Green Fields Coco Products

Strategic Plan

Submitted by:

Arboleda, Alliah
Fernandez, Lance David
Gavilla, Emie Carolyn
Guillermo, Carmelle
Nolasco, Blas, III

Submitted to:

Christine Mae Hernando

Faculty-in-Charge

College of Management
University of the Philippines Visayas

August 2021
Table of Contents
Executive Summary 3
Introduction 3
Problems 4

I. Business Profile 4
A. Brief History & Form of Business Ownership 4
B. Organizational Chart 6
C. Products and/or Services 6
D. Market/Market Segment 7
II. Organizational Mandate 8

A. Core Values 8
C. Mission 8
III. SWOT Analysis 8
A. External Environmental Scanning and Analysis (PESTLE Analysis) 8
a. EFE Matrix 8
B. Industry Analysis 9
a. CPM 9
C. Internal Environmental Scanning and Analysis 11
a. Value Chain Analysis 11
b. IFE Matrix 13

IV. Strategic Actions 14

A. Generating strategic options 14
a. SWOT Matrix 14
b. SPACE Matrix 15
B. Strategic Analysis and Choice 20
a. Quantitative Strategic Planning Matrix (QSPM) 20
V. Establishing Long-term Goals 22
VI. Strategy Implementation 22
A. Possibility of Restructuring/Reengineering 22
B. The Role of the Management Team in Strategic Implementation (BOD/CEO/Gen.
Mgr/Owner) 23
C. Revised Organizational Chart 23
VII. Marketing and Operational Plan 24

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 A. Implementation Plan (with specific action programs) 24
B. Evaluation Plan (with time frame/schedule) 27
a. Evaluation Forms 27
VIII. Projected Benefits (cover the functional areas) 35
IX. Strategy Review and Evaluation Mechanisms 36

References 37

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Executive Summary

Introduction
Green Fields Coco Products is a company that formally began in May 2005 with nothing more
than the dreams and determinations of an aspiring entrepreneur that no longer wants to work
outside of the country to support his family but has become disillusioned with the extraordinarily
low wages offered in the Philippines. Fast-forward 10-years later in 2015, despite the initial
success and interest in the company shown by his peers in trade fairs and product expositions he
frequented; Ernesto Custodio Jr. not only fails to make his dream of international expansion
come true but the company itself is currently struggling. From 2014 to 2015 the company
recorded a 39.43% average drop in sales across all its products. To this day in 2021, Green Fields
continues to be a relative unknown in the industry with its Facebook page only garnering 248
followers. This paper aims to break down Green Fields Coco Products as a whole, from its
organizational structure to its strategic implementation (or lack thereof), and determine why
despite existing for 16 years as of 2021 remains an almost complete unknown in the industry.
The researchers will then take the information gathered and create a strategic plan in order to
reverse the trend of Green Fields Coco Products and allow it the opportunity to prosper in the
VCO industry in the Philippines.

Problems
1. What are the internal/strategic shortcomings of Green Fields and how they negatively
affected the chances for the company to succeed?
2. What is the current status of the VCO industry and how can the company leverage this to
its advantage?
3. Why has the Green Fields brand continued to be a relative unknown despite existing for
16 years at this point?
4. What changes/strategies can be implemented by the company in order to make the
company successful?

These questions were selected by the researchers, as they believed these questions would help
them by serving as a step-by-step guide in creating a strategic plan for Green Fields Coco
Products. The researchers believe that the Green Fields’ problem can be summarized into two: a
severe overdependence on the capabilities of the owner due to a flawed organizational structure,
and a lack of effort in diversifying the marketing channels of the company.

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I. Business Profile

A. Brief History & Form of Business Ownership

Green Fields Coco Products all began with Ernesto Custodio Jr., he was a licensed
electronics and communications engineer that worked in Saudi Arabia for several
years but was later forced to return to the country. Although Custodio tried to
work in the Philippines, he quickly noticed the gap between his salary abroad and
here and decided to venture into making VCO products with coconuts from their
farm in Baler, Aurora. He first began creating VCO in his kitchen, using 40 pieces
of coconut to produce 3.5 liters of VCO and sold to people in his neighborhood.
He continued practicing and producing VCO in his kitchen until he eventually
decided to register his business in May 2005 with him as the sole proprietor.

Green Fields being a sole proprietorship business meant that although Custodio
holds all decision-making power within the organization it also means that capital
would be much smaller on average compared to partnerships/corporations. But
because Custodio wasn’t very keen on returning abroad to continue supporting his
family, he made a concerted effort to try and make Green Fields Coco Products a
success. He first focused his efforts on marketing his new company, trying to
insert himself in networks of buyers and sellers at trade fairs and product
exposition. This dedication eventually allowed him to seal different marketing
contracts to supply VCO to Pasalubong Centers.

