

and international (for membership, networking, research), media

Strengths vs. Opportunities

Strengths Threats1. Motivated, young, aggressive, diverse, resourceful,

technically capable, innovative workforce2. Established/Strong relationship with manufacturing

partner3. Established initial market base4. Strong product line and services5. Strong market share6. Length of existence in the industry7. Complete office resources in terms of basic

functions8. Capability to penetrate a new industry or market9. Fraternity Brothers10.Accessible office location11.Solid R&D12.Open to new and adaptable ideas13.Willingness of shareholders to learn Internal check

and balance14.Office-manning Schedule 15.Flat organization thus flexible, faster decision

making, and immediate action and feed backing16.Flexi-time – ability to work beyond regular work

hours and work days

1. Imminent effect of global financial crisis2. Emerging competitors locally and globally (ex. In

waste to energy)3. Competitions in other services ex. Developmental

and environmental planning and license4. Obsolescence of products brought about by

changing market trends and emerging technologies5. Termination of RA 9003 by 20106. Lack of competitiveness of distributors and /or

contacts 7. Lack of commitment by clients to the project8. Very unstable pricing and returns in the market

because there is no product and pricing standards (locally)

9. Nearing saturation of the LGU market10.Local politics and limitations in local units’ budgets11.Greediness of LCE’s

Strengths vs. Threats

Weaknesses Opportunities1. Limited or minimal/workforce2. Limited financial capability3. Internal Systems and policies still evolving

a) Lack of involvement to the projects due to undefined duties and responsibilities of each

b) Inability to strictly adhere to meeting deadlines and schedules due to lack of focus in sustaining initiated tasks

4. Product quality has manufacturing flaw and lacks standard

5. Limited technical capability of shareholders6. Lack of infrastructure experience in related

fields i.e. construction, ecotourism7. Long Gestation periods of projects 8. No market plan

1. RA 9003, presence of legal groundwork for the services offered

2. Emerging and growing demand on RDF3. Growing demand on waste processing services4. Big potential for marketability of products5. Availability of untapped markets like private sectors6. Increasing need of alternative systems on waste

management globally7. Companies will tend to focus on savings due to current

global financial crisis8. Strong ties with LGUs ex. Partnership with Morong9. Successful clients serve as opportunity for referrals10. Booming industry due to increasing people’s awareness and

concern on global warming and other environmental issues11. Existence of frat and non-frat contacts in furthering the

company’s network12. Vast existing source of knowledge13. Government support with:

a) Housing developmentb) Intellectual Property Rightsc) Micro-financingd) SME Financing and Guarantee

14. Events regarding Environment and Waste Management15. Presence of possible networks in government, NGOs, local

and international (for membership, networking, research), media

Weaknesses vs. Opportunities

Weaknesses Threats1. Limited or minimal/workforce2. Limited financial capability3. Internal Systems and policies still evolving

a) Lack of involvement to the projects due to undefined duties and responsibilities of each

b) Inability to strictly adhere to meeting deadlines and schedules due to lack of focus in sustaining initiated tasks

4. Product quality has manufacturing flaw and lacks standard

5. Limited technical capability of shareholders6. Lack of infrastructure experience in related

fields i.e. construction, ecotourism7. Long Gestation periods of projects 8. No market plan

1. Imminent effect of global financial crisis2. Emerging competitors locally and globally (ex. In

waste to energy)3. Competitions in other services ex. Developmental

and environmental planning and license4. Obsolescence of products brought about by

changing market trends and emerging technologies5. Termination of RA 9003 by 20106. Lack of competitiveness of distributors and /or

contacts 7. Lack of commitment by clients to the project8. Very unstable pricing and returns in the market

because there is no product and pricing standards (locally)

9. Nearing saturation of the LGU market10.Local politics and limitations in local units’ budgets11.Greediness of LCE’s

Weaknesses vs. Threats

Strategies based on SWOT Analysis

Internal Factors

External Factors

Strengths Weaknesses

Opportunities S-O StrategiesHow can S be employed to take advantage of the O?

W-O StrategiesHow can W be overcome to take advantage of or

exploit the O?

Threats S-T StrategiesHow can S be used to

counteract T that tend to hinder the attainment of objectives (VMO) and the

exploitation of O?

