Strategic management plan of Indocoil Phils., Inc.

• Main Author: Ting, Miguel M.
• Format: text
• Language: English
• Published: Animo Repository 2007
• Subjects: Pests > Control industry > Management; Insect repellants; Indocoil Phils; Inc.
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/3674
• Institution: De La Salle University

The threat on our health of mosquito borne diseases has been a national concern especially when there are malaria and dengue outbreaks. These health events trigger speculation of would-be investors to venture in the household pesticides industry, in particular the mosquito coil processing, which is simpler in terms of product formulation and production process. Although the barriers to new entrants in the mosquito coil processing are low and had been listed as one of the priority activities in the 2003 Investment Priorities Plan of the government, there have been several instances that new entrants closed after several years only of operation. Indocoil Philippines Inc. started its operation in 1989. Since then the company continued to incur losses, which has been primarily attributable to its operation dependency to its major toll client for the manufacture of Baygon brand. Significant events that substantially affected the company's operation are in 1998 the Asia's financial crisis that resulted in the non-operation of three stamping lines 1999 - problem arising between P. T. Sinar Plataco (Indocoil mother company) and Bayer Indonesia that resulted to the mosquito coils importation of Bayer from Indonesia and the purchase of Baygon local demand from Family Products of Phimco. In 2002, due to labor problem, the company operation was shutdown for two months, and fortunately, it was later contracted by Phimco to process the Patrol mosquito coil brand when Family Products ceased operation. Finally in 2003 – S.C. Johnson acquired the Baygon product brand that resulted to 100% local sourcing of Baygon mosquito coil from Indocoil. Two sets of strategies are proposed: brand identification and equipment enhancement, in particular the mosquito coil drying process. The former had been presented in detail, while in the latter, important information are only discussed considering that it only involved an equipment change that will not alter considerably the company's manpower set up and production process The implementing tasks of the brand identification strategy are presented substantially. This will convert the strategic action plan into an action and then into a result. It is projected that the proper implementation of the plan could almost eliminate the financial deficit of the company by year 2010. It is strongly suggested that to successfully implement this plan, the management should communicate the objective and corresponding changes in the work environment that it will affect every members of the organization.