In 2007, he aimed to expand the company’s list of products by fabricating coconut

graters and selling them as a part of VCO starter packages to small entrepreneurs
and institutional buyers that were interested in making their own VCO. As part of
these starter packages, he also offers to buy and market 30% of the products by
these customers. Because of this, he often found himself attending trade fairs for a
week in order to market these products.

As the demand for VCO continued to increase, Green Fields Coco Products
wasn’t able to keep up. Custodio became less and less able to attend trade fairs as
his individual schedule became more packed as time went on. This led to a
substantial decrease in sales for the company since 2012, from 2014 to 2015 alone
the average drop in sales numbered 39.43% across all products. At this point,
despite 10 years of existence Green Fields Coco Products continues to struggle to
make a name for itself in the market and continues being dependent on VCO
starter packages to sustain its operations.

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B. Organizational Chart

Green Fields Coco Products employs a relatively simple organizational structure.

Ernesto Custodio Jr., the owner, handles all decision-making processes in the
company. He is responsible for monitoring most of the company’s transformation
process: from finding potential customers in trade fairs, to calculating the
profit/loss margins of the organization within a given period of time. Under him
are three regular employees which help Custodio in fabricating coconut graters
for the company’s starter packages. While the 5 on-call employees help in the
VCO production and are enlisted by Custodio depending on the number of
customer orders for the given month.

C. Products and/or Services

● Virgin Coconut Oil: The primary product of Green Fields Coco Products VCO
or also known as extra virgin coconut oil is pure, cold-pressed coconut oil that is
neither bleached nor deodorized and non-hydrogenated according to
Organicfacts.com. VCO is popularly used as a personal care product and skin
moisturizer because of its numerous different health benefits such as
anti-inflammatory, analgesic, antipyretic, antioxidant, anti-stress, and
antimicrobial properties. Virgin coconut oil is also often used in the cooking of
various foodstuffs.
● VCO Massage Oil: VCO-based massage oil is used to massage tired muscles of
the body to relieve built-up fatigued and tense muscles. Green Fields mixes
different floral and herbal extracts that allow customers access to a wide range of
different scents.
● VCO Starter Packages: VCO starter packages are a two-part product offered by
Green Fields Coco Products. The first part consists of coconut graters and a
coconut presser as well as techniques and basic skills necessary to make VCO.
The second part is support and marketing from Green Field. Under the VCO
starter package, the company will purchase and market 30% of total production

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 from clients that avail of the starter package. Although VCO is considered the
main product of the company, the VCO starter package is currently the most
profitable of existing products offered by Green Fields.
● VCO-Based Lip Balm: Lip-balm made from VCO extract serves as an excellent
moisturizer for dry, chapped, and sunburned lips.

D. Market/Market Segment

● Travelers: Products of Green Fields Coco Products are mainly sold at

“pasalubong centers”. These stores are often frequented by travelers that come
from different places and want to bring back souvenirs to their friends and family
at home.
● Aspiring Entrepreneurs: Green Fields Coco Products VCO starter packages
were designed with the aspiring entrepreneur in mind. These people are already
willing to take the risk to start their own businesses but are simply overwhelmed
by the wide variety of things that they have to take into consideration when
starting a business such as equipment needed, staff, skill, and techniques, etc.
Green Fields took advantage of this opportunity to create VCO starter packages
that contain all the things necessary for someone to start their own VCO business
as well as an assurance that the company will purchase 30% of the client’s
products and help them market their products for the first year to help ease them
into the process of running their own business.
● People currently living in Aurora, Bulacan, and Nueva Ecija: The operations
of Green Fields Coco Products are mainly centered around these three provinces.
The focus on these 3 regions is due to their close proximity to the main source of
coconuts for the company’s operations namely Custodio’s family farm in Baler,
Aurora, and the fact that the company already has pre-existing agreements with
“pasalubong centers” in the regions.
● Health enthusiasts/People of advanced age: VCO and VCO-based products are
applauded for their long lists of health benefits compared to other similar
products. These benefits may attract the attention of health-conscious consumers
and may serve as key points in convincing them to change their traditional
products to VCO products offered by Green Fields.

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II. Organizational Mandate

A. Core Values
● Products should be of the utmost quality and meet customer expectations.

● The most successful marketing involves putting yourself out there.

● Natural shouldn’t always mean expensive.

B. Vision
Green Fields aims to become a leading player in the VCO industry not only in the
Philippines but also internationally, with its focus on creating high-quality VCO
and VCO-related products that people can buy at affordable prices.

