A 3-Year Projected Business Road MapPresented to Ms. Rosielyn P. ConversionInstructor, Business Administration ProgramFather Saturnino Urios UniversityButuan City

In Partial FulfillmentOf the Requirements for the CourseBUSN 403: Business Policy and Strategy

By

Narciansino T. DelicanoJennifer O. DuranaBen Jay FelizartaEmman Jae R. FinezaChristine Menlove L. Gonzales

March 2014Executive Summary

Table of Contents

Cover Page1

Executive Summary3

Chapter ITHE BUSINESS

Vision4Mission5Goals6Objectives7Team9

Chapter IIMARKETING PLAN

Customer AnalysisCompetitor AnalysisSWOT Analysis10Market Strategy

Chapter IIIOPERATIONAL PLAN

Programs / Activities11Key Performance Indicators (KPIs)12Budgets / Procedures13

Chapter IVEVALUATION AND CONTROL15

CHAPTER I

THE BUSINESS

Vision

MERALCO is a local energy, products and service provider envisions a world-class customer-centered electric company of choice.

Mission

To be fully responsive in dealing customers needs by providing effectively and efficiently the best value of energy products and services.

Goals

Leadership Culture Priorities

1. Encourage open communications2. Empower employees to grow and back their decisions.3. Create team players and goals.4. Build collaboration. (ALL FOR ONE AND ONE FOR ALL)

Customer Principles

1. Anticipate our members' needs.2. We say yes to members and customers - and then figure out HOW.3. We make decisions that are financially responsible for our membership.4. We continuously adapt to better serve our members' needs.5. Customer service is everyone's business.

Culture Principles

1. Everyone is committed to a collaborative member focused culture.2. We create a trusting culture and cohesiveness.3. Treat coworkers as members.4. We build trust throughout the organization.5. We create an atmosphere where we feel safe to challenge each other.6. Empower employees to be leaders.

Objectives

To be able to provide the best value in energy product and services to customers the company sees to protect and enhance the interest of its stakeholders by committing itself to:

1. Treat the customers with dignity and be fully responsive to their needs.2. Treat the employees with dignity and full consideration of their interest as its most valued asset.3. Honor the trust they placed in the company for investors as its principals.4. Have a relationship based on mutual respect and benefit to our suppliers and creditors as our business partners.5. Have a fair and honest competition to competitors as its catalyst toward continuing service excellence.6. See the community as its business environment and the society it serves.7. Employ proactive measures and cooperate with the government institution in activities to serve society towards collective benefit.

Team

The following are the key players in ensuring the application of good governance practices and policies within Meralco:

A. ShareholdersOne whoownssharesofstockin a corporation ormutual fund. Forcorporations, along with theownershipcomes a right todeclared dividendsand the right tovoteon certaincompanymatters, including theboard of directors.Shareholders are a company's owners. They have the potential to profit if the company does well, but that comes with the potential to lose if the company does poorly. A shareholder may also be referred to as a "stockholder".

B. Board of DirectorsThe Board is primarily responsible for the governance of Meralco. Corollary to setting the policies for the accomplishment of the corporate objectives, the Board also provides an independent oversight on Management. The Board establishes Meralcos vision, mission, strategic objectives, policies and procedures that guide its activities, including the mechanisms for effective monitoring of Managements performance. The Board also ensures that internal control mechanisms for good governance are adequate.

C. Board CommitteesThe Board of Directors shall form Board Committees to aid in ensuring compliance with the principles of good corporate governance. The members of such Committees shall be appointed by the Board of Directors annually. The Company's Board has five standing committees:

All committees have approved charters defining and specifying the scope of their responsibilities.

1. Executive Committee (ExCom) may act, by majority vote of all its members, on such specific matters within the competence of the Board, as may be delegated to it in the By-Laws or on a majority vote of the Board, subject to the limitations provided by the Corporation Code of the Philippines.

2. Nomination and Governance Committee (Nom & GovCom) is responsible for screening qualified nominees for election as directors; assessing the independence of directors; introducing improvements on Board organization and procedures; setting-up of mechanisms for performance evaluation of the Board and Management; and providing programs for continuing education of the Board.

3. Audit and Risk Management Committee (AuditCom) it assists the Board in its oversight responsibility in the financial reporting process, system of risk management and internal control, audit process, and monitoring compliance with applicable laws, rules and regulations

4. Remuneration and Leadership Development Committee (Remuneration & LDCom) formerly Compensation and Benefits Committee, assists the Board in the development of the Companys overall compensation and retirement policies and programs based on the Board approved philosophy and budget.

5. Finance Committee (FinCom) It reviews the financial operations of the Company and matters regarding acquisition of or investments in companies, businesses or projects.

D. Management

Management is primarily accountable to the Board. It is responsible for the Companys successful implementation of the strategy and direction as approved by the Board. Management is represented by a Management Committee (ManCom) composed of the corporate officers and executives headed by the President and CEO, or in his absence, the Senior Executive Vice President and COO. Weekly meetings are conducted by the ManCom to ensure implementation of major policies and directions governing the Company and its subsidiaries. It reports to the Board during regular Board meetings or during special meetings through the President and CEO and/or the Senior Executive Vice President and COO.

Table of organization.

E. External AuditorThere was appointed an independent external auditor of the Company, through the approval of the shareholders in the Annual General Meeting. The appointment is in accordance with the SEC regulation on the qualification of external auditors.The AuditCom ensures that the independence of the external auditors is maintained. In line with this, the AuditCom does not allow engagement of external auditor in any non-audit work that (i) will conflict with their duties or (ii) may impair or pose a threat to their independence. Any non-audit work, if allowed, is disclosed in the Meralco Annual Report.

F. Internal AuditorThe internal audit activities conform to the concepts and principles enunciated in the definition of internal auditing as an independent, objective assurance and consulting activity designed to add value and improve an organizations operations. Internal audit services are performed in accordance with the International Standards for the Professional Practice of Internal Auditing. The internal audit group is led by a chief audit executive and includes 23 other staff with professional qualifications, which include Certified Internal Auditors, Certified Information Systems Auditors and Certified Public Accountants. The tasks of the internal audit group are set out in the Corporate Audit Charter and the Code of Corporate Governance of Meralco. To provide for independence of the internal audit group, the chief audit executive reports functionally to the AuditCom and administratively to the President and CEO in a manner outlined in the Corporate Audit Charter.

CHAPTER IIMARKETING PLAN

Customer Analysis

Competitor Analysis

Market Strategy1. Product2. Price3. Place4. Promotion

SWOT Analysis

StrengthsWeaknesses

Most Effective Tactics Used

1. Domestic market2. Monopoly in Central Luzon3. Skilled workforce4. Experienced business units5. Monetary assistance provided6. Diversified customer base7. Countrys Biggest Power Distributor8. Serving Filipino people over 11 decades9. Service Provider of Choice

Most Difficult Tactics to Execute

1. Future profitability2. Small business units3. Future competition4. Lack of geographical diversification5. Unwanted charges

OpportunitiesThreats

Most Important Objectives to Achieve

1. Venture capital2. Income level is at a constant increase3. Expansion of operations4. Innovation of technologyMost Challenging Obstacles to Overcome

1. Increase in labor costs2. Tax changes3. Price changes4. Growing competition and lower profitability5. External business risks6. Government regulations7. Volatility in exchange rate8. Increasing numbers of solar panels users

CHAPTER III

OPERATIONAL PLAN

Programs / Activities

Key Performance Indicators (KPIs)

Budgets / Procedures

CHAPTER IV

EVALUATION AND CONTROL

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