Amparos quality pure drinking water: Strategic plan

• Main Author: Amparo, Catheryn Joy C.
• Format: text
• Language: English
• Published: Animo Repository 2007
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/4480
• Institution: De La Salle University

Amparos Quality Pure Drinking Water started on October 13, 2002 with a start-up capital of Php1, 000,000. The company is categorized under water store industry. Our products are available in 1-gallon, 1.5, 2.5, 3 and 5-gallon refilled containers at P6/gallon among distributors, P7 for households and school canteens and P8 among offices such as banks and factories. With average daily sales of Php15,000 to Php20, 000 (see table below to show how sales in computed), the company has purchased 5 delivery vehicles (2 closed vans, 2 motor cycles, a multi cab) and ventured to other income generating business like the construction of a 20-door apartment and the development of waste water treatment systems (system able to produce a by-product from the production of purified water). The current market demand on purified water as observed areas being is increasing which leads us towards preparation on store expansion. We plan to convert the existing store to a two-story building that will enable us to house another 3000-gallon reverse osmosis equipment in order to maximize productions. Moreover, we aim to achieve 1% market share among the areas of Marilao, Bocaue and Meycauayan Bulacan Districts 1 and 2 of Valenzuela City, District 1 of Caloocan City Novaliches, Lagro, Fairview, Commonwealth Quezon City by shifting from the current focused differentiation strategy to new set of best-cost provider strategies. Competition, demand and cost are some of the economic factors that will affect the strategies set forth in the next years of the companys operations alongside demographic variables such as population rate, family size, and net disposable incomes. Not to mention technological, socio-cultural and political-legal factors, the company is prepares to meet that challenges for the next years of operations. The company is heading towards market leadership among the areas we serve while competing with high quality and reasonable price. Doing so, we will adopt best-cost provider strategies that stake out middle ground between pursuing low-cost and differentiation advantage.