C. Mission
Green Fields is a company that locally distributes VCO and VCO-related products
to the Filipino people. Providing healthy alternatives for products that are often
used in day-to-day life.

III. SWOT Analysis

A. External Environmental Scanning and Analysis (PESTLE

Analysis)

a. EFE Matrix
Green Fields Coco Products EFE Matrix:

Key External Factor Weight Rating Score

OPPORTUNITIES

Establishment of coconut levy fund 0.10 3 0.30

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 Increased health-consciousness of consumers 0.18 4 0.72

Increased activity in their online shopping 0.15 2 0.30

activity

THREATS

Limited operation hours due to protocols 0.14 2 0.28

Negative consumer confidence 0.13 2 0.26

High threat of product substitution. 0.10 3 0.30

High threat of new entrants 0.10 3 0.30

A large number of competitors 0.10 2 0.20

TOTAL 1.00 2.66

In the External Factor Evaluation (EFE) matrix, external factors are categorized as
opportunities or threats. These factors can either harm or benefit the company. Green
Fields Coco Products garnered a 2.66 total weighted score which is above the average
total weighted score of 2.5. This indicates that Green Fields Coco Products is capable of
meeting opportunities and defending its threats. The opportunity that has the highest
weight is the increased health-consciousness of consumers. VCO, having been known as
a product that has many health benefits, may be a hit for all the consumers that are health
conscious. This is one of the opportunities that the company can take advantage of. On
the other hand, the threat of having limited operation hours is given high importance
because it can affect the sales of the business.

B. Industry Analysis

a. CPM

Green Fields Coco Wonder Peter Paul

Coco Products

Critical Success Factor Weight Rating Score Rating Score Rating Score

Marketing 0.14 3 0.42 4 0.56 3 0.42

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Brand Reputation 0.15 3 0.45 4 0.60 4 0.60

Location 0.12 3 0.36 3 0.36 4 0.48

Product Quality 0.18 4 0.72 4 0.72 4 0.72

Product Range 0.10 3 0.30 4 0.40 2 0.20

Price Competitiveness 0.16 3 0.48 4 0.64 3 0.48

Advertising 0.15 1 0.15 3 0.45 3 0.45

TOTAL 1.00 2.88 3.73 3.35

A Competitive Profile Matrix is a tool that compares the firm and its competitors in the
same industry. It can reveal the strengths and weaknesses of the companies by comparing
the weighted average scores to one another. According to the matrix, Green Fields Coco
Products has a score of 2.88, which is above the average score of 2.5. However, it is
lower than the two competitors, Coco Wonder and Peter Paul. It shows that Green Fields
Coco Products is more inferior compared to the two companies because it fails to
improve in its advertising. The company that has the highest score, Coco Wonder, has
received a lot of awards and recognition for its products. They also export products to
many countries such as United States, Canada, Mexico, Brazil, Colombia, Chile, Peru,
United Kingdom, France, Russia, Lithuania, Netherlands, Switzerland, Czech Republic,
Australia, New Zealand, China, Hongkong, Taiwan, Japan, Korea, Malaysia, Thailand,
Singapore, Jordan, Middle East, Nigeria, South Africa. They are also certified by
USDA-NOP (United States), EU (Europe) & JAS (Japanese) and also inspected and
registered by the US-FDA, Philippine FDA, HALAL, KOSHER, Philippine Coconut
Authority, and others. On the other hand, Peter Paul was built for the purpose of
manufacturing desiccated coconut to supply its then-parent company, Peter Paul Inc. of
Naugatuck, Connecticut, USA, makers of the famous Mounds and Almond Joy chocolate
bars. High-quality manufacturing standards were established to ensure the reliability and
consistent quality of its desiccated coconut supply to the American parent corporation.

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C. Internal Environmental Scanning and Analysis

a. Value Chain Analysis

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PRIMARY ACTIVITIES

Inbound Logistics
These are the activities associated with the process of receiving, storing, and distributing
inputs internally. Green Field’s supply chain starts from the sourcing of raw materials
used, which are coconuts, from their family farm. If the supply of coconuts is not enough
for the production, they acquire it from nearby farms in Aurora.

Operations
Operations include the processes of transforming raw materials into finished products and
services. The operations of Green Fields Coco Products are executed in the production
facility where the inputs are processed and used for the production of different VCO
products.

Outbound Logistics
Outbound logistics refers to the activities that connect the business to its customers. It
includes delivery, collection, storage, and distribution systems. The business delivers its
products to its customers and to the pasalubong centers through the owner’s personal car.

Marketing and Sales

Green Fields Coco Products presents its products to its customers through promotions
and advertising through free online advertisements and email campaigns. The owner is
also present in trade fairs where he can talk and persuade people about the products he
offers.

