PAMANTASANG NG LUNGSOD NG MUNTINLUPA
NBP Reservation, Población, Muntinlupa City
STRATEGIC MANAGEMENT PLAN
for
PATIENT CARE CORPORATION
Course Output for
Strategic Management Class
EXECUTIVE MASTER IN BUSINESS ADMINISTRATION
GRADUATE SCHOOL 2023
Submitted to:
Valentino G. Baac, PhD
Professor
Submitted by:
Apolinario, Reynalyn
Borres, Regine
Dela Cruz, John Carlo
Gumban, Rajesh
Mosatalla, Kristian Joseph
Olpindo, Marissa
TABLE OF CONTENTS
Patient Care Corporation .
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Mission
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Vision .
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Values.
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Assess the organization’s current strategic direction
Identify two [2] strategic Direction of your chosen company
Identify and analyze strengths and weaknesses
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SWOT Analysis
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Formulate action plans
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How to successfully respond to changes in the environment? .
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What’s the anticipated financial performance? .
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What’s the most effective business strategy?
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Where your company should be in the next couple of years and
how to get there?
Execute action plans
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Define your company’s VISION
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Set SMART GOALS [Specific, Measurable, Achievable,
Relevant, Time-bound]
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Break down your GOALS into smaller ones
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Prioritize
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Evaluate success of the action plans
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What were you trying to accomplish?
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What actually got achieved?
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What significant wins did you see? (Be sure to include
un-anticipated wins)
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What obstacles did you encounter?
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What did you learn? .
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How can you grow as a leader? .
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What changes are needed?
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What are the next steps? .
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Documentation
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Getting to Know Us .
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ii
Patient Care Corporation (PCC) started as a small medical trade company that slowly
built its name in the industry by delivering internationally trusted brands and integrity in
its service to its clients. PCC is a Philippine importer and distributor of medical devices,
supplies and equipment. For almost 50 years, they have been serving hundreds of
hospitals, diagnostic centers and other medical establishments in Luzon and the rest of
the country through their dedicated customer-oriented teams as well as the network of
local dealers.
PCC line of products consists of well-known brands from manufacturers with a history of
market leadership around the world in the medical field.
PCC carries roster of premium brands:
fig. 1.0
MISSION
We believe that our company was established for the purpose of:
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Building lasting customer relationships through quality products & services;
Being at the forefront of innovation and technology in the field of medical care;
Providing an environment for employee growth, development & well-being; and
Contributing to the overall quality of healthcare provided to the community.
1
We believe that failure to serve this purpose is a failure of our existence as an
organization. Hence, we continually strive to live by this commitment set forth by our
founding members. Profit is not part of our mission. But if we diligently seek to fulfill our
roles, we believe we shall be blessed with a fair profit.
VISION
Quality Policy
Patient Care Corporation shall strive to deliver the highest standard of medical devices &
equipment in accordance with its customers’ needs, its principals’ requirements,
government regulations and its shareholders’ vision — to be the leading medical products
distributor.
Quality Objectives:
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To deliver the products in good order and condition to the customers.
To provide professional & reliable support to our principal’s business.
To provide an environment of sustainable business growth through compliance.
To deliver a healthy financial return on Shareholder investment.
VALUES
We believe that, as a group and as individuals, we should continuously build and
exemplify the PCC values of:
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Professionalism
Proactivity
Goal-orientation
Integrity
Teamwork
Customer Satisfaction
We believe that this is what sets us apart from other organizations and should define
everything we do at PCC— including our policies & procedures, and our dealings with coworkers, suppliers, business partners, and most importantly, our customers.
2
I.
Assess the organization’s current strategic direction
A. Identify two [2] strategic Direction of your chosen company.
➢ Successful renewal of ISO Certification
➢ In 2020, PCC was finally granted an ISO Certification. Being an
ISO 9001 Certified company means your organization has a
quality management system in place that utilizes international
best practices to standardize your processes and system. Using
the ISO 9001:2015 standard to ensure you consistently produce
products and services that meet and exceed your customer’s
expectations.
➢ Since the guidelines of ISO 9001 are quite comprehensive and
the process of implementing a system, having multiple audits,
and maintaining compliance is quite stringent, achieving
certification is recognized as an impressive feat and speaks
volume about your company’s commitment to provide the
customer with high quality service.