W-T StrategiesHow can W be overcome to counteract T that tend

to hinder the attainment of the objectives (VMO) and

exploitation of O?

Issues and Concerns - EMRTI

Issues and Concerns Practical Activity/Recommendation Logistical Requirements Time Frame

Fabrication – Production Plana)Lack of Power tools /Problem Lathe machine etc. Acquisition

outsourcingFunds 2009

Ongoing

a) Limited working space (addressed na) Production flow Up to end of 2008

a) Need for more skills and technical knowledge Attendance to training/seminars (TESDA) for current staff Acquisition of reference technical material for info and self study Job rotation

Evaluation of prospective traineeTNA – weekly

OngoingContinuous

a) Unstable raw mats inventory due to Unsystematic raw mats inventory management Establish inventory management system – demand based Info/comm/coordination with ExIST Start of 2009

a) Lack of good housekeeping Reiteration/Re-orientation of internal policy on housekeeping and schedules Hiring of housekeeper

Re-orientation of housekeeping policyFunds for salary

ASAP within2 weeksUpon transfer to new site 2009

a) Absence of safety guidelines Development of EMRTI system guidelines/system Info/template Upon transfer to new site 2009

a) Manufacturing/Fabrication period and non-standardized fabrication schedule Adherence to inventory report system Info/template on inventory report system Upon transfer to new site 2009

a) Facility set-up Source fund to obtain/facility set-up Funds Asap

a) Fabrication flaws Acquire practical quality parts Institute QA officer Incentive schemes to ensure quality of product

FundsCompetent personnelPolicy and Funds

Asap ongoingAsap ongoingAsap Jan 2009

a) Client adherence on eqpt usage Update and Reproduce of Manual Develop easy guides/Develop sticker icons Set preference # and criteria for operator trainees

Exist marketing and fab/ orientation/training scheme Jan 2009

a) Fabrication/client agreement Development of warranty scheme vis-à-vis sales contract Effective orientation

Exist marketing and fab/ orientation/training scheme Jan 2009

a) Funds Collection level improvement Institute and define system with dealers-distributors/exist (dist agreement i.e. 20% to

30% downpayments or cash bonds)

Exist marketing for collection scheme Jan 2009

Issues and Concerns – Delivery and After Sales

ISSUES AND CONCERNS PRACTICAL ACTIVITY/RECOMMENDATIONS LOGISTICAL REQUIREMENTS TIME FRAME

Absence/lack of brochure - produce, improve, update - specifications equipments (images)- design of output (manual and brochure)- profile- packages

Jan 09 (brochures)

Lack of manual - lack of manual (for operation) - the same as above Jan 09 (manual)

Unpredictable truck condition a. repair, modifyb. acquire

a. fundb. fund

a. Jan 09b. Mid 09

Absence of proper ID's - produce - data already gathered - ASAP (end of 08)

Predelivery Preparations/ (coordination) - Improve efficient delivery system Current system (for study) - ASAP (end of 08)

Collection System - same as above Same as above - same as above

Accomodation and security of delivery and service personnels

Development of Exist – client agreement List of terms and conditions - end of 2008

Logistic Plan/ System - comparative analysis (Existing vs outsourcing)- short term plan/system

- data - end of 2008

Visitation Schedule - make service visit calendar -D/R- periodic maintenance sheet

- 2008

Competence of Tech transfer and after sales agents - training and reorientation for current and additional duties etc

- programs/ kits- guidelines

- 3rd week of january

Issues and Concerns - MRF

Issues and Concern Practical Activity Recommendations Logistical Requirement Time Frame

assessment and recovery of materials reverse cycle approach information and resource process dec. 2008

instituting sorters' training training manual/template dec. 2008

development of sorting process process flow chart dec. 2008

crushing continuous training and evaluation(T&A)

equipment operation assessment of equipment

poor housekeeping development of housekeeping system

visitor's schedule development of policies system template

product delivery acquisition

facilities site assessment

process flow operations assessment shareholders

inadequate safety guidelines development of safety guidelines template

conduct of employees' safety training resource person

manpower capability conduct of operators workshop proposal for TA from worldbank Feb-09

product development statplan

financial Jan-09

financial study template and cash flow

Issues andConcerns - RDF

ISSUES/CONCERNS PRACTICAL ACTIVITY/RECOMMENDATION LOGICAL REQUIREMENT

Other possible RDF Research and study

Demands Material sourcingacquire machines and delivery trucks

Procurement (coordinate with LGU)

