EXECUTIVE SUMMARY

The Clarity group chose the organization Santugon because we believe in Santugons values and principles that are align with ours such as individuality, passion for service and family. We also liked how Santugon isnt just a political party but a socio-political party. Santugon gives back or helps those who are need through the outreach programs the organization conduct every year.For this term paper, we have used frameworks that would help us learn more about the organizations current strategic position and best future strategy, which can help Santugon be a better organization. In the first chapter, we have used the frameworks Vision Statement - Characteristics of Effectively Worded Vision Statements (page 17), Vision Statement - Common Shortcomings in Company Vision Statements (page 17), and the SMART framework for the objectives. For the next chapter, the frameworks that were used are Macro-environment PESTELD (page 39), Five Forces Competitive Environment (page 41), and the Five Forces Analysis (page 41). For the third chapter, the frameworks were Tangible and intangible sources (page 72), and SWOT Analysis (page 76). Lastly, for the fourth chapter, the frameworks used were Definition of the Present Generic Strategy (pages 95 & 100), Description of Competitive Environment (page 110), and Chosen and Proposed Strategy for the Organization (page 109).

This group has specifically chosen Santugon for the final Strategic Management paper because of the potential room for improvement that we saw to help the organization stand for years to come. Although Santugon has been an established organization in DLSU for nearly 28 years now, we integrated the lessons learned from the course to further enhance its vision to hone future leaders. With 2 out of 3 of our members being part of Santugon, we had the access to a lot of information inside to guide us in coming up with the best possible strategy for the organization.

The group Clarity through the efforts of the members, which is comprised of Francisco Luis S. Macabasco, Juan Miguel A. Posadas and Vicente R. Santos III, composed this term paper with the guidance of professor, Fred Cabuang from the Strategic Management class.

TABLE OF CONTENTS

EXECUTIVE SUMMARY .. 1

CHAPTER ONE THE ORGANIZATION ........ 5Description and Profile of the Organization ... 5Mission Statement ..... 6Vision Statement of the Organization ..... 7Effective Elements ..... 7Shortcomings .. 7Values, Philosophy, and Ideology of the Organization . 8Goals of the Organization . 9Objectives of the Organization ...... 10Financial Objectives .... 10Strategic Objectives ..... 12

CHAPTER TWO EXTERNAL ENVIRONMENT ......... 13Macro-Environment Components (PESTELD) .... 13FIVE Forces Competitive Environment ........ 175-Forces Analysis (Strong vs Weak) . 19Factors affecting Competition from Substitute Products ....... 19Factors affecting Bargaining Power of Buyers .... 19Factors affecting Strength of Rivalry . 20Factors affecting Threat of Entry 20Factors affecting Bargaining Power of Suppliers ....... 20

CHAPTER THREE RESOURCES, CAPABILITITES, AND COMPETITIVENESS ...... 21Tangible Resources of the Organization ...... 21Intangible Resources of the Organization ....... 23SWOT Analysis . 24

CHAPTER FOUR STRATEGY FORMULATION .... 28 Definition of the Present Generic Strategy ...... 28Description of Competitive Environment .. 28CHOSEN and PROPOSED strategy for the organization . 28

CHAPTER FIVE CONCLUSION AND RECOMMENDATION ..... 31

REFERENCES AND APPENDICES .... 33

CHAPTER 1 THE ORGANIZATION

A. Description and Profile of the Organization

Santugon: Iisang Tugon sa Tawag ng Panahon.

Santugon was founded on the root of the problems that was manifested during the 1970s until the mid-80. The 1970s was the start of the involvement of student in openly confronting the injustices and corruption of the Marcos administration. Shortly thereafter, Martial Law was declared. The founders were brought up in a generation where there is an oppression of freedoms and a challenge in authority meant facing imprisonment or torture. The assassination of Ninoy Aquino in 1983 was a catalyst of a revolution that followed soon after. The culmination in a peaceful revolution in 1986 where the wife of Ninoy, Corazon Cojuangco-Aquino won the presidency that resulted in Marcos exile.