Service
Providing service is also a primary activity in value creation. It ensures that there is
support for customers after they purchased products and availed services. The services of
Green Fields Coco Products include delivery to the distribution centers and the owner
promises to help the buyers of starter packages market their products. He also gives them
the option to sell 30% of their production to Mr. Custodio during the initial year of
operation.

SUPPORTING ACTIVITIES

Firm Infrastructure
The infrastructure of the business is composed of functions that allow the company to
conduct its daily operations. The management, marketing, operations, and finances are
the main infrastructure of the firm.

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Human resource management
The activities under human resource management include recruitment, hiring, training,
motivating, rewarding, and retaining employees. Green Fields Coco Products does not
have a systematic way of hiring. They only choose through referrals from current
employees.

Technology Department
Activities such as managing and processing information, reducing information
technology costs, being updated with the latest technology, and having technical
excellence are part of the technology department. The owner of the business has a degree
related to engineering and he possesses technical excellence which adds value to his
products.

Procurement
Procurement is what the organization does to attain the necessary materials and
equipment in their operations. In simple words, procurement is the process of purchasing
materials. The raw materials (coconuts) used by the business are sourced from Custodio’s
family farm and other nearby farms if the supply is not enough. The packaging materials
that are used for VCO products are supplied by BESTPAK Manufacturing Corp., while
the scents used are purchased from CHEMWORLD Corporation.

b. IFE Matrix

Key Internal Factors Weight Rating Score

STRENGTHS

A suitable environment for the cultivation 0.10 3 0.30

of coconuts.

High-quality raw materials. 0.15 4 0.60

Many uses and health benefits of VCO. 0.12 3 0.36

Technical skills and expertise of the 0.15 4 0.60

owner.

Different kinds of product offerings. 0.13 4 0.52

WEAKNESSES

The location of the production site to the 0.11 2 0.22

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 source is quite far.

Limited manpower. 0.12 1 0.12

Limited advertising and promotion due to 0.12 1 0.12

lack of budget and time.

Total 1.00 2.84

The Internal Factor Evaluation (IFE) Matrix revealed that Green Fields Coco Products
has a total score of 2.84 in the evaluation of its strengths and weaknesses. It has three
major strengths which consist of having high-quality raw materials, different product
offerings, and the technical skills of the owner. The minor strengths are the health
benefits of the product and the suitability of the environment in cultivating the coconuts,
which is the main component of the products. A score of 2.84 means that the company
has a strong internal position because it exceeds the average score of 2.5.

IV. Strategic Actions

A. Generating strategic options

a. SWOT Matrix

STRENGTHS WEAKNESSES

1. A suitable 1. The location of the

environment for the
cultivation of
coconuts.
2. High-quality raw
materials.
3. Many uses and health
benefits of VCO.
4. Technical skills and
expertise of the owner.
5. Different kinds of
product offerings.
production site to the
source is quite far.
2. Limited manpower.
3. Limited advertising
and promotion due to
lack of budget and
time.

OPPORTUNITIES SO STRATEGIES WO STRATEGIES

1. Add value to the 1. Expand the company’s 1. Integrate technology

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 different product lines product offerings in the production
to increase its selling aiming to market them process to make it
price. as healthy alternatives easier to produce
2. Export products to currently existing existing products
internationally. products (S4, O4) (W2, O6)
3. Research and 2. Explore opportunities 2. Increase the number
investigate the health abroad to sell to of personnel to
benefits derived from countries with more increase the amount of
the consumption and health-conscious time the owner has to
application of coconut individuals such as market and promote
products. Japan and Korea (S3, products and the
4. Expand and diversify O2) company itself as well
product offerings by as to better comply
creating different with current demand.
kinds of products (W2, O5)
infused with coconut.
5. VCO demands are
high due to its
benefits.
6. Application of
technology for faster
and more efficient
production.

THREATS ST STRATEGIES WT STRATEGIES

1. The declining supply 1. Expand existing 1. Expand on the

of coconuts. coconut farms to company’s online
2. Huge companies that ensure that Green presence by creating a
offer the same Fields always has social media account
products and have access to quality or website. (W3, T2)
better promotions. coconuts (S1, T1)

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 b. SPACE Matrix

Sub Factors Score Average Axis Value

Industry position (IP)

Growth Potential 5

Profit Potential 5

Financial Stability 4

Extent leveraged 3 4.29

Resource Utilization 5

Ease of entry into the 6

market

Productivity, 2
Capacity Utilization

Competitive Position(CP)