➢ Attainment of 100% sales performance for 2023
➢ Patient Care Corporation aims to attain its 100% sales
performance for 2023. This includes generating sales for both
core and non-core products. The company is also committed to
achieve 100% sales performance in all divisions versus the sales
target.
3
II.
Identify and analyze strengths and weaknesses
A. SWOT Analysis
fig. 2.0
STRENGTH
WEAKNESS
Freezing number of contract accounts (5 old and 1
new account)
Established company background (50 years)
Offers strategic CME's and onsite services by trained Inflexible contract terms and conditions
and competitive product specialists
Updated on Accreditation, Certifications,
Qualifications and guidelines recommended by
clinical institutions.
TSR's poor engagement and in-service to KDM and
recognized local organization (POGS PCS, PSA,
PCCSM)
Technological Advancement (Monitoring tools and
online platforms)
Delays in PAF, ECAF, CANVASS and Quotation due
to lack of familiarity on sales process and AR turnover.
15.85% or 24M growth on Medical Products &
17.5% or 17.2M on diagnostic products
Low conversion of Plus Sutures, Safety Catheters &
Specialty Tapes
Govt accounts increased by 2.9M or 6.5% while
private increased by 32.8M or 17.8%
42 New Penetrated Accounts
OPPORTUNITIES
THREATS
Recovery of cases/patients
* Flexible credit terms offered by competitors
Surgical/Medical/Diagnostic
* UncompliedP. O’s due to AR related issues
Specialized Centers (CV, Ortho, Cath Lab, Onco and
Diagnostics)
* Inflation / Increase of Dollars
Diagnostic center transitioning to digital
* Non-renewal of pricing subsidies for private
accounts
Unpenetrated Private/LGU/ DOH Hospital
* Emerging of unauthorized dealers (Healthbank,
Physiotech, Tirple J, Dynamed)
Direct / Partnering with a consolidator
* Contract non-compliance
Focus products with minimal competition
4
III.
Formulate action plans
A. Where your company should be in the next couple of years and how to
get there;
➢ Retainment of all certification (e.g., FDA, ISO, LTO and etc.)
1. Continuous renewal and adherence to all the requirements,
qualifications and compliance.
➢ National distributorship in all medical and diagnostic brands or divisions.
1. Patient Care Corporation is the Authorized Distributor of 4 major
brands:
fig. 2.1
Brand/Division
Scope of Distributorship
3M
National
Carestream
National
Johnson & Johnson
Except NCR
Becton & Dickinson
Except NCR
➢ PCC aims to acquire full distributorship in all brands/divisions in
order to be the leading distributor in the Philippines.
B. How to successfully respond to changes in the environment;
1. PCC has steadily built its name in the business industry by providing
dependable products to hospitals, diagnostic centers and pharmacies
nationwide by world renowned brands and these medical companies
have trusted PCC to have full authority in distributorship in the
Philippines.
2. To adapt to the constant changes in technology in today's market, PCC
aims to become more proactive in strategic CME's, on-site services
training of product specialists, and adapting to innovation in the medical
field, this includes incorporation of digitalization on the company’s
processes.
5
2.1. CME and Service Training: The Process Flow
fig. 2.2
➢ Continuous Marketing Education or CME:
-
These are sets of activities that shall be conducted in the
hospital accounts that aim to upgrade their practices and
protocols. This also aims to align hospitals with all the clinical
recommendations and requirements by positioning specific
SKU best fitting to their needs.
2.2. PCC Digital Platforms: Monitoring Tools
❖ PCC Website. This platform is used to have a quick overview
about the company. History, Products and Services, Events and
Careers can all be viewed and found in the website.
fig. 2.3
❖ GoCanvass. This platform is used to complete all coverages to
the customers and accounts. You can navigate the platform in
monitoring of accounts coverage and agendas of the TSRs.
Sales documents and admin documents can also be
accomplished in this platform.
6
fig. 2.4
❖ HRIS APP. This platform is used to apply locators and leaves for
attendance purposes. You can also view employee’s references
and performance appraisals.
fig. 2.5
3. PCC also aims to expand in new markets appropriately by adjusting its
offers based on the consumer demands and by giving education and
training on standard practices in other potential markets.
4. PCC has penetrated 30 New & Additional Hospital, Clinic and Pharmacy
Accounts, which generated 14.3M sales.