Santugon began in the year 1986 with Joy Nicdao as one of the identified founders. The organization was established in line and in time with the aforementioned societal issues. The organization sees social issues from a micro and macro level. The times called for immediate governmental confrontation against the Marcos administration. (Macro level) With the students efforts to confront governmental authorities during that time, it does not come as a surprise that the attitude has manifested within the walls of the university. The students saw injustices within the administration and addressed them with open confrontation against tuition fee increases. (Micro level)

Today, Santugon is the premier socio-political party in De La Salle University whose core principle lies on the belief in the maturity and the capacity of the youth to make a positive and sustainable change in society.

The organization has to facets: a socio-civic organization and a political organization.

As a socio-civic organization, Santugon aims to increase the level of societal awareness and engagement on a micro level amongst students of De La Salle University. Santugon encourages the student body to be involved in the alleviation of unfavorable social conditions and a creation of positive sustainable change for the benefit of the society beyond the walls of the campus.

As a political organization, Santugon is in the business of training service-oriented students to become leaders within the University. The organization molds individuals of the Lasallian community to become a student leader ready to serve their community within the campus. The service oriented student leaders together with the organization, proper monitor the effectiveness of the University Student Government is conducted in order to ensure that the officers give quality and accountable service to the student body.

B. Mission Statement

Mission statement is the business or purpose on why they exist.

The mission statement of Santugon is to empower Lasalians for a progressive citizenry.

C. Vision Statement of the Organization

Vision statement is the direction on what the organization aims to achieve in the future.

Santugon envisions a social political organization that solely hones individuals unsought potentials.

Characteristics of Effectively Worded Vision Statements

a. Effective Elements FeasibleSantugons vision is feasible because it is within the realm of what the organization can reasonably expect to achieve in the future. Yearly, the organization has proven they can expect to achieve to be the sole title-holder of honing individuals unsought potentials with the quality of leaders that they supply the student body.

Easy to communicateSantugons vision is easy to communicate because it a single sentence that is direct to the point and self-explanatory.

Common Shortcomings in Company Vision Statements

b. Short Comings Vague The vision of Santugon is characterized as vague for the reason that it is short on specifics about where the organization as a whole is headed in the future.

Too broadSantugons vision is too broad because it is all-inclusive wherein the organization can be lead to multiple directions. There are no specifics on concrete future of the individuals after they have discovered their potential and where the organization will be when that happens.

D. Values, Philosophy, and Ideology of the Organization

Values

Integrity - Consistency in actions and accountability for ones word. A strong moral compass that can be held with a strong sense of credibility by promoting honesty and leading by example.

Individuality A summation of ones unique experiences and personality. It recognizes that each individual is a stakeholder in the future of the Lasallian and national community.

Faith and Responsibility With faith comes great responsibility. A translation of ones vision into action.

Family The term Family that Santugon puts to heart is a group of people sharing a vision that is real despite diversity in responsibilities and experiences.

Passion for Service To serve without personal incentive and to dedicate ones efforts to a vision that will uplift the community as a whole.

Philosophy

Santugon sa Tawag ng Panahon has a unified response to the call of the times.

Santugons philosophy is that before a problem will arise, Santugon already has a specific proposed solution for that problem. Santugon also believes that they have a unified response in terms of issues or problems inside and outside our university.

Ideology

Consultative - In line with the organizations value of individuality, Santugon seeks perspectives from all sectors. Consulting a wide variety of sectors broadens the organizations views and gathers information to help in their decision making process.

Proactive - Initiative is an important aspect that Santugon values among its members. The initiative of doing tasks where there is no need for someone to always tell them what to do.

Responsive - Santugon has the need to be vigilant and responsible in responding to circumstances. In line with its name, it seeks to be responsive to the call of the times.

