A five-year strategic financial plan for RFM Corporation / Ciego, Ailheenel Keynt A., Dianzon, Jared Emmanuel B., Fojas, Joana Marie B., Gadiaza, Maria Anjela M., Matias, Maria Victoria C., Ong, John Kenneth S., Pacheco, Pauline Grace P., Santos, Cresta Fe Coleen J., Tacda, Rheabeth M., Villota, Robert Mathhew A. 6

Financial Plan: (BSBA major in Financial Management) - Pamantasan ng Lungsod ng Maynila, 2023. 56

5

Executive Summary RFM Corporation has been a role player in the Philippine food manufacturing industry since its establishment in 1958. Its principal manufactured and distributed products are a wide range of foods and beverages including pasta, flour, flour-based products, dairy products, ice cream, and powdered juice. In spite of the drawbacks and financial struggles in the past, RFM had never failed to bounce back and continually cement its position in its core businesses. Moreover, RFM still continues to live up to its company ideals and commitment - to create products for its valued consumers that are of great quality and affordable pricing. In this paper, the 5-year analysis period for the performance evaluation of the firm's profitability, liquidity, solvency, and efficiency were all based on the data exhibited in the RFM's 2018 to 2022 financial statements. Relevant ratios as to the financial health aspects cited earlier were computed, analyzed, contrasted, and construed depending on the prevailing standards relevant to the industry of interest. The favorability or unfavourability of a certain ratio elucidates the respective strength and weakness associated with the company's financial performance. Strengths were recognized therein, whereas weaknesses were subjected to further assessment, so that sound solutions can be formulated by authors. Upon evaluation, the authors unraveled that RFM Corporation has a principal problem with respect to its product development activities, especially in terms of accommodating the relevant consumer preferences, thereby hindering the company's capacity to maximize its competitive advantage and significantly rise in its respective industry. To address the main problem, three alternative courses of action were proposed: (1) to develop products that align with health consciousness and lifestyle changes, (2) reintroduction and innovation in the manufacturing of bottled water and canned products that conforms with sustainable initiatives, and (3) production of snacks that caters to the palate of all ages. Among the proposed solutions, the first one was deliberately selected by the authors, based on sound evaluation of the pertinent critical success factors. Albeit being an inherently expensive undertaking, hence being indubitably risky and deviant from the conservative nature of the company's management, such a course of action is expected to provide significant yields of about a 30 percent increase in revenue and a concomitant augmentation on its assets. In conjunction with product development initiatives, appropriate marketing efforts will also be implemented in conjunction thereto, to guarantee the seamless accomplishment of an improved financial performance and elevated brand reputation.

5