Quality of product Seminar and trainings Conduct seminars and trainings

Personnel's protection Equip personnel with appropriate and complete ppe Procurement

Incentives Provide incentives to deserving personne

SWOT Strategic OptionsS-O Strategies S-T Strategies

SWOT Strategic OptionsS-O Strategies S-T Strategies

SWOT Strategic OptionsW-O Strategies W-T Strategies

SWOT Strategic OptionsW-O Strategies W-T Strategies

Strategies and Action Programs

Strategies and Action Programs

Strategy: OPLAN: KSP - KNOWLEDGE IMPROVEMENT ON TECHNOLOGIES AND SYSTEMS (Oplan KSP-KITS) [Market][Customers][Employees]

Action Programs:

1)EWM Events Tracking and Participationa) Create a calendar of activities and ensure participation for trainings, seminar, and events with environmental focusb) Keeping track and be updated about issues and concerns through quad media (print, radio, tv/cable, internet)

2)Legal and Market Research, Study and explore other prospective markets, systems and technologies3)Periodic creative, innovative, no-holds barred brainstorming sessions4)Feedback Monitoring from increased product and services showcase through local and international exhibits, fora and media events5)Capability Building

a) Cross visits to other facilities and related technologiesb) Hands on, exposure, and participation to operation and production of products and servicesc) EXIST Value-formation and Enrichment Training (EVENT) Programd) Formal development technical, marketing, and management training for EXIST

6)EXIST profile/programs/ projects submission/ participation to award- giving activities of reputable international and local institution/organizationa) Familiarization with award giving bodies in the industry

Con’t of Strategies and Action Programs

Strategy: PRODUCTION SYSTEMS AND PRODUCTS IMPROVEMENT (PSPI)[Products][Market][Customers]

Action Programs:

1.Product Improvement, standardization and Upgrades based on Production, R&D, and Technical Plan2.New Products and Products application Development in close partnership with manufacturing team3.Formulate flexible and the best pricing and services deal with EMRTI (supply chain?)4.Effective and Practical R&D on systems and technologies including infrastructure related systems and technologies5.Prioritization of and more investment on RDF projects development (financially and in terms of priority) 6.Study what RDF project to fast-track that is financially advantageous.7.Quality and Price Standardization8.Maintain service call reports, service records, and customer satisfaction feedback report9.Establish effective technical service teams, terms and protocols

a) Device a calendar of service visit schedule

STRATEGY: AGGRESSIVE DEMAND DRIVEN MARKET DEVELOPMENT (A2D-MD) [Market][Customers]

Action Programs:

1)Develop realistic but challenging Sales and Marketing Plan (quarterly, semi-annual, annual)a. Local marketb. International marketc. Device a solid road map for products and services including product launch/entry to market (timelines)

2)Develop complete set of focused marketing materials (brochure, video cds, etc) that includes info on RA 9003a. Produce company profile and basic marketing kits reflective of the company’s vision, mission, and its character.b. Produce marketing materials for RDF by sighting the advantages of our product compared to other forms of waste-to-energy products or fuel

products3)**Media Advertising Plan

a. Provide solid advertising schemesb. Advertise company info with details of RA 9003 and products to publications at least once a month

4)Establish open and formal relationships with distributors and dealers/ Provide clients with economically viable partnership opportunitiesa. Develop convincing trade-in options and other beneficial choices in exchange for continued supportb. Develop an effective selection procedure of distributors c. Formalize distributor/dealer agreement with EXIST

i. Drafting of a standard distributor/dealer contract5)Accomplish a plan on marketing our special / specific products and services for private companies6)Effective Client Performance Review and Analysis

• Develop a categorized portfolio of clients with priority levels• Establishment of Customer Feedbacking mechanism and undertake regular monitoring of customer satisfaction

•Showcase Marketing• Development of Showcases• Regular participation through local and international exhibits, trades, fairs, fora and media events• Establish office with showroom physically and virtually