E. Goals of the Organization

1. Develop individuals leadership formation2. Maintain high percentage of membership3. Win majority seats in the University Student Government4. Conduct an annual socio-civic activity (December)

F. Objectives of the Organization

SpecificMeasurableAttainable Result-orientedTime-bound

a. Financial Objectives To raise funds from membership card fees of 144,000 pesos to cover the expenses of the Freshmen Elections held during the month of AugustPriceQuantity

Membership Card801800

TOTAL144,000

To raise funds from Fund Raising Activities and Candidates fees of 640,000 pesos to cover the expenses of the General Elections held during the month of MarchPriceQuantityTotal

EXECOM Campaign Fee55001266,000

Batch Campaign Fee350057199,500

Canlubang Candidates Campaign Fee3500724,500

COB Core30,00030,000

SOE Core30,00030,000

CLA Core30,00030,000

COE Core30,00030,000

COS Core30,00030,000

CCS Core30,00030,000

CED Core30,00030,000

President25,00025,000

Outer Core President25,00025,000

Secretary General25,00025,000

Executive Vice President for Activities25,00025,000

Garage Sale (Fund Raising Activity)40,00040,000

640,000

b. Strategic Objectives To develop individuals leadership formation through daily trainings especially during Freshmen and General Elections held in the months of July and February. To maintain high percentage of membership of more than 50 percent during the Student Government Annual Recruitment Week during the month of June. To win majority seats in the University Student Government with 80 percent of the elected officers are from Santugon during the General elections on March.c. Social Objectives To conduct outreach programs such as Blue and Yellow Christmas that creates a change by donating and spending Christmas with the children of St. Anthony Orphanage. To give writing materials such as pencils for children of Paco Catholic School held every October.

CHAPTER 2 EXTERNAL ENVIRONMENT

A. Macro Environment Components

The macro-environment is the external relevant factors that affect managements decision regarding its long-term direction, objectives, strategy, and business model.

Santugons performance is generally affected by its external characteristics or the macro-environment as it tries to develop a competitive advantage against its competitors. The organization wants to have an image that it can provide bright opportunities for its members. It has aimed to form leaderships qualities to its members and development of each individual by having programs of advocacy that contributes to their development. It has a wide array of development programs that stresses on its mission for the community, spiritual development, and forming field leaders. The organization strategizes on tackling the issues outside the university by providing awareness and discussions to the students. It is also not strict with the membership because it is open for all willing to join. It values on its commitment in the society as they try to build Empowered Lasallians that help out the community. In this program they make sure that each members would be involved in giving for the society, which would result for them to be molded as a responsible citizen in the society.

Political relationships of organization with external forcesEconomic supply and demand in the industrySocietal Values community involvementTechnological portals that the organization utilizesEnvironmental engagement on environmental protectionLegal laws that govern the operations of the organizationDemographics traits of the individuals within the population

Political Science and Technology CenterLast March 2013, Santugon was integrated in DLSU STC. This integration affected Santugon by having a wider scope in terms of influence and relations. AlumnusEvery July and February, alumnus of Santugon gets involved during the trainings and campaigns of the candidates. The involvement of the alumnus ensures the continuity of the brand of leadership they have established.

General Economic Conditions Under Student Life OfficeBefore, Santugon is not directly under any office of De La Salle University. In 2013, Santugon has been accredited by Student Life Office, which makes them direct affiliates. The partnership between Santugon and Student Life has made activity approval more in line with DLSUs ideology.

Societal Values and Lifestyle Involvement for Habitat for HumanitySantugon was involved in a creation of a housing project in Malabon last April 2012. This involvement fuses action and awareness of the national problem on informal settlers.

Technological factors WebsiteSantugon created a website (www.botoderecho.com), to have a comprehensive information on the specific plans of action of each candidate. Secondarily the website also contains the history, values, and advocacies that Santugon believes in. This affects Santugon by having an easy access for the people on what Santugons purpose in the society.

Facebook, Twitter, Instagram These social media outlets are used for promotion during election season and updates on current events outside the university that shape the society. These outlets provide accessible information to the accounts connections on the current events that shape the society.

The Natural Environment Cleaning of Taft Members of Santugon were involved in a clean up drive of Taft Avenue last August 2012 address the problem of the volume of trash outside the campus. The organizations involvement in the clean up drive had a solution to the citys problem of flooding along Taft Avenue.

Legal The 1987 Constitution of the Republic of the Philippines Article XIIIWith the Republic of the Philippines giving independence to organizations to pursue and protect their interests through lawful and peaceful means, participation to all levels of social, political, and economic decision-making shall not be abbreviated. As a political organization in DLSU, this gives Santugon the freedom to act as a full function for its purpose.