Market Share -6

Product Quality -2

Product Life Cycle -2

Customer Loyalty -6 -4.86

-0.285
Capacity utilization -6

Technological -6
know-how

Control over -6
suppliers and
distributors

Financial Position (FS)

Return on Investment 4

Leverage 3

Liquidity 5 4

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Working Capital 2

Cash Flow 5

Inventory Turnover 5

Stability Position (SP)

0.555
Technological -2
Changes

Rate of Inflation -5
-2.89
Demand variability -4

Price range of -1
Competing product

The barrier to entry -1

into the market

Competitive Pressure -5

Ease of exit from the -1

market

Price Elasticity -4

The risk involved in -3

Business

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According to the SPACE Matrix, Green Fields Coco Products should adopt a more
conservative approach when interacting with the market. This is because although the
industry it is in is potentially stable, it, however, suffers from a slow growth rate. The
company itself has enough financial resources to support itself and make moves that are
more focused on long-term growth rather than short-term success.

c. Grand Strategy Matrix

A grand strategy matrix is one of the many tools that is used for formulating strategies.
Companies are classified and positioned into four quadrants and it is based on two
dimensions: market growth and competitive position. Green Fields Coco Products will
use this matrix to create feasible strategies that are appropriate for the company’s position
in the market.

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Quadrant I: Strong Competitive Position and Rapid Market Growth
Firms that fall under the first quadrant are in an excellent position. They have a strong
competitive base and can operate in fast-moving growth markets. The strategies that they
should pursue are enumerated in the first quadrant. These strategies will help them focus
and improve their current competitive position.

Quadrant II: Weak Competitive Position and Rapid Market Growth

In this quadrant, firms need to evaluate their approach to the market. Under this quadrant,
firms are in a growing industry, however, they are unable to compete effectively with
other companies. The appropriate strategies for these firms include market development,
market penetration, product development, horizontal integration, divestiture, and
liquidation.

Quadrant III: Weak Competitive Position and Slow Market Growth

The third quadrant of the Grand Strategy Matrix is for the firms that are in a
slow-growing industry and have a weak competitive position. The possible strategies that
the firms can apply are listed in the third quadrant and it includes retrenchment, related
diversification, unrelated diversification, divestiture, and liquidation. The strategies are
designed to help the firms avoid demise and possible liquidation considering the position
they are into.

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 Quadrant IV: Strong Competitive Position and Slow Market Growth
The last quadrant is for firms that are in a slow-growth industry but have a strong
competitive position. These firms have the power to diversify their products and increase
market growth in the industry.

Green Fields Coco Products falls in the second quadrant of the Grand Strategy Matrix.
The company is struggling to make sales because they are unable to utilize their resources
properly and deploy their strategies effectively. It is necessary to evaluate their current
approach to the market seriously if they seek to have sustainable growth. As the matrix
suggests, they also need to improve their competitiveness by developing new products
and penetrating the market.

B. Strategic Analysis and Choice

a. Quantitative Strategic Planning Matrix (QSPM)

Strategic Alternatives Specializatio Focusing

n in the efforts on
production expanding
of particular the existing
VCO-Based market and
Products. selling
(Market products to
Developmen customers
t) not
currently
part of the
market.
(Market
Penetration)

Key Factors Weight AS TAS AS TAS

OPPORTUNITIES

Establishment of coconut levy fund 0.10 2 0.2 4 0.40

Increased health-consciousness of consumers 0.18 2 0.36 4 0.72

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Increased activity in their online shopping activity 0.15 4 0.60 3 0.45

THREATS

Limited operation hours due to protocols 0.14 - -

Negative consumer confidence 0.13 4 0.52 2 0.26

High threat of product substitution. 0.10 4 0.40 2 0.20

High threat of new entrants 0.10 4 0.40 3 0.30

A large number of competitors 0.10 4 0.40 1 0.10

Total 1.00

STRENGTHS

A suitable environment for the cultivation of coconuts. 0.10 - -

High-quality raw materials. 0.15 4 0.60 3 0.45

Many uses and health benefits of VCO. 0.12 3 0.24 4 0.48

Technical skills and expertise of the owner. 0.15 - -

Different kinds of product offerings. 0.13 4 0.52 3 0.39

WEAKNESSES

The location of the production site to the source is 0.11 - -

quite far.

Limited manpower. 0.12 2 0.24 4 0.48

Limited advertising and promotion due to lack of 0.12 4 0.60 2 0.24

budget and time.

Total 1.00 5.08 4.47

In summary, the best course of action for Green Fields Coco Products to establish itself in
the industry considering its current competitive weak position is to focus more on the
production of products that are more focused on specific niches within the greater VCO
market.