7
fig. 2.6
5. PCC gained 12 New Accounts under dealership, which generated 17M
sales output.
fig. 2.7
8
C. What’s the anticipated financial performance;
Despite being affected by the Covid-19 pandemic, PCC has managed to
achieve a significant growth in sales performance, making it sustainable in its
business operation and still has the opportunity for further growth.(Please see fig. 3.0
& 3.1).
fig. 3.0
fig. 3.1
In 2023, PCC is expected to achieve a total of 382,164,992.03 sales output
or a minimum of 111% sales achievement versus target to cover up the
deficiency of previous year and to gain financial stability. (Please see fig. 3.2)
fig. 3.2
D. What’s the most effective business strategy
➢ PCC seeks to maintain a high standard for everyone in the organization;
sales personnel are trained to be highly competent, reliable and most
9
importantly, credible with the products and solutions. Good rapport with
the customers
➢
Regular audit for transparency and honesty
Performance Evaluation and Appraisal
Professionalism, Integrity and Character
Excellence in Product Knowledge
Create Business Continuity Plan
fig. 3.2
1. Creation of Business Continuity Plan will help:
o To prevent and recover from any potential threats to the
organization;
o Ensure personnel and assets are protected; and
o Continue its operation and function in any disaster that
strikes like disease outbreaks, cyber-attacks and other
fortuitous events.
o Technological advantage. Obtaining technological
advantages can achieve better sales performance,
improve productivity and heighten market domination. This
can also mean investing in research and technology.
Acquiring third-party resources can also help to upgrade
and expedite a company's standard processes.
o Product differentiation. Distinctive product features must
be highlighted in order to easily win the tight competition.
It allows the company to contrast its own product with
competing products in the market and emphasize the
unique aspects that make its product superior.
o Pricing strategies. In penetrating and gaining more buying
accounts and customers, offering competitive prices is one
of the gateways to profitability. The company shall provide
competitive prices in cooperation with the principal’s
marketing programs.
o Customer and Client service improvement. Gaining
customer satisfaction is an instant gratification for an
10
organization. Understanding the customer's needs and
prompt communication on feedback play an integral factor
in maintaining clients or customers.
IV.
Execute action plans
A. Define your company’s VISION.
PCC aims to become the leading National distributor of all medical and
diagnostic divisions in the Philippines and to deliver to the consumer the
highest standard of medical devices & equipment in accordance with its
customers’ needs, its principals’ requirements, and government regulations.
B. Set SMART GOALS [Specific, Measurable, Achievable, Relevant, Timebound]
•
SPECIFIC
➢ To Immerse and build long-term plans for the company that will
also target customer satisfaction through effective and efficient
strategies.
➢ To deliver the high caliber standard of medical equipment and
devices and to be the leading medical distributor in the country.
➢ To achieve 100% sales performance for 2023
➢ Preparation to become the leading National Distributor for all
Medical and Diagnostic Division
•
MEASURABLE
➢ To continue to nurture and empower the employees, PCC exposes
them and gives them opportunities and networking through Skills
Development Training annually, every first month or 2nd month of
the year. (Please see fig. 4.0)
➢ Since PCC products are mainly focused on the medical field it is vital
for the company to develop the employees to become more than
good and skilled employees by providing them a Product Knowledge
Training not just to contribute, but to have the initiative to perform
with burning passion and a fueled heart. The training is being
performed on a monthly basis to ensure the credibility and trust of
the clients to the company and to the employees. (Please see fig. 4.0)
11
➢ To bring forth a positive impact in the lives of customers and clients,
PCC ensures all products are beyond quality and provide service
training, making sure they are well informed in any technological
improvement of all products. CME’s and Service Training are being
conducted every new account acquisition and as business needs.
(Please see fig. 4.0)
fig. 4.0
➢ In 2022, PCC has achieved a sales growth of 9% or 27.2M in peso
value. With its sales performance from 2021 to 2022, PCC has the
ability to reach its goal and is expected to be even out perform its
target. (Please see fig. 4.1)
fig. 4.1 (sales performance)
➢ In 2022, PCC had penetrated new markets in the Philippines with 43
New Accounts with 31.4M sales generation. As our current market is
now slowly returning to normal activity, PCC can now easily mobilize
its resources to efficiently saturate and exhaust other potential
markets in the Philippines. (Please see fig. 4.1 & 4.3)
12
fig. 4.2: New Market/Penetrated Area
fig. 4.3: Penetrated Accounts
•
ACHIEVABLE
➢ To promote sustainable developmental strategies for the clients and
convert its newly acquired clients to loyal customers. PCC will
continuously implement its current marketing program and will
further develop its marketing strategies depending on the
technological advancement and improvements of the market and as
business needs. (Please see fig. 4.4)
fig. 4.4 (Penetrated Accounts)
13
➢ To exemplify the core values of the company.