Magna Carta of Students The implementation of laws in the Philippines regarding student organization has given safety to all students joining in and gave privileges for the organization. Santugon members would not have to worry about any illegal actions within the organization since there has been a law highlighting such issues.

Population Demographics Increase in the number of membersThe integration of Santugon in DLSU-STC resulted in an increase in the potential members for the organization. An inclusion of an external population with an existing population makes an increase in possible membership and expansion of network.

B. 5 Forces Competitive Environment

The Five-Forces Model of Competition this model holds that competitive forces affecting industry attractiveness go beyond rivalry among competing sellers and include pressures stemming from four coexisting sources

C. 5-Forces Analysis (Strong vs Weak)

The Competitive Force of Members and Potential Members Bargaining Power Competitive pressures stemming seller-buyer collaboration and bargainingThe Competitive Force of Substitute Services Competitive pressures coming from the market attempts of outsiders to win buyers over to their productsThe Competitive Force of Supplier Bargaining Power Competitive pressures stemming from supplier-seller collaboration and bargaining The Competitive Force of Potential New Entrants of New Organizations Competitive pressures coming from the threat of entry on new rivalsThe Competitive Force of Rivalry among Competing Sellers Competitive pressures created by the jockeying of rival sellers for better market position and competitive advantage

The Competitive Force of Members and Potential Members Bargaining Power (STRONG) Aside from what Santugon currently offers, the organization is open to the influence brought out by the potential members. The potential members have leverage in terms of their motivational attitudes to join an organization.

The Competitive Force of Substitute Services (WEAK) There are external organizations that get involved with DLSU have seasonal activities. The external organizations that offer substitute services do not conduct regular interactions with the DLSU community. The Competitive Force of Supplier Bargaining Power (WEAK) Santugon has an access to multiple suppliers. Every year, various suppliers change to ensure quality and on time delivery.

The Competitive Force of Potential New Entrants of New Organizations (STRONG) There has been a shift in preference for non-partisan ideologies that opened an opportunity for the independent candidates to run for office. This is evident in the last General Elections where an independent candidate was triumphant in attaining the presidency.

The Competitive Force of Rivalry among Competing Sellers (STRONG) The rivals of Santugon individually have strong influence in their respective field. Santugon gears towards holistic development while professional organizations have specialties that fit better to the needs of the students in relation to their course.

Based on the identified intensities of each competitive force, we can say that Santugon will have to work hard to protect their competitive advantage. In pursuing their vision of solely honing individuals unsought potentials, Santugon will face difficulties in achieving their vision.

CHAPTER 3 RESOURCES, CAPABILITIES, AND COMPETITIVENESS

A. TANGIBLE RESOURCES OF ORGANIZATION

Resources are competitive assets that are owned or controlled by the company.Tangible resources such as plants, distribution centers, manufacturing equipment, patents, information systems, and capital reserves or creditworthiness.Intangible resources such as a well-known brand or a results-oriented organizational culture. a. Physical Resourcesi. Common meeting area (Tambex)1. Santugon has established a common meeting place located in the lobby and bench 9 of the St. Joseph Hall Walk (SJ Walk). The members occupy the benches in order to have a known meeting place where Santugon members will always be.

At least twice a week, Santugon reserves class rooms for their weekly meeting of the executive board and the core members.

However, the resources that Santugon are the property of the University but the members are free to use the facilities.

ii. Santugon Paraphernalia1. Santugon has paraphernalia for the purpose of marketing their organization to the student body. Their paraphernalia includes: Specific Plans of Action (SPOA) It comprises of Santugons vision and activites for the batch, Tarpaulins Pictures and credentials of the batch representatives, Fans, Pens and Lanyards These tangible items aim to seek representation of the organization via the paraphernalia that are distributed.

b. Financial Resourcesi. Money1. Santugon accumulates their monetary assets from the following activities:a. Candidates Fee During the campaign season, Santugon collects money from the candidates in order to fund their paraphernalia, photo shoot and clothing.b. Fund Raising Activities Santugon conducts yearly fund raising activities in order to fund the operations of the organization. Their activities in the year are:i. Garage Saleii. Shirt Sellingiii. Food itemsc. Annual Party Sanutgon organizes an event in order to welcome the new members of the organization and serves as the introduction of the candidates in the freshman elections. They collect an entrance fee in order to recoup their expenses in the event.

c. Organizational resourcesi. Website (www.botoderecho.com)1. Santugon has an official website wherein the activities, candidates and their respective platforms are indicated. The access of the website is available throughout the year. However, its contents are changed every year during election season.

ii. Social Media accounts1. Santugon uses social media portals such as Facebook, Twitter and Instagram. These social media accounts are used for marketing and advertising purposes.

