III

C. Task Environment

A full analysis of the landbank corporation using Porter's Five Forces framework would necessitate more
information about the company's market position, competitors, and industry dynamics. To offer a
thorough knowledge of the company's competitive environment, the analysis should be supplemented
by other relevant strategic frameworks, market research, and internal data. According to this report, the
landbank business faces modest challenges and competitive forces. To acquire a deeper knowledge of
the landbank company's competitive environment, market dynamics, and potential hazards, a more
extensive research employing industry-specific data and insights is required.

a. Threat of new entrants Rating: Medium

The threat of new entrants might vary based on the legislative environment and market conditions of
the country. Barriers to entry can be created by factors such as capital constraints, regulatory barriers,
and established relationships with landowners and authorities. However, if the market is largely open
and regulatory obstacles are minimal, new entrants may pose a greater threat.

b. Bargaining power of buyers Rating: Medium

Buyer bargaining power can be influenced by factors such as the availability of other land possibilities,
market demand, and the uniqueness or scarcity of the land given by the Landbank Corporation. Buyers
may have more bargaining power if they have access to several land possibilities and the demand for
built homes is low. Buyers may have less bargaining power in places with limited land supply and high
demand.

c. Threat of substitute products or services Rating: Low

Because land is a unique and restricted resource, the threat of alternatives in the land bank industry is
often low. While there may be alternative investment options or different real estate development
tactics, the industry's fundamental requirement for land remains. As a result, the threat of alternatives is
quite modest.

d. Bargaining power of suppliers Rating: Medium

Supplier negotiating power can be influenced by factors such as land availability, rivalry among
suppliers, and the reputation of the landbank company. Supplier negotiating power may be minimal in
some countries where land is plentiful and there are several suppliers. Suppliers may have more
bargaining power in places with limited land availability or a concentrated supplier market.

e. Rivalry among competing firms Rating: High

The competitive rivalry in the landbank industry can be fierce, especially in areas with major real estate
development activity. The number of rivals, their market share, differentiation in their offerings, and
overall market demand can all influence the level of competition. To preserve a competitive advantage,
landbanking companies must differentiate themselves and secure valuable land plots.

f. Relative power of unions, governments, special interest groups, etc

The relative power of unions, governments, special interest groups, and other external stakeholders can
significantly impact the landbank industry. Here's a general assessment of their power and influence:

Unions:
Rating: Medium

The power of unions in the landbank industry can vary depending on the country's labor laws, union
membership rates, and the extent of unionization within the industry. Unions can exert their power
through collective bargaining, strikes, and other forms of labor action. Their influence on the landbank
industry may include negotiations on wages, working conditions, and benefits for employees involved in
land acquisition, development, and management.

Governments:
Rating: High

Governments wield considerable power and influence in the landbanking business. They govern land
use, zoning, planning permissions, environmental rules, and other aspects of land development.
Governments can also enact policies and regulations affecting land sales, tax breaks, and infrastructure
development. Government policy changes can have a considerable impact on the profitability and
operations of landbank enterprises.
 Special Interest Groups:
Rating: Medium

Governments wield considerable power and influence in the landbanking business. They govern land
use, zoning, planning permissions, environmental rules, and other aspects of land development.
Governments can also enact policies and regulations affecting land sales, tax breaks, and infrastructure
development. Government policy changes can have a considerable impact on the profitability and
operations of landbank enterprises.

Financial Institutions:
Rating: High

In the landbank industry, financial institutions such as banks, investment firms, and private equity funds
have considerable leverage. Landbank firms' capacity to get funds for land acquisitions and development
projects can be influenced by their lending methods, interest rates, and financing terms. Financial
institutions also have a role in establishing the industry's overall investment climate and market
circumstances.

Local Communities:
Rating: Medium

Local community power might vary based on the project and community dynamics. Local communities'
interests and concerns must be considered by landbank firms while developing new projects.
Engagement with local communities, addressing their needs and concerns, and implementing
sustainable and socially responsible practices can aid in the development of beneficial relationships and
the resolution of possible problems.
 A. Corporate Structure

The Land Bank of the Philippines (LANDBANK) is constituted as a government-owned and controlled
corporation (GOCC) in the Philippines as of cutoff in September 2021. It is a universal bank that focuses
on agriculture and development finance. LANDBANK's organizational structure is comprised on the
following essential components:

Board of Directors: The Board of Directors is in charge of LANDBANK's overall governance and strategic
direction. It is made up of government representatives, industry professionals, and stakeholders.