o Professionalism. Character and Intrapersonal Development
Training (for further development)
o Proactivity. Skill Development Training (please see fig. 4.0)
o Goal-orientation. Business Review and Mid-Year and Annual
Sales Planning are being conducted to showcase the previous
and current standing of the company and it aims to establish an
open discussion in creating and improving its current strategies
based on the market needs that will help in attaining its monthly,
quarterly and annual sales targets. (Please see fig. 4.0)
o Integrity. Character and Intrapersonal Development Training
(for
further development)
o Teamwork. PCC conduct a Business Review every quarter of the
year for every division to ensure that coordination with in the team
are effectively implement and encourage its team members to
participate in order to achieve its goals. (Please see fig. 4.0)
o Customer Satisfaction. CME’s and Service Training and after
sales service (please see fig. 4.0)
➢ To envision being at the forefront of innovation and technology. PCC
will continue in adapting on any technological advancement and
system improvement. (Please see fig. 4.0)
•
RELEVANT
➢ Delivering the highest quality medical equipment and devices to
customers and meeting their needs to become the leading national
distributor.
➢ Strive for excellence all the time to give the right medical products to
the customers.
➢ To work hand in hand with different clinical institutions by providing
innovative products and state-of-the-art technology.
•
TIME-BOUND
➢ Renewal of ISO Certification: 9001 by the last quarter of 2023.
14
➢ By the end of 2023, PCC will achieve its target of 100% sales
performance in addition of the 11% deficit from the previous year.
➢ In becoming the national distributor, PCC aims to foster and execute
this strategic plan in the span of three to five years.
C. Break down your GOALS into smaller ones.
➢ A short-term goal is a goal you can achieve in 12 months or less;
1.1 Renewal of ISO Certification: Until November 5, 2023
fig. 4.5
o PCC has to maintain its standardized processes in order
to pass the audit.
o PCC has formed a “Focus Group” for regulating and
monitoring processes in all areas of the organization on
the renewal of ISO certification to be achieve on or before
November 5, 2023
1.2 Achieving 100% sales performance with 11% previous year deficit.
o with additional 10% as part of Business Continuity Plan to
achieve its 100% sales performance with 11% deficit from
P.Y. (Please see fig. 4.6)
o Total Sales Target plus the 11% deficit from P.Y. (Please see
fig. 4.7)
o Total Sales Target for 2023 based on the additional 20%
growth of PY actual sales performance. (Please see fig. 4.8)
15
fig. 4.6
2023
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Total
Division
1
8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 105,206,
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81 541.68
Division
2
8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 105,206,
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81 541.68
Division
3
8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 105,206,
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81 541.68
Division
4
8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 8,767,21 105,206,
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81 541.68
Total
35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 35,068,8 420,826,
47.23
47.23
47.23
47.23
47.23
47.23
47.23
47.23
47.23
47.23
47.23
47.23 166.72
fig. 4.7
2023
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Total
Divis 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 115,727,1
ion 1
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
95.85
Divis 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 115,727,1
ion 2
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
95.85
Divis 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 115,727,1
ion 3
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
95.85
Divis 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 9,643,93 115,727,1
ion 4
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
2.99
95.85
Total
38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 38,575,7 462,908,7
31.95
31.95
31.95
31.95
31.95
31.95
31.95
31.95
31.95
31.95
31.95
31.95
83.39
16
fig. 4.8
2023
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Total
Divisi
on 1
7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 95,54
770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 1,248.
7
7
7
7
7
7
7
7
7
7
7
7
01
Divisi
on 2
7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 95,54
770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 1,248.
7
7
7
7
7
7
7
7
7
7
7
7
01
Divisi
on 3
7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 95,54
770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 1,248.
7
7
7
7
7
7
7
7
7
7
7
7
01
Divisi
on 4
7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 7,961, 95,54
770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 770.6 1,248.
7
7
7
7
7
7
7
7
7
7
7
7
01
Total
31,84 31,84 31,84 31,84 31,84 31,84 31,84 31,84 31,84 31,84 31,84 31,84 382,1
7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 7,082. 64,99
67
67
67
67
67
67
67
67
67
67
67
67 2.03
➢ Long-term goals usually take 12 months or more to achieve.
