Corporate strategy for Ever Ample Textile Mfg. Corp.

Date of Publication

1999

Document Type

Oral Comprehensive Exam

Degree Name

Master of Business Administration

Subject Categories

Business Administration, Management, and Operations

College

Ramon V. Del Rosario College of Business

Department/Unit

Decision Sciences and Innovation

Abstract/Summary

Ever Ample Textile is a manufacturing firm. The main production lines of the company are TC yarns for fabrics and spun polyester yarns for sewing threads. Initially, the company produces 100% TC yarns for local sales. In 1997, the company conducted an expansion plan to shift the TC yarn production to sewing threads. However, 70% of the production of sewing threads is for export sales and only 30% of the products are for local sales. Ever Ample Textile imported 95% of the raw materials. Sometimes, the company has to import the semi-finished product of sewing threads from Indonesia or China when the production can not meet the requirement of the customers.

In 1997, although Ever Ample enjoys the privileges of exporting sewing threads, an unfortunate event in April 1997. A fire took away approximately P14,000,000 worth of finished goods and raw materials. Even the newly purchase machines were left damaged. However, this did not stop the growth of the company. As the export sales grew every year, a recovery from this misfortune event is expected for the company.

Ever Ample Textile concentrated in marketing and production strategies. In marketing, the company hired one Local sale marketing manager to share the burden of the present manager. The export sales manager needed to be aggressive in targeting new markets aside from USA.

In production, the department hired additional personnel officer to help the manager solves the high employee turnover rate. At the same time, the production manager concentrated with the production schedule and the quality of the products.

In production, the department hired additional personnel officer to help the manager solves the high employee turnover rate. At the same time, the production manager concentrated with the production schedule and the quality of the products.

As a small firm, the company used all cost leadership to gain its competitive advantage. The company had various suppliers from China, Indonesia, and Thailand. Oftentimes, the company may get the best price form these suppliers. Eventually, this helps the company to be competitive in terms of price. Moreover, the department heads of the company should also do their best to control the production and operating cost in order to achieved its goal.

The over all performance shown in the financial ratios is favourable to the company. As the export sales grew, the company expected to perform better in the projected years.

Abstract Format

html

Language

English

Format

Print

Accession Number

OCE0117

Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

61 leaves ; illustrations (some colored) ; 28 cm.

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