B. INTANGIBLE RESOURCES OF THE ORGANIZATIONa. Human assets and intellectual capitali. Executive Board The Executive Board is in-charge of the overall operations of the organization. ii. Core The Core members are segregated per college in order to properly guide and facilitate within the college. iii. Members The members have the opportunity to be active in the organizations socio-civic activities and election operations.iv. Alumnus The Santugon Alumnus are a supplemental tool in order to properly facilitate trainings for the candidates. b. Brand, Image and Reputational assetsi. Brand Name: Santugon sa Tawag ng Panahon1. Santugon is short for Iisang Tugon. The organization believes in a unified response to the call of times. This has been the brand name of the organization since its establishment. ii. Organization colors: Yellow and Blue1. Yellow represents dynamism. Santugon hones proactive individuals with the constant pursuit of progress. In line with its name, the organization believes in continually adapting to the needs of the student body and society in relation to the times.2. Blue represents commitment. The organization was founded on October, which happens to be Marian devotion month. Keeping this in mind, the organization used the color to signify the commitment in service of good will of Mother Mary.

c. Relationshipsi. The relationships of the organization with internal and external personalities are a vital tool for the sustenance of the organization. Santugon has existing relationships with university administration, network and connection of the current and former organization members and external suppliers for the production of their paraphernalia. d. Company culturei. Santugons culture and norms of behavior are in line with the virtues of determination, discipline, experience, heart and community.

C. SWOT Analysis

SWOT analysis provides the basis for crafting a strategy that capitalizes on the companys strengths, aims squarely at capturing the companys best opportunities, and defends against the threats to its well-being.

STRENGTHSWEAKNESSES

High number of membership from feeder schools Has point person per high school to gain membership of the freshman batch

Highly rooted on organizational values

Proven traditional method of data gathering from alumnus are used

Strong alumni relations

Santugon candidates have majority seats in University Student Government

Solid network of connections

Candidates are chosen for their personality and credentials Santugon members exude an elitist vibe Lack of involvement of all members (Members are only active during elections; not in activities)

Creates a stand for an issue based on values not on political affiliations

Inaccurate projection of election results Poor marketing strategies for 2013 recruitment

Alumna methods of training clash with that of the current core members

Expectations of Santugon candidates who are elected are high

Biased decisions made by the administration and connections

Competencies of members who lack on credentials are overlooked

OPPORTUNITIESTHREATS

Establishment of a wider organizational involvement in the Canlubang campus (STC)

Increase of membership from STC campus

Tie-ups with external organizations for better scope and range of members

Tie-ups with high school student governments for an increased perception of potential DLSU students

Improvement of recruitment of the upper classmen rather than focusing efforts on the freshmen The distance between DLSU Manila and DLSU STC causes miscommunication

Different ideologies of the student of the two campuses

Possible clash in ideologies between the two organizations

Its difficult to communicate with high school students because of the difference in the way they think

Superiority complex of the upper class men to follow officers of a lower year level

Santugons pursuit for their vision is still realistic and attainable. The organization is overcoming their strengths, weaknesses, opportunities and threats by focusing on their strengths, lessening the effects of the corresponding weaknesses and taking action on possible opportunities, Santugon can still maintain their competitive advantage.

Based on the data presented above, Santugons weaknesses outweigh its strengths. This is evidence of a future problem that the organization has to anticipate and address when it manifests.

In terms of its opportunities vis--vis threats, the threats identified are not powerful enough to erode the organizations strengths and its ability to take action on the opportunities. With the opportunities identified, it is apparent that Santugon still has room for improvement. The organization should make use of their existing strengths to attain the benefits of the opportunities.