UNPENETRATED AREAS IN NCR
fig. 5.0
17
➢ In terms of J&J and BD product divisions, PCC is now gearing towards
the acquisition of full distributorship in NCR areas.
➢ In 2019, PCC started to submit proposals for the maximization of NCR
Hospital and Free-Standing Accounts.
➢ Main objective is to gain business presence in 6 Major Hospital such as:
- Asian Hospital and Medical Center
- Cardinal Santos Medical Center
- Makati Medical Center
- St. Luke’s Medical Center BGC
- St. Luke’s Medical Center Quezon City
- The Medical City
D. Prioritize
➢ The main goal is to reach the 100% target quota for the year of 2023 +
the 11% deficit of the previous year. (Please see fig. 4.6)
➢ To boost employee morale that is crucial in attaining the company's
desired state. (Please see fig. 4.0)
V.
Evaluate success of the action plans
A. What were you trying to accomplish?
➢ To learn the strategic direction of the Patient Care Society in the years
ahead and how they become the leading distributor of medical and
diagnostic products in the Philippines.
B. What actually got achieved?
➢ PCC diligently complies with all government policies and regulations to
ensure that they do their part for the community and the environment. It
is an assurance that their partnership is worry free and sustainable for
the future.
➢ PCC personnel get continuous improvement with specialized training
and are subjected to strict performance monitoring in order to support
PCC goals and their career growth from product demos, deliveries and
after sales service.
18
C. What significant wins did you see? (Be sure to include un-anticipated
wins)
➢ PCC has been affected by the Covid-19 pandemic, but it has been able
to sustain its business operations and continue to have the potential for
further
expansion
thanks
to
significant
sales
growth.
➢ Due to the pandemic, PCC was unable to reach its target sales of
357,132,000 in 2022. However, it was able to achieve significant sales
growth,
making
it
viable
in
business.
D. What obstacles did you encounter?
➢ Deciding which company will be featured
➢ Challenges in Gathering Data due to Data Privacy Act
➢ The medical business is experiencing unprecedented difficulties.
Medical supply demand has evolved dramatically, and healthcare
providers are confronting their most challenging challenges ever.
Professionals in the medical supply and device industries are no
strangers to competition or the challenges offered by ever-tightening
safety regulations.
o However, the unexpected arrival of an epidemic compounded
these and other concerns. Medical device companies have a
number of obstacles to overcome in order to keep consumers
safe and stakeholders satisfied, ranging from quality concerns
and product recalls to navigating a complicated regulatory
environment.
➢ In reality strategic planning usually takes 1 to 3 months to accomplish;
starting from creation, collaboration, planning, analyzation, verification,
re-evaluation, confirmation and finalization.
E. What did you learn?
➢ During the process of developing PCC's strategic plan, I learned that the
company is excellent in expanding rapidly, aiming to provide customers
with products of the highest quality to satisfy their requirements.
19
➢ To encourage you to pursue a career in medical supply sales. You will
be learning about products, the industry, medicine, and your customers
on a daily basis, as you will need to know everything about the product
you sell to the point where you can actually go to someone and tell them
why your product is better or similar to other products.
You will also learn about the firm you work for by researching the
companies that compete with your items on the market.The sales
department is one of the most significant departments in any
organization, and it is necessary not only for you as a sales agent, but
also for the firm's performance.
Understanding what your consumer likes, dislikes, and their routines is
the most beneficial and important act in business.
Prioritizing is a valuable ability to have, and a medical supplies sales
position helps you to master it quickly.
Learning how to prioritize your time, funds, and efforts is extremely
useful information that you can truly obtain.
F. How can you grow as a leader?
➢ Leaders never stop growing and developing. They have the capacity to keep
themselves from following into the comfort zone, the great danger area of
success, and their lives as students. All leadership qualities can be learned;
the hard part is identifying the qualities that you must learn to succeed as an
effective leader.
1. You must always learn and improve. Never be satisfied. A key to
developing leadership qualities is to read, study, and take courses.
2.
Identify what leadership qualities you might be missing and learn them.
People are born with certain leadership qualities but lack others.
