A strategic management paper for Vistamalls, Inc. / Cassandra Bianca J. Binuya.

Thesis (M.A)--Pamantasan ng Lungsod ng Maynila, 2024.

A strategic management paper presented to the College of Business Administration--Graduate Program in partial fulfillment of the requirements for the degree Master in Business Administration.

This strategic management paper is submitted in partial fulfillment of the course requirements in Strategic Management under the guidance of Professor Heherson F. Marayag. This paper summarizes the theory, concepts, and practical applications of the classroom discussions throughout the Program.

This paper's subject is Vistamalls, Inc., the leasing arm for retail spaces and commercial centers of one of the top real estate companies in the Philippines, Vista Land and Lifescapes, Inc., in the researcher's attempt to find a viable strategy suited to the corporation to be one of the premier commercial property developers in the country.

This paper begins with the assessment of the Company's vision and mission was conducted to determine the goals and objectives of the Company which shall form a guide on the strategies that would fit.

An industry analysis is conducted to describe the current state of the country's mall development industry which led to the identification of the opportunities and threats that confront the company through the use of Porter's Five model and Competitive Profile Matrix.

Situational analysis is the primary concentration of the study of the company. The company's strengths and weaknesses were identified with reference to its core values to reveal its true competitive advantage and aspects it can further focus on through the use of Porter's Five model, Internal Factor Evaluation Matrix, value chain analysis, and competitive advantage cycle.

The opportunities, threats, strengths, and weaknesses identified from the external internal scanning have been influential in the strategy mapping. Strategic and Financial objectives have also been considered and translated into business strategies through different strategic management tools.

The implementation procedures of the identified action plans for each strategy were developed and defined. Utilizing financial projections, the financial impacts of the strategies were assessed and evaluated. Such results were used in the balanced scorecard that provided the company perspectives on financial performance, customer knowledge, internal business processes, and learning and growth.