Enterprise analysis of an extensive tilapia culture in fishpond: the case of Peter Mountain Farm [Tarlac, Tarlac, Philippines]
1999
Galacgac, R.G. (Philippines Univ. Los Banos, College, Laguna (Philippines))
All the fifteen laborers in the farm have no background in tilapia farming, even the owner himself, but he learned through inquiry, self-study and self-experience. He has made his way through "experience" rather than through formal education on the business. Financial statements were gathered and analyzed through financial ratios. These ratios revealed that the business was experiencing decreasing liquidity and profitability for the three-year period. The ROIs [return on investments] were all positive but these were relatively low. But even so, the business in general was highly viable because it generated high net incomes, around P100,000/ha/yr. The factors that keep the business strong were the following: 1) the good reputation of the fishfarm as supplier of quality fingerlings: 2) continuous demand for its products; 3) participation of another family member-aside from the manager in the business; 4) good rapport between the leader and his subordinates; 5) strategic location of the farm; 6) presence of linkages with several government institutions; 7) presence of industrious and dedicated workforce; and 8) the involvement of the owner himself who possesses the characteristics of an ideal entrepreneur. But the fishfarm has also its weaknesses. Among these were: 1) the limited market outlet for marketable size tilapia; 2) low control cover customers with regards to credit collection; 3) lack of modern devices for technical operations; 4) incomplete record keeping; and 5) lack of product differentiation strategy. The business has opportunities to increase and tap additional market for its products but this was threathened by stiff competition increasing production and operation costs, and product substitutes
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