Most great leaders became great because they identified the
leadership qualities that they were missing and then deliberately set out
to acquire those skills. It makes no difference where you come from
when it comes to becoming a leader. It only matters where you are
going. If you want your life to be better, you must get better. You can
learn anything that you want to learn.
3. Using basic steps to begin to improve or grow your leadership skills,
you need to do more of certain things. Do less of certain things. Start
to do those things you aren’t doing that you need to be doing. Stop
20
doing certain things all together. "Leadership is more about who you
are than what you do."
G. What changes are needed?
➢ The medical business is being confronted with unprecedented
problems. The need for medical supplies has changed dramatically,
and medical care providers are confronting some of their most difficult
challenges yet. Hospitals and care centers are losing money while
dealing with the coronavirus outbreak. Manufacturers and distributors
are also coping with new supply chain problems while attempting to
offer critical equipment while staying afloat. We must all make the best
use of the resources we have, and a little compassion may go a long
way.
H. What are the next steps?
➢ PCC will continuously improve its internal and external activities, by
developing a new training for character and intrapersonal development
skills and improving its marketing program and Continuous Marketing
Education and Service Training for the clients' needs and based on the
technological advancement of the medical field is dedicated in bringing
medical products straight to the intended market that is why they strive
to give their clients the right medical products for them.
21
DOCUMENTATION
OF
GROUP 3’s
STRATEGIC MANAGEMENT PLANNING
22
1st meeting of our group for Strategic Management Planning @ Coffee
Bean Festival Mall
23
Do our Course Output for Strategic Management through the Google meet
platform. Even though we are in a different place in Luzon, through this
platform it becomes easy for us to discuss and plan.
24
Have a file shared via Google Drive and Google Doc so anybody can view
and edit the file.
25
GETTING
TO
KNOW
US
26
REYNALYN SALAZAR APOLINARIO
MBA
SOTP, National Curriculum Coordinator
Fabian Compound, Purok 4
Alabang, Muntinlupa City
Cell # 09686814025
apolinarioreynalyn_bsba@plmun.edu.ph
My name is Reynalyn Salazar Apolinario. You can call me Reyna. I was born on
September 17, 1975, which makes me 47 years old at the time of this writing. I was
born in Manila, in a hospital that has long since been torn down and replaced.
I spent my elementary years at Julita Elementary School in Julita, Libacao, Aklan, and I
graduated around March 1986. Since I moved to Manila, I completed my high school
studies at San Pedro Relocation Center National High School, Cuyab, San Pedro,
Laguna, and graduated on March 23, 1993.
I’ve got two college courses. My first course was an Associate in Computer Science at
Muntinlupa Polytechnic College, Poblacion, Muntinlupa City. I was in the class of 1996.
My second course is a Bachelor in Business Administration with a Major in Operational
Management at Pamantasan ng Lungsod ng Muntinlupa, Muntinlupa City, Class of
2022, Batch Himaraya. I’m currently enrolled in the Executive Masters Program at
PLMun, taking up a Master's in Business Administration.
I’ve been employed with the same company since my twenties. I’ve been working at the
School of Tomorrow, Philippines, for more than 23 years, of which I’m currently
designated as the National Curriculum Coordinator, in charge of supervising the writers
and editors of the curriculum development of Araling Panlipunan and Filipino PACEs or
modules. Our office is located in Parañaque City.
I enrolled in this Executive Program to reach my educational goals and learn more
about the field of business, as I aspire to start my own family business someday. I
expect to sharpen my skills as a graduate student and fill any gaps in my learning. I
hope I can finish this course strong and steady and come out bearing all the tools I need
for business in the future.
Getting to know me!
Regine B. Borres
I, Regine B. Borres, 31 years old, born on February
9, 1991 in Trento Agusan Del Sur. I am currently
residing in Southville 3, Poblacion Muntinlupa city
together with my parents, husband and son.
I attended a primary school at Trento Central Elementary School located in my hometown
of Trento Agusan Del Sur from 1998-2001. In 2001, my family decided to move here to
Muntinlupa City and moved a school, the Bayanan Elementary School Unit 1, where I
also graduated in 2004. I decided to pursue my secondary education in Pedro E. Diaz
High School located at Alabang Muntinlupa City. For my tertiary, I graduated from
Pamantasan ng Lungsod ng Muntinlupa with a Bachelor of Science in Business
Administration major in Operations Management. Still in the same school, I am presently
pursuing my graduate studies as I take Executive Masters in Business Administration.