•EXIST , Client, and Community Partnership Enhancement (ECC-PEA) Activities • Periodic Dual Meets and Tri-Meets with Partners and Clients

1)Explore all agencies for accreditation2)Formulate Cost & Benefit analysis to justify savings and returns of companies/ LGUs


Strategy: NON-TRADITIONALS [Market][Customers]

Action Programs:

1)Strengthen market of the company’s non-traditional products and servicesa. Marketing plan b. Market testing (for untapped markets)

Strategy: PRICING STRATEGY [Market][Customers]

Action Program:

1)Standardization of the prices of the products

Strategy: ADVOCACY AND CSR ENGAGEMENT (ACE) PROGRAM [Community/Society/Environment][Market][Customers]

Action Program:

1)Development and implementation of CSR2)Aggressive Social Marketing / Advocacy based on CSR Plan

a) Compose a suitable tagline for the company's easy recognition and recall3)Organize IEC programs that would educate the community and our possible clients at the same time (As action plan or co-organize on events)

a) Participate in selected charity works / programs with nationwide exposure potential


Con’t of Strategies and Action ProgramsStrategy: STRENGTHENING OF PARTNERSHIPS (SOP) [Market][Customers]Action Program:1)Formalize partnership with LGUs and private companies2)Strengthen linkages with contacts (F and NF – LGUs, NGOs, current clients, private corps) for partnerships, referral, project development, exchange of information and technical assistance3)Closely establish contact, network, and coordination, partnership system with NGAs in relation to their MTDP and UN Millenium goals4)Increase the number of clients (LGU's and private sectors)5)Monthly meeting with EMRTI6)Institute referral system and reward to widen market-base and partnerships7)Development of Incentives Program for Clients, Partners, Manpower, LGUs

Strategy: ORGANIZATION AND MANAGEMENT DEVELOPMENT (OMD) [Employees]Action programs:1)Develop and implement a progressive HRD Plan2)Establish, adoption, and enforcement/implementation of Org. Structure, policies, and systems in adherence to the laws and regulations of the country i.e. labor code, giving proper benefits to employees. 3)Capital and Human Invest for Administration and Organization4)Formulation and implementation of reward/penalty schemes in meeting deadlines, and incentives for good work performances5)Establishment and integration of a systematize EXIST database 6)Connection between members of the corporation/Promote teamwork7)**Manpower, Skills, talents, and Expertise Pooling and Augmentation8)Systematize (augment) inherent resources, i.e., faster decision and feedback mechanism9)Hiring of qualified and competent organic sales and marketing force10)Complete documentation and packaging of completed and on going projects with national and international impact (for funding agencies)

Strategy: OWNERS’ COMMITMENTS AND CHECKS (OCC) [Shareholders]Action Programs:1)Institute project assignment scheme of shareholders to capacitate and equal financial opportunities

a. Design an attendance-driven plan for shareholders to all company and project activities.2)Establish a pay scheme to get the capital and saving scheme to have a savings3)Mandate participation of shareholders in development programs, including training, skills upgrade and development etc.

Strategy: PROJECT MANAGEMENT AND EVALUATION (PME)[Market][Customers][Employees]Action Programs:1)Development of project monitoring and evaluation plan and tool2)Close Monitoring and Critical Evaluation of Projects using Project Management system and technology and systematic Project Profiling3)Development of policies and mechanisms in attaining full project development and management cycle4)Formulation of internal evaluation/assessment criteria and standards on organizational health and safety, products and services, pricing and project acceptance


Strategy: SYSTEMS AND TECHNOLOGIES MAXIMIZATION (STM)[Market][Customers][Communities]

Action Programs:

1)Ensure Legal Compliance of our systems and technologiesa. Explore more opportunities to employ legal compliance of the systems and technologies we offer to our target market.