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V. Establishing Long-term Goals
● Isolate and enter small and profitable niches within the VCO industry for Green
Fields to focus on: With the strategy in mind, Green Fields should now take the first step
and begin identifying feasible niches within the VCO industry for which it should create
products for.
● Develop company’s brand and public image: Green Fields Coco Products should now
take into consideration the prevalence of social media and the internet and realize the
benefits and relative ease it is to develop their brand there instead of in traditional media.
● Restructure company structure to better segregate responsibilities between
members of the business: Although initially, the organizational structure of Green Fields
didn’t hinder their success as the company was able to grow rapidly largely through the
efforts of the owner. But as demand for the products went up, the amount of
responsibilities of the owner went up as well, which made it difficult for the company to
have sustained success as there were simply too many tasks needed to be done by one
person. In order to combat this dilemma, Green Fields should restructure its
organizational structure to better distribute responsibilities among its members.

VI. Strategy Implementation

A. Possibility of Restructuring/Reengineering
Due to Green Fields Coco Products' extremely small size, the existing organizational
structure of the company (if one could call it as such) is relatively simple. With the
owner, Ernest Custodio essentially being the production, marketing, and financing head
of the company and everyone else are essentially a rank and file employee. Although this
existing organizational structure may already be considered a functional organizational
structure the way it is being implemented is a problem and it is currently in need of
restructuring. The main goal of this restructuring is to better distribute responsibilities
among the members of the company and lessen the burden on a particular individual. By
doing so, it would free up the owner to focus on more long-term decision-making and
strategy formulation for the company. In terms of strategy implementation, and
implementation of a better functional organizational structure will allow the owner more
leeway in order to explore which niches within the VCO industry can Green Fields
specialize in and possibly build success off of.

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B. The Role of the Management Team in Strategic Implementation
(BOD/CEO/Gen. Mgr/Owner)
Owner: The role of the owner in this restructuring would be the education of long-time
staff and training them to fulfill different roles in the company. Ernesto Custodio Jr’s role
in the company is to define the roles of “production”, “marketing” and “financing”
managers, their roles, their responsibilities, and what is expected of them. The second
role that the owner is expected to fill during this strategy implementation is to facilitate
the segmentation of the VCO industry and find which specific niches are the most
profitable for Green Fields to enter into.

C. Revised Organizational Chart

A. Production Manager
a. Job specification:
■ Business/Management Degree (optional)
■ Has had previous experience managing in a company
■ Has world in the VCO industry previously (optional)
b. Job description: Ensure products are produced safely, efficiently, and on
time while meeting required quality standards. Monitor the company’s
production process and aims to decrease unnecessary costs from the
production cycle.
B. Marketing Manager
a. Job specification:
■ Marketing Degree or any related degree (optional)
■ Good communication and people management skills
■ Previous experience in marketing of products or services

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 ■ Creative
b. Job description: Responsible for the company's marketing activities.
From market research and analysis to the creation of marketing strategies
and planning. Oversees the creation of promotional materials and
marketing campaigns. Reports marketing and sales to top management.
C. Financing Manager
a. Job specification:
■ Accounting or Financing degree
■ Negotiation skills and ability to communicate details precisely and
quickly
■ Attentive to details and discerning for data specifically financial
data
■ Strict with time constraints
b. Job description: Collect, interpret, and review financial information
regarding the business to enable top management to make better long-term
decisions. Produces financial reports and accomplishes filing requirements
set by the BIR.

VII. Marketing and Operational Plan

A. Implementation Plan (with specific action programs)

Build Customer Awareness through Social Media Marketing

Goal Enhance exposure of products online to reach a wide range of

audiences and potential customers.

Time Allotted 12 months

Strategic Objectives Process/Tasks

Strategic Objective 1: Hire a social media manager and a photographer.

Establish at least 3
social media accounts.

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 Develop a Facebook page, create an Instagram account, create a
website, etc. that can attract more audiences.

Create a schedule for photo shooting and video production with

the photographer.

Strategic Objective 2: Post photos or videos of VCO, VCO-based products, and VCO
starter packages. Photos or videos include physical products,
Sold products to at product inclusions, sneak peek on how the products are made or
least 30 new customers conceptualize. Post updates 2-3 times weekly or more if
every month. necessary.

Incorporate best SEO practices into the websites, pages, or

blogs of the business to increase visibility.

Incorporate analytics and web tools for gathering data in

monitoring and measuring the success of the strategy.

Delegate Other Tasks to Employees

Goal Improve owner efficiency so that he can focus on marketing the

products online or in trade fairs.

Time Allotted One Month

Strategic Objectives Process/Tasks

Strategic Objective 1: Create an organizational chart and categorize the current

employees.
Reconstruct
organizational chart.
Develop job specifications, job descriptions, and job
requirements for the three managers.