While pursuing my graduate studies, I am currently working as HR and Administration
Supervisor for Gwangshin Corporation located in Madrigal Business Park, Ayala Alabang,
Muntinlupa City. This company is in line in telecommunication industry which provide
construction services that specialized in Horizontal Direction Drilling (HDD) or
underground cable wiring to major telecommunication company such as the Converge,
Globe and PLDT.
I am starting my master's degree to broaden my professional skills and knowledge and
one day become an educator. Having this degree is part of my long-term life plan because
it's going to be my fallback as I get older. If I finish my degree, it will open up new
opportunities for me as an educator.
GET TO
KNOW ME!
My name is RAJESH GUMBAN you can call me Raj for short, 23 years
of age residing in Hyacinth Street South Greenheights Village
Putatan from the Emerald City of South Muntinlupa City. I was born
on April 28, 1999, at approximately 1:00 AM and my place of birth is
in Las Pinas City.
I finished my primary education at Soldiers Hills Elementary School
Class of 2012 located on Block 14 Vicente Molina Jr, Putatan,
Muntinlupa City.
I conquered to fulfill my Secondary Education in both Junior High
School and Senior High School at the premiere National High
School in Muntinlupa City, Muntinlupa National High School Main,
where I bagged the Leadership award of class 2018 and graduated
with High Honors distinction. It is located on University Rd,
Poblacion, Muntinlupa City.
For my college education, I studied in Pamantasan ng Lungsod ng
Muntinlupa where I earned my bachelor’s degree in Business
Administration major in Operations Management class of 2022.I
am also awarded for leadership award in the College of Business
Administration Class of 2022. It is located on University Rd,
Poblacion, Muntinlupa City.
I am currently enrolled in Pamantasan ng Lungsod ng Muntinlupa
for Executive Masters in Business Administration. Moreover, I am
employed in the National Youth Commission under the Office of the
President and I am working in this government institution for four
months. My position is Presidential Staff Officer I under the Office
of the Commissioner At Large. Our office is located at 3/F West
Insula Building, West Avenue, Quezon City.
.
GET TO
KNOW ME!
I enrolled in this course because my greater enthusiasm is to inspire people
and to expand my horizon when it comes to the skills and experiences that I
have. I also believe that having this program will mold me as a better person
and be a transcending leader in the field or organization to that I will
belong. I am expecting that I will be more knowledgeable and provide
opportunities to learn and grasp in a way that I can easily understand and
apply in the future as well as to provide constructive feedback on my
abilities so that I can use and reach my dreams.
I am also engaged in different organizations that aid the welfare of the
community and every individual such as University Student Council Head of
Junior Officer (2018), PLMun Red Cross Youth President (2018), University
Student Council Executive Secretary (2019), Rotaract PLMun Transform
President (2020), National Youth Commission Mental Health Youth Coach
(2020), District Coordinator for the Southern Manila District of 2030 Youth
Force in the Philippines Inc. (2020), Deputy City Director of Muntinlupa,
YouLEAD Initiative, Inc. (2020), Partnership Associate of BiyayaNiJuan
Philippines (2020), Corporate and Organizational Relations At Student
Council Alliance of the Philippines (2020), and etc.In light of this, I also
gain plaudits as the fruit of my commitment and perseverance such as
Outstanding Young Leader and Youth Advocate of the Year, Asia Pacific
Luminaire Awards 2020 at Okada Manila, Philippine Delegate, China –
Philippines Youth Friendship Tour 2019 Chinese Embassy and National Youth
Commission, I also represent Philippines in the 3rd Global Forum for Youth
Leaders in Abu Dhabi, UAE last May 2022. Leadership Award Rank 2, PLMun
NSTP 2019, Finalist, Ten Outstanding Red Cross Youth Leaders of the
Philippines (National) (2019), Gawad Kabataan Muntinlupa 2018 Rank 1
(District), Most Outstanding Rizal Red Cross Youth Leader 2018 Rank 2
(Regional), currently I am the President-Elect in the Rotaract Club of
Muntinlupa City – MBD and etc. These organizations contributed to me as a
leader and now I am ready to raise the bar by taking my master’s degree
journey into life.
GETTING TO
KNOW ME
My name is Marissa M. Olpindo, but you can call me Maris. I
was born on April 23, 1976, in Arayat, Pampanga. I am 46 years
old. My parents have four children, and I am their second daughter.
