TY  - BOOK
AU  - Caparas,Christa Evette P.
TI  - A strategic management paper for USHIO Philippines Inc.
AV  - HD30.28 C37 2023 
PY  - 2023///
KW  - Strategic management
N1  - Thesis (M.A) -- Pamantasan ng Lungsod ng Maynila, 2023; A strategic management paper presented to the faculty of the PLM Business School - Graduate Program in partial fulfllment for the Degree of Master in Business Administration; Includes references and appendices
N2  - High pressured lamps manufacturing industry has a stronger potential growth as it is before. With the new normal, new lifestyle and new trends nowadays, the people has been heavy on procuring consumer electronics - an industry which primarily drives demand for high pressure lamps. According to Research and Markets (2023), semiconductor's 2022 market value is at $613.71 billion with compound annual growth rate of 8.0%. 
In order to maximize the opportunities offered by the stated reason above, Ushio Philippines Inc. must be conscious of the demands worldwide at the present time, re- evaluate own process and operation, carefully craft plans and strategies, implement necessary quality actions and continuously gauge the market in order to utilize the golden opportunity and to keep up with the competition. 
Osram and Yumex are two (2) international companies identified to be their top competitors in the business to be used for this strategic management paper. Sales, product offerings and global locations as of 2022 were the criteria considered in choosing them. 
Porter's Five Forces, a methodology that identifies and analyses five competitive forces that affect every business, can be used to determine an industry's weaknesses and strengths. It was used in the study to analyze where the high pressured lamp industry is standing at. It's five forces were carefully examined in relation to the entire market and the company's main competitors. 
The manufacturing and business operations of Ushio Philippines Inc. were examined for both external and internal factors to obtain a complete and vivid picture of the company's current state, both financially and operationally. Culture, management, financial, operations and research and development are the internal analysis factors that were taken into account for this study. While for the external analysis, economic, competitive, legal, socio-cultural and technological factors are studied. 
The results of the industry analysis were then used as inputs to matrices namely, Internal-External (IE) Matrix, Strategic Position and Action Evaluation (SPACE) Matrix, Boston Consulting Group (BCG) Matrix, and Grand Strategy Matrix. Purpose is to analyze the industry and company competition, and identify possible growth and new opportunities. 
The top three strategies that were chosen based on the results of the matrices were the following: 
1. Rationalization and operational change management to align production throughput with global demand. 
2. Acquisition of new clients to increase company's source of business and revenue. 
3. Invest to research and development to upgrade Xenon lamp's feature and enhance its attributes. 
These three strategies were thoroughly examined and graded through the Quantitative Strategic Planning Matrix (QSPM) to check their relation and impact in accordance with the identified strengths, weaknesses, opportunities, and threats. The winning strategy was identified to be operational change management to align with demand and production capacity. 
Strategy map was then designed to create a management direction and to show the logical relationships between the important aspects: financial, customer perspective, internal perspective, and learning and growth. Strategy map will bring a green light to the business on how each aspect is interrelated to one another to bring value in reaching their ultimate goal. 
Financial projections were also calculated by adding the financial impact of the selected strategy to the company's three-year financial statement. This will provide financial justification as to why adapting to the chosen strategy will benefit the company. 
Lastly, action plans were designed to show the actual initiatives that would be carried out to support the chosen strategy. Balance scorecard was also created to serve as checkpoints if the secondary objectives are being attained. This would help in ensuring that the company is always on tract. 
In conclusion, Ushio Philippines Inc. will find this paper useful for getting a clear view of the company in general and the impact of the external and internal factors that directly affect their day to day operations. With the help of this paper, the business will be able to adapt better to the shifting demands of the sector and formulate strategies to mitigate possible challenges or to become ahead of the competition
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