A five-year strategic financial plan for Frazerfield Inc. 6

By: Aquino, Patricia Nicole R.; Dela Cruz, Kristine Y.; Frugal, Fritz Joy C.; Isip, Julieann C.; Israel, Arjen Bellarmine L.; Neri, Nastasja Niquolle S.; Saldaña, Angela Faith V.; Sales, Lonnie J.; Santiago, Angelique C.; Santiago, Linsay M.; Villaseñor, Jerome A. 4 0 16, [, ] | [, ] |
Contributor(s): 5 6 [] |
Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; 4456246Edition: Description: 144 pagesContent type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Related works: 1 40 6 []Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- -- -- 20 -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:
Contents:
Action note: In: Summary: EXECUTIVE SUMMARY: In 2006, a group of people came together and had dreamt with great heart the desire to make a name for themselves in the world of business to serve every Filipino household. A dream turned into reality was a company previously called Manila Golden Acher Group, Inc., eventually rebranded as Frazerfield Inc. Frazerfield Inc. is a distributor, marketing wholesale and retailing of food and non-food products. At present, the company is completing its facilities for manufacturing. In 2020, the company had five (5) stockholders with 100 or more shares of its capital stock. Using extensive research and analyzing the company's financial statements, the proponents determined that Frazerfield Inc. is experiencing a continuous high merchandise inventory. The proponents found out that Frazerfield Inc. is currently performing an underrated or manual way of advertising its products which leads to a high inventory. Therefore, the proponents had come up with three alternative courses of action. The first one is to create an advertising department that will focus on product promotion and merchandising, second is to implement seasonal campaigns in order to sell its large inventories, and lastly, to hire new employees as well as implementing various programs for employees development and maximizing operating activities in which will increase the company's profit. After carefully analyzing the alternatives, the proponents have decided that the best possible alternative is ACA #2, which aims to implement seasonal campaigns to sell its growing inventory. With this solution, the company will generate enough funds and engage more in developing sales to their product for the next few years which will solve its existing challenges and improve its performance in the industry. Other editions:
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Financial Plan: (BSBA major in Financial Plan) - Pamantasan ng Lungsod ng Maynila, 2022 56

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EXECUTIVE SUMMARY: In 2006, a group of people came together and had dreamt with great heart the desire to make a name for themselves in the world of business to serve every Filipino household. A dream turned into reality was a company previously called Manila Golden Acher Group, Inc., eventually rebranded as Frazerfield Inc. Frazerfield Inc. is a distributor, marketing wholesale and retailing of food and non-food products. At present, the company is completing its facilities for manufacturing. In 2020, the company had five (5) stockholders with 100 or more shares of its capital stock. Using extensive research and analyzing the company's financial statements, the proponents determined that Frazerfield Inc. is experiencing a continuous high merchandise inventory. The proponents found out that Frazerfield Inc. is currently performing an underrated or manual way of advertising its products which leads to a high inventory. Therefore, the proponents had come up with three alternative courses of action. The first one is to create an advertising department that will focus on product promotion and merchandising, second is to implement seasonal campaigns in order to sell its large inventories, and lastly, to hire new employees as well as implementing various programs for employees development and maximizing operating activities in which will increase the company's profit. After carefully analyzing the alternatives, the proponents have decided that the best possible alternative is ACA #2, which aims to implement seasonal campaigns to sell its growing inventory. With this solution, the company will generate enough funds and engage more in developing sales to their product for the next few years which will solve its existing challenges and improve its performance in the industry.

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