We currently reside in Alabang Muntinlupa City, Metro Manila, at
120 Wawa St. For the past 13 years, I have worked as a Senior
Logistic Specialist at the Research Institute for Tropical Medicine
(RITM). It can be found in Alabang, Muntinlupa City, at 9002
Research Drive, Filinvest Corporate City.
My Primary education began in 1984-1989 at Purok 1
Mendiola Street, Alabang, Muntinlupa City, Metro Manila. In
addition, from 1989 to 1993, I attended Muntinlupa National High
School for my secondary education. I always told myself when I
was in high school that I wanted to continue my education, and my
favorite motto is to keep trying until I succeed. I've always wanted
to be a doctor, but I've never gone to medical school because of
financial issues and ignorance at another institution. I continued my
education at the well-known International Electronics and Technical
Institute of Alabang (IETI), where I earned my Computer Secretarial
and Business Management Associate degree from 1993 to 1995.
We Married Mr. Randy G. Olpindo in 1996 and had five sons.
Before that, my husband was an OFW, so I spent 14 years carrying
my son. When I started working at RITM in 2010, I was hired as an
office staff and for additional learning, and development RITM
allowed me to study Basic and advanced (Ms. Word, Ms. Excel,
Ms. Access, Ms. Powerpoint) in Informatics, Festival Mall 2015 for
3 months.
GETTING TO
KNOW ME
In January 2017, I was awarded the employee of the month
because I put in more effort at work, which led to my promotion in
the same year. In 2019, I decided to continue my education to earn
a four-year degree and broaden my knowledge in a different area
of study while working with the support of my husband and family.
In August 2022, I earned a Bachelor of Science in Business
Administration majoring in Operations Management from PLMUN,
which was located at University Rd, Poblacion, Muntinlupa, Metro
Manila.
I am currently pursuing a Master of Business Administration
through the Executive Program. I took this class to get my Master's
degree. To be able to increase my knowledge and professional and
personal skills. To make great connections that will help me in the
long run, like getting a new job or a promotion. I need to get more
familiar with a specific field of study.
In addition to serving as the Senior Logistic Specialist at RITM,
I am also the Training Trainer for the use of Web-based Vaccination
Supplies Stock Management (wVSSM v.6) in the coordination of
DOH with RITM, UNICEF, and WHO. As the Focal point Person for
Web-Based Vaccination Supplies Stock Management, I also
provide technical support (2016), and I also serve as the focal point
person for the USAID-sponsored DOH Electronic Logistics
Management Information System (ELMIS) Project. I am pleased
that I have achieved all of my life's ambitions and dreams thanks to
these organizations, which have made a significant contribution to
my growth. I did not anticipate that I would be able to continue
studying for my master's degree, but now I happily do so and am
prepared to face the new path that awaits me.
Mosatalla, Kristian Joseph R.
Operation & Network Expansion
Summary of Experience
Education & Credentials
•B.S. Psychology, 2014
•Executive Master in Business
Administration, Present
Specialization
•Business Expansion
• Project Management
• Account Management
• Network Expansion
• Negotiation Skills
• Presentation Skills
• Sales
• Account Acquisition
Affiliated: Shopee Express
Address: 47th Floor The Poduim ADV
Ave. Mandaluyong
Mobile: +63 991 519 7572
Email: kristian.mosatalla@gmail.com
Mosatalla, Kristian Joseph R. is the Sublead Network
Expansion for North Luzon in the Philippines for Shopee
Express. He has over 3 years of experience in Business
Expansion and over 4 years in sales, account acquisition, and
account management. Kristian's primary responsibility is
project management, with the goal of preparing detailed plans
to monitor project developments and performance, assessing
change readiness and preparing detailed plans for internal
and external stakeholders, contract management and
business negotiation, reporting project development to the
head of expansion, analyzing and optimizing operational
processes, and developing financial analyses and models to
determine project feasibility.
Mosatalla, Kristian Joseph's most recent accomplishment was
being promoted to Sublead within eight (8) months of being
hired and managing a team of professionals in Project
Management for North Luzon.
Prior to joining Shopee Express, Kristian worked for
foodpanda for almost three years, where he helped to expand
the company's business in 16 cities and municipalities
throughout North Luzon, as well as acquire more than 300+
accounts nationwide, all of which contributed to the
company's sales growth. He is now employed by Shopee
Express and has successfully expanded their operations to
nine (9) cities in North Luzon.