000			03817nam a22002297a 4500
005			20260224113721.0
008			260127b ||||| |||| 00| 0 eng d
050			_aHD30.28 M35 2020
100	1		_aMalapit, Chesney C.
245			_aA strategic management paper for Pheonix Petroleum Philippines, Inc. / _cChesney C. Malapit.
260			_c2020.
300			_a160 pages; _bsome colored illustrations: _c28 centimeters.
336			_atext _brdatext
337			_aunmediated _brdamedia
338			_avolume _brdacarrier
500			_aThesis (M.A) -- Pamantasan ng Lungsod ng Maynila, 2020.
501			_aA strategic management paper presented to the faculty of the PLM Business School-Gradurate Programin partial fulfillment of the requirements for the Degree of Master in Business Administration.
504			_aIncludes references and appendices.
520			_aPhoenix Petroleum Philippines, Inc is a publicly listed company in the Philippine Stock Exchange (PSE). It's an independent oil company primarily engaged in trading and distribution of petroleum products such as fuels, liquefied petroleurn gas (LPG), fuel services like terminalling and hauling, other allied services. Phoenix faces intense multinational, national, regional and local competition in the sales petroleum products within the Philippines. Competition is driven and dictated primarily by the price, as oil is one of the essential commodities. Differences in product specifications, and other overhead costs such as transportation, distribution, and marketing costs, account for the price differentials amongst industry players. Major competitors are Petron Corporation, Pilipinas Shell Petroleum Corporation, and Chevron Philippines, Inc. Phoenix ranks 4th in the industry in terms of market share in the Philippines. Based on the analysis of Phoenix's internal strengths, internal weaknesses, external opportunities, and external threats, strategies were formulated to increase its market share and strengthen its position in the industry. Moreover, strategy formulation tools were used to reveal appropriate strategies for the company. The result of the Strategic Position and Action Evaluation (SPACE) Matrix shows that Phoenix is in the aggressive quadrant. This means that the firm is in a good position to use its internal strengths to take advantage of external opportunities, overcome external weaknesses and avoid external threats. Strategies like market penetration, market development, product development, backward integration, forward integration, horizontal integration were recommended by the tool. Next, Boston Consulting Group (BCG) Matrix recommended strategies are Market penetration, market development or product development. Internal-External (IE) Matrix resulted in market penetration and product development. On the other hand, the Grand Strategy (GSM) Matrix further recommended improving its fuel's market share by improving the product and creating uniqueness to gain customer loyalty. The results of the aforementioned strategy formulation tools were tabulated and the Market Penetration and Market Development strategies got the highest total score. The Quantitative Strategic Planning Matrix compared the two alternative strategies. The results suggest that the best strategy option Phoenix can employ is Market Penetration. Finally, the following strategies were formulated to increase the revenue, net income and market share of Phoenix: • Expanded Program of Phoenix Tsuper Club for Motorcycle Taxis like Angkas, loyride, Move It and other emerging TNCS. • Partnership with Transport Cooperatives (modernized PUVS) to be their exclusive supplier of fuel. • Increase marketing efforts by optimizing Phoenix's social media accounts
630			_aStrategic management.
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