A strategic management paper for Sun Life of Canada (Philippines), Inc. / Jerianne DJ. Capistrano.
By: Capistrano, Jerianne DJ
Publisher: 2020Description: 165 pages; 28 centimetersContent type: text Media type: unmediated Carrier type: volumeSubject(s): Strategic managementLOC classification: HD30.28 C37 2022Summary: This paper intends to propose a strategic management for Sun Life of Canada (Philippines), Inc. Sun Life Financial (SLF) is a leading international financial services organization which originated in Canada and offers a diverse range of insurance, retirement and investment product and services to meet the needs of individual and corporate clients. It was in 1895, three years before the Republic of the Philippines was officially founded, when Sun Life first set foot in the country with the mission of giving Filipinos the opportunity to enjoy the humanitarian benefits of insurance. The company is in an advantageous position compared to its competitors, however the company experienced inefficiency with regards to its asset utilization. Thus, through the matrices and analysis of its internal strength and weaknesses, external opportunities and threats, strategy has been formulated in favor of Sun Life to better increase asset utilization that will result into additional income. Sun Life does have a competitive market share versus its other competitors and has the highest total assets in the industry. From the results of the matrices and analysis, Market Penetration, Market Development and Product development were the strategies that Sun Life can use to achieve the objectives. However, among these three, only two were used which is Market development and Product development that resulted into Concentric Diversification. The strategy recommended by the proponent to the company is to offer new products to the market to enter new markets. This product would be non-life insurance products, which is still within Sun Life's expertise. This strategy aims to increase the company's income and have an efficient asset utilization.| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|---|
| Thesis | PLM | PLM Graduate School Library | Graduate School-Thesis/Dissert | HD 30.28 C37 2020 (Browse shelf) | Available | G1897 |
Thesis (M.A) -- Pamantasan ng Lungsod ng Maynila, 2020.
A strategic management paper presented to the faculty of PLM Business School - Graduate Program in partial fulfillment of the requirements for the Degree of Master in Business Administration.
Includes references.
This paper intends to propose a strategic management for Sun Life of Canada (Philippines), Inc. Sun Life Financial (SLF) is a leading international financial services organization which originated in Canada and offers a diverse range of insurance, retirement and investment product and services to meet the needs of individual and corporate clients. It was in 1895, three years before the Republic of the Philippines was officially founded, when Sun Life first set foot in the country with the mission of giving Filipinos the opportunity to enjoy the humanitarian benefits of insurance.
The company is in an advantageous position compared to its competitors, however the company experienced inefficiency with regards to its asset utilization. Thus, through the matrices and analysis of its internal strength and weaknesses, external opportunities and threats, strategy has been formulated in favor of Sun Life to better increase asset utilization that will result into additional income.
Sun Life does have a competitive market share versus its other competitors and has the highest total assets in the industry. From the results of the matrices and analysis, Market Penetration, Market Development and Product development were the strategies that Sun Life can use to achieve the objectives. However, among these three, only two were used which is Market development and Product development that resulted into Concentric Diversification.
The strategy recommended by the proponent to the company is to offer new products to the market to enter new markets. This product would be non-life insurance products, which is still within Sun Life's expertise. This strategy aims to increase the company's income and have an efficient asset utilization.
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