A strategic management paper for RCD Land, Inc. / Maricar E. De Lara.
By: De Lara, Maricar E
Publisher: 2024Content type: text Media type: unmediated Carrier type: volumeSubject(s): Strategic managementLOC classification: HD 30.28 D45 2024Summary: The company, RCD Land Inc., was formerly RCD Realty Incorporation which started in 1987 as a real estate brokerage in Leyte. By 1997, the company had become a housing contractor for single-unit projects and small-pocket developments. Founder Rolando C. Delantar ventured RCD Land, Inc., into a full-pledge housing developer in 2005, after recovering from Asia's financial crises in 2000. Nowadays, the company focuses on developing the neighboring provinces of Metro Manila, building communities in Bulacan, Bataan, Batangas, Cavite, and Quezon. The company engaged in developing and marketing small to medium-priced housing complexes, including condominium, row house, and townhouse communities, and subdivision lots. Residential developments owned by the company include RCD BF Homes, Royale Homes, Winterbreeze Homes, Villas de Trece, and Villas de Bacoor. An expansive analysis of the company's internal and external factors including its strengths, weaknesses, opportunities, and threats has been conducted to establish a grip in the industry. The identified direct competitors of RCD Land, Inc. are NextAsia Land, Inc. and SOC Land Development Corporation. The strategy used was Fred David's strategic planning and different matrices, including SWOT Analysis and Matching, SPACE, BCG, Internal-External Matrix, GSM, and QSPM. After the evaluation of the matrices, the strategy that is advantageous to the company is to expand its market share in the Calabarzon Region, through massive marketing activities like face-to-face marketing, giving pamphlets in the malls, and online, and national television advertising. The study includes the balanced scorecard that shows the relationship between different standpoints: financial, customer, internal, and learning and growth perspectives, and the departmental action plans which show how, whom, and when the plans should be done. The possible savings and expenses were considered in the financial projections.| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|---|
| PLM | PLM Graduate School Library | Graduate School-Thesis/Dissert | HD 30.28 D45 2024 (Browse shelf) | Available | G1820 |
Thesis (M.A)--Pamantasan ng Lungsod ng Maynila, 2024.
A strategic management paper presented to the College of Business Administration in partial fulfillment of the requirements for the degree Master in Business Administration.
The company, RCD Land Inc., was formerly RCD Realty Incorporation which started in 1987 as a real estate brokerage in Leyte. By 1997, the company had become a housing contractor for single-unit projects and small-pocket developments. Founder Rolando C. Delantar ventured RCD Land, Inc., into a full-pledge housing developer in 2005, after recovering from Asia's financial crises in 2000.
Nowadays, the company focuses on developing the neighboring provinces of Metro Manila, building communities in Bulacan, Bataan, Batangas, Cavite, and Quezon. The company engaged in developing and marketing small to medium-priced housing complexes, including condominium, row house, and townhouse communities, and subdivision lots. Residential developments owned by the company include RCD BF Homes, Royale Homes, Winterbreeze Homes, Villas de Trece, and Villas de Bacoor.
An expansive analysis of the company's internal and external factors including its strengths, weaknesses, opportunities, and threats has been conducted to establish a grip in the industry. The identified direct competitors of RCD Land, Inc. are NextAsia Land, Inc. and SOC Land Development Corporation.
The strategy used was Fred David's strategic planning and different matrices, including SWOT Analysis and Matching, SPACE, BCG, Internal-External Matrix, GSM, and QSPM. After the evaluation of the matrices, the strategy that is advantageous to the company is to expand its market share in the Calabarzon Region, through massive marketing activities like face-to-face marketing, giving pamphlets in the malls, and online, and national television advertising. The study includes the balanced scorecard that shows the relationship between different standpoints: financial, customer, internal, and learning and growth perspectives, and the departmental action plans which show how, whom, and when the plans should be done. The possible savings and expenses were considered in the financial projections.
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