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 Rank the employees using experience, current skills, and
educational background to determine who is suitable for the
new tasks to be assigned.

Strategic Objective 2: Distribute the tasks to appropriate employees. Hire employees

if necessary.
Assign three
employees as
production manager, Owner briefs and teaches the managers the way he handles
marketing manager, things.
and financing manager.
Employees begin their work as managers.

Provide training, seminars, and team-building activities to employees

Goal Keep the employees and owner’s skills and knowledge up to

date with the latest trends, methods, and problems faced within
the VCO industry.

Time Allotted One-two days

Strategic Objectives Process/Tasks

Strategic Objective 1: Create a one- or two-day activity (training, seminars, or other

related activities) for the employees and the owner to
Employees learn the familiarize themselves with the latest activities in the VCO
latest trends, methods, market. Select activity topics, dates, and locations.
and problems that the
VCO industry
encounters in the latest Inform the employees about the activity.
years.
Employees attend the activity.

26
 Strategic Objective 2: The owner will ask for suggestions or comments about the
employees’ take away from the activities about the products
Employees and owners and their status and concerns.
collaborate on ideas
and apply the learnings
in solving the current Generate a solution if there are problems. The owner will use
problems faced by the his conclusions or realizations combined with the ideas of the
business. employees to better guide him and his actions towards Green
Fields.

Employees and owners apply the necessary changes to the

business.

B. Evaluation Plan (with time frame/schedule)

a. Evaluation Forms

Evaluation forms are used to tally the progress of the projects. The owner will be able to determine if the
project’s goals are reached or not. This is a checklist evaluation form..

Strategic What When Results

Objectiv
es
Output or Target Frequency Q1 Q2 Q3 Q4 Annu
Outcome al
Measure
Descripti
on

Project Goal 1: Enhance exposure of products online to reach a wide range of audiences and
potential customers.

27
Strategic Number 3 social Once; at the
Objectiv of social media end of the
e 1: media accounts at first week of
accounts the end of the plan
Establish establishe the first implementati
at least 3 d week of the on
social plan
media implementati
accounts. on

Strategic Number 30 new Monthly

Objectiv of new customers
e 2: customers every month
catered
Sold every
products month
to at least
30 new
customer
s every
month.

Strategic What When Results

Objectives
Output or Target Frequency Q1 Q2 Q3 Q4 Annu
Outcome al
Measure
Descripti
on

Project Goal 2: Improve owner efficiency so that he can focus on marketing the products
online or in trade fairs.

28
Strategic Job Updated Once; after
Objective 1: descriptio organizatio reconstructi
n, job nal chart ng the
Reconstruct specificati organizatio
organizatio on, and nal chart
nal chart. job
requireme
nts of the
3
managers

Strategic Three 3 managers Once; at the

Objective 2: employees end of the
are either project
Assign appointed
three or newly
employees hired for
as the
production positions
manager,
marketing
manager,
and
financing
manager.

Strategic What When Results

Objective
s
Output or Target Frequenc Q1 Q2 Q3 Q4 Annua
Outcome y l
Measure
Descriptio
n

29
Project Goal 3: Keep the employees and owner’s skills and knowledge up-to-date with the
latest trends, methods, and problems faced within the VCO industry.

Strategic Informed Employee Not yet

Objective employees s attend determine
1: the d
training,
Employee seminars,
s learn the and
latest provided
trends, activities.
methods,
and
problems
that the
VCO
industry
encounter
s in the
latest
years.

Strategic An increase Found a Monthly

Objective in sales strategy to
2: performanc increase
e sales
Employee
s and
owner
collaborat
e ideas
and
applies
the
learnings
in solving
the
current

30
 problems
faced by
the
business.

b. Evaluation Procedures

Below are the tables that break down how to measure, when to collect data, and who will collect the data
of the project goals.

Strategic What When Who

Objective
s
Output or Target Measure Data Data Person(s)
Outcome Definitio Collection Collection Responsibl
Measure n Method Frequency e for Data
Descriptio Gathering
n

Project Goal 1: Enhance exposure of products online to reach a wide range of audiences and
potential customers.

Strategic Number of 3 social Number Tracked Once; after Mr.

Objective social media of active within the first week Custodio,
1: media accounts by social spreadshee of the plan Owner
accounts the first media t implementatio
Establish established week the accounts n
at least 3 plan is
social implemente
media d
accounts.

31
Strategic Number of 30 new Number Tracked Monthly Mr.
Objective new customers of new within Custodio,
2: customers every customer spreadshee Owner
catered month s who t
Sold every bought
products month products
to at least every
30 new month
customers
every
month.