2)Ensure Patent, Accreditation and TM of our products and brands

Strategy: FINANCIAL WELLNESS AND PROFITABILITY FROM INCREASING REVENUE (FWPIR) [Shareholders]

Action Programs:

1)Develop realistic but challenging Financial Plana. Determine regular source of revenueb. Establish and ensure stable budget allocation, accurate and increasing sales and collection forecasts and accomplishments

2)Implement regular financial wellness checks3)Improvement/Formalization of payment collection and scheme4)Increase revenue5)Increase incentives to shareholders6)Allocate dividends to shareholders based on overall financial performance7)Minimize cost to increase and maximize profitability8)Establishment of Administrative and Management Cost-Sharing Schemes9)Institute profit and loss forecast before commencement of projects and strict adherence to the anticipated project expenses

ACTIVITIES TASKS PERSON/S RESPONSIBLE

REQUIREMENTS TIME FRAME

ESTIMATED BUDGET (Php)

POTENTIAL BLOCK OR

HINDRANCE AND IMPACT

Focus : SHAREHOLDERSObjective : Provide sustainable business opportunities thru – a) Continuous and increasing revenue generation and

Sound financial managementStrategy : FINANCIAL WELLNESS AND PROFITABILITY FROM INCREASING REVENUE (FWPIR)Action Program : Develop realistic but challenging Financial PlanDepartment : Finance and Accounting

SA-ATPRTBH




POTENTIAL BLOCK OR


Focus : CUSTOMERSObjective : Strategy : Action Program :Department :

SA-ATPRTBH




POTENTIAL BLOCK OR


Focus : MARKETObjective : Strategy : Action Program :Department :

SA-ATPRTBH




POTENTIAL BLOCK OR


Focus : EMPLOYEESObjective : Strategy : Action Program :Department :

SA-ATPRTBH




POTENTIAL BLOCK OR


Focus : COMMUNITYObjective : Strategy : Action Program :Department :

SA-ATPRTBH




POTENTIAL BLOCK OR


Focus : PRODUCTSObjective : Strategy : Action Program :Department :

SA-ATPRTBH

VSOP Strategic Fit

ProgramsActivitiesTasks

StructureSystemResource

PlanningDecision-makingImplementing

VMOKraPis

MotivatingEvaluatingControlling Rewarding

LeadingStaffingRelatingSupporting

CapabilitiesAttitudes

Strategies Organization

People

Programs

• Based on the SWOT Strategies crafted, identify 3 action programs and operating plans.

• Each Strategic Option is converted into Action Programs. Each AP specifically contributes to attain the StratOp but not stand-alone.

• What and how many action programs can you think of for each strategic option? For purposes of our activity, think and write down 3 action programs for each strategic option.

Activities, Tasks, and Resources

• Identify 1 to 3 Specific Activities per Action program.• Identify 1 to 3 Specific Tasks per identified Specific

Activity.• Once all activities and tasks are properly identified,

determine what resources (including amount of funds) are required to carry out the strategy, action program, activities and tasks.

• Write all these down.

Definitions:

•Activities – a specific undertaking, action, or pursuit•Tasks – specific required short-term assignments or designated jobs that directly influences the organization’s operations and performance •Resources – items available for use; as means for production; tangible and intangible items or assets (like strength, properties or capital) for use to advantage to implement plans. The resources required are made up of 3 P’s of resource budgeting: people, pesos (money), and physical facilities and equipment

Activities Tasks Person/s Responsible Requirements Time Frame Estimated Budget (PhP) Potential Block or Hindrance and Impact

Total

Template for Action PlanningObjective #: ____Strategy: __________________________________________________Program / Project Name/ Action Program: ______________________________________________Note:•Identify what objective to accomplish.•Each identified strategy may have 1 or more programs or projects to accomplish the strategy. List as many programs or projects related to the strategy then identify the top 3 programs or projects per strategy.•List as many activities per program or project then identify the top 3 Activities related to the program / project. •One (1) Activity may have 1 or more tasks needed to accomplish the Activity, just enumerate them. •Each task should have one or more person who should be responsible to accomplish the task. •Each task will have 1 or more requirements needed. •Each task and requirement should have a time frame of start to finish. •Each task and requirement should have an identified budget.•Total the budget per activity.•Add all budgets of all activities.

Action Plans

TIMELINE and MILESTONES

Thank You! CONGRATULATIONS!

Let us start working together for the realization of our plans!

Documents

First Strategic Planning Workshop December 05 to 07, 2008 Louisiana, Laguna