Executive Management: The Executive Management team is led by a President and Chief Executive
Officer (CEO), who is in charge of the day-to-day operations and strategy implementation at LANDBANK.
The CEO is assisted by a number of senior executives who oversee various divisions and responsibilities
inside the firm.
Divisions & Departments: LANDBANK has several divisions and departments that each handle a certain
function or service. Lending operations, treasury and investment management, credit evaluation, risk
management, marketing, information technology, human resources, and legal services are some
examples.

Branch network: LANDBANK has a large branch network throughout the Philippines, covering both
urban and rural areas. These branches offer a variety of banking services, such as deposit products,
lending services, cash management, and other financial services.

Subsidiaries and affiliates: LANDBANK has multiple subsidiaries and affiliates that operate in a variety of
industries, including microfinance, insurance, leasing, investment banking, and remittance services.
These organizations help LANDBANK achieve its aim of promoting agricultural development and
providing financial services to many segments of society.

It's crucial to note that organizational structures can change over time, and LANDBANK's structure may
have changed since my knowledge cutoff in 2021. I recommend consulting official sources, such as
LANDBANK's website or public disclosures, for the most up-to-date and accurate information about
LANDBANK's present structure.

a. LANDBANK is often established with decentralized decision-making authority. While the President
and CEO oversee a centralized leadership team, decision-making is diffused across multiple levels
and departments inside the business. LANDBANK operates through its branch network, which is
spread throughout the Philippines. Within established rules and policies, these branches have a
degree of autonomy in decision-making pertaining to customer service, loan approvals, and day-to-
day operations. Furthermore, the organizational structure of LANDBANK includes numerous
divisions and departments that handle certain functions. These divisions and departments are in
charge of making decisions in their specific areas of competence, such as loan operations, risk
management, or information technology. It is crucial to remember, however, that certain strategic
decisions and policies may be taken at the centralized level. The Board of Directors and the
executive management team. These actions may have an impact on LANDBANK's overall orientation
and strategic ambitions. In conclusion, while LANDBANK has a decentralized decision-making
strategy, with autonomy granted to its branches and divisions, key strategic choices are likely to be
decided at the centralized level by the executive management team and the Board of Directors.
b. The Land Bank of the Philippines (LANDBANK) is primarily organized on the basis of functions, with
divisions and departments responsible for specific areas of expertise within the bank. However,
there may be some elements of geographic organization as well. Within LANDBANK's organizational
structure, divisions and departments are typically categorized based on functions such as lending
operations, credit evaluation, treasury and investment management, risk management, marketing,
human resources, legal services, information technology, and more. Each division or department
focuses on its respective function and carries out specialized activities and responsibilities. While
the functional organization is the primary basis, LANDBANK also takes into consideration geographic
factors to effectively serve its customers across different regions in the Philippines. This is
particularly evident in LANDBANK's extensive branch network, which spans various urban and rural
areas throughout the country. Each branch operates within a specific geographic location and
serves the needs of customers in that area. The combination of functional and geographic
organization allows LANDBANK to efficiently manage its operations, deliver targeted services, and
address the unique requirements of customers in different regions. By structuring divisions and
departments based on functions, LANDBANK ensures expertise in specific areas, while the
geographic organization through branches enables localized customer engagement and service
delivery. It's important to note that the specific organizational structure of LANDBANK may be
subject to changes or adaptations over time to align with strategic priorities, customer demands,
and evolving market dynamics. For the most accurate and up-to-date information, it is advisable to
refer to LANDBANK's official documentation or contact the bank directly.

2. The extent to which the structure of Land Bank of the Philippines (LANDBANK) is properly known
by all employees varies. In general, firms seek to communicate with their employees at all levels
and ensure that their structure is clearly understood. Individual comprehension, on the other hand,
can be influenced by factors such as communication clarity, transparency in decision-making
processes, and the effectiveness of internal communication channels. LANDBANK, like any other
institution, is likely to make efforts to communicate its structure through multiple channels.
Organizational charts, employee handbooks, internal memos, training programs, and regular
communication from senior management are all examples of this. These initiatives seek to offer
employees with a clear grasp of the organization's hierarchical relationships, reporting lines, and
functional tasks.
However, it is critical to remember that organizational structures can be complex at times,
especially in major institutions like LANDBANK. Employees' levels of comprehension may vary
depending on their responsibilities, departments, and interactions within the firm. Changes in
organizational structure, as well as a lack of good communication, can all contribute to confusion or
gaps in understanding.

LANDBANK may also use methods such as frequent town hall meetings, departmental meetings,
and open forums where employees may seek clarification, ask questions, and engage in discourse
regarding the organization's structure and activities to improve clarity and understanding. Overall,
LANDBANK is likely to attempt to ensure that its staff understand its structure. Individual
comprehension might vary, and businesses are constantly working to improve communication and
transparency in order to improve knowledge throughout the organization.