Strategic What When Who

Objectives
Output or Target Measure Data Data Person(s)
Outcome Definition Collection Collectio Responsibl
Measure Method n e for Data
Descriptio Frequenc Gathering
n y

Project Goal 2: Improve owner efficiency so that he can focus on marketing the products
online or in trade fairs.

Strategic Job Updated Established Tracked Once; Mr.

Objective 1: description organization a job within the after Custodio,
, job al chart description business reconstru Owner
Reconstruct specificatio , job activity log cting the
organization n, and job specificatio organizati
al chart. requiremen n, and job onal chart
ts for the 3 requiremen
managers ts for the 3
managers

32
Strategic Three 3 managers Three Tracked Once; at Mr.
Objective 2: employees employees within the end of Custodio,
are either (existing or employme the Owner
Assign three appointed newly nt records project
employees or newly hired) are and the
as hired for assigned to business
production the the newly activity log
manager, positions established
marketing positions
manager,
and
financing
manager.

Strategic What When Who

Objective
s
Output or Target Measure Data Data Person(s)
Outcome Definition Collection Collection Responsibl
Measure Method Frequenc e for Data
Description y Gathering

Project Goal 3: Keep the employees’ and owner’s skills and knowledge up to date with the
latest trends, methods, and problems faced within the VCO industry.

33
Strategic Informed Employee Increased Training Not yet Mr.
Objective employees s attend their certificate determine Custodio,
1: the knowledg d Owner
training, e of the
Employee seminars, latest
s learn the and trends,
latest provided methods,
trends, activities. and
methods, problems
and happening
problems lately in
that the the VCO
VCO industry.
industry
encounters
in the
latest
years.

Strategic An increase Found a The owner Interviews, Monthly Mr.

Objective in sales strategy to knows surveys, Custodio,
2: performanc increase what to do observations Owner
e sales to solve , latest news
Employee existing
s and business
owners problems.
collaborat
e on ideas
and apply
the
learnings
in solving
the current
problems
faced by
the
business.

34
VIII. Projected Benefits (cover the functional areas)
The purpose of this plan is to help uncover ways to improve the functions of Green Fields Coco
Products. The strategic plan will guide the business owner to have a clear goal and objectives
and be able to see the strengths and weaknesses of the business and grasp the opportunities
available and minimize threats that could harm the business. By applying the suggested strategies
from this plan, it will provide benefits to the business especially in the following areas:

Production
The strategic plan will provide an outline on how to align the goals to managing resources. This
will help the business in decision making, determining the resources needed, and managing the
budget to meet the organization’s objectives, thus, it will increase the firm’s operational
efficiency. This plan will also provide benefits such as higher productivity, improved quality of
products, efficiency, and customer satisfaction.

Marketing
Having a strategic approach in marketing will help the company adapt to the changing
environments and take advantage of the opportunities with it. By applying several strategies in
marketing, the owner can choose what mix of multimedia channels he can use to reach his
customers and effectively communicate his message to them. It will also help them achieve a
competitive position in the industry and increase their market share.

Sales
Through this strategic plan, the business can evaluate market trends, consumer segments, and
their product offerings and improve them based on the results of the analysis in the plan. They
can apply strategies or approaches dedicated to sales and marketing efforts to increase their
market share, profitability, and return on investment.

Human Resources
Applying a strategic approach to human resource management will improve business
performance by reaching organizational goals through leadership. This plan can help the
business’ HR management in hiring and selecting employees, training, and performance
management systems. The plan will provide increased employee satisfaction and higher
employee commitment.

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IX. Strategy Review and Evaluation Mechanisms
The strategy monitoring and evaluation system we would like to suggest for Green Fields is the
balanced scorecard approach.

The balanced scorecard is a strategic planning and performance management tool created by
Kaplan and Norton. In short, it allows managers to see how well their businesses are being run
based on whether the objectives of the company are being met, by the monitoring of staff and the
execution of planned activities. In the case of Green Fields, such a system would be beneficial
for the company in order to methodically analyze and examine the underlying bases of a firm’s
strategy. Since the company has a horizontal flow of processes, it would make sense for a
balanced scorecard to oversee where the company is heading towards.

In order for a business to succeed it must set objectives in line with the overall mission and
vision of the organization. The balanced scorecard suggests that it is not an only financial
performance that equates to a successful business. Therefore it takes the perspectives of four
different areas of the organization and monitors their performance based on their individual
objectives and compares them with the target results which will then lead to formulating
corrective actions.

For each strategy that we implement, keeping in mind the evaluation mechanism will further
improve our progress towards achieving the desired goals and objectives that are planned.

36
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