Presently, Santugons strengths such as attaining majority seats in University Student Government and a high number of memberships every year have made a positive impact on the organization. Most of the identified opportunities are being taken into consideration and there are negotiations in order to pursue opportunities for the organization. It can be inferred by these data that the organization has solidified its potency as a premier organization in DLSU.

CHAPTER 4 STRATEGY FORMULATION

A. Definition of the Present Generic Strategy

Santugons main competitive strategy is having a broad differentiation strategy as it seeks to differentiate its products from its rivals to appeal to a broad target market. According to them, the present strategy that is being done by having the family aspect within the campus. It is also stated that they differentiate because the organization offers products, programs that satisfies the students needs.

Santugon offers a unique preference such as a familial relationship among the organizations members and that need of having a family within the DLSU campus is being offered by Santugon. These offerings are available to a broad market that is represented by the students of DLSU.

B. Description of Competitive Environment

Best-cost provider strategy works best in potential members in DLSU where the need of a family is the norm and attractively large number of family conscious potential members can be induced to join the organizations leadership trainings and socio-civic activities rather than the basic talk or seminars of less related to the family or non-family related of even the other leading organizations in DLSU.

C. CHOSEN and PROPOSED Strategy for the organization

Chosen strategy: BEST-COST PROVIDER STRATEGY

Group Clarity has chosen the best cost provider strategy because based on description of competitive environment, Santugon will create hybrid strategy of being a low cost provider that is coupled with differentiation that are keyed to offering carefully designed services that will appeal to the students unique preferences and needs.

This strategy is viable to Santugon because based on the market situation that is perfect for the best-cost provider strategy, where great masses of buyers become value conscious and are attracted to economically priced products and services with especially appealing attributes.

Santugon can fully adapt the best-cost provider strategy. The following aspects identify the strategy and how Santugon is currently adapting and should adapt:

Low cost provider: Santugon currently offers no membership fee to its potential members. There is no membership fee because Santugon wants to give a chance to everyone to be part of the organization. The organization already adapts low cost attributes that make it attractive to students with the market situation where the buyers (in this case students) are value conscious. This is assumed to be the case because students have limited resources in terms of their monetary assets.

Products or services that is appealing to students unique preferences and needs: Santugon offers the following services as a way to differentiate from other organizations and to appeal to the students:1. Leadership trainings Members are given the chance to be part of the junior core where the organization conducts leadership trainings in order to teach its members how to lead in all sectors in the university2. Familial ties among its members Santugons main differentiating factor is the existence of familial relationships among its members. The organization is known to being the biggest family in De La Salle University.

If Santugon will adapt the best-cost provider strategy, the possible results will be: Increase on percentage of high memberships because of the services that appeal to the distinct needs of the students. Be the preferred organization of the students in terms of their need to be part of a family within the University. Recognized as the organization that will aid the students to unleash their unrecognized potentials.

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS

Based on our application of all the frameworks used in this term paper our group has concluded that Santugon sa Tawag ng Panahon should revamp their current broad differentiation strategy and adapt a best-cost provider strategy.

With Sanutgons vision with reference to its goals, the goals set by the organization are in line in the fulfillment of their vision. By envisioning to be the organization that solely hones the unsought potentials of its members, their goals are in line because Santugon aims to develop the individuals leadership capacity and maintain a high percentage of membership in order to fully maximize their influence to a large majority of students. By maintaining a high percentage of patronage, the vision of Santugon to be the organization that solely hones individuals unsought potential is sustained and attainable. Santugons goals and objectives are practically connected because the objectives of the organization give a clear picture of how they shall achieve their resources (financial objectives), target activities (strategic objectives) and socio-civic involvement (social objectives).

With the application of the frameworks such as the Companys Macro Environment and Five-Forces Model of Competition, the group has assessed that, generally, Santugon may have barriers in achieving their vision. In relation to the macro environment, the external forces have a meager effect on the organization. However in the five forces of competition, three out of the five are strong. The three strong forces are pertinent to the development of the organization. Generally, the organization can still sustain their competitive advantage if they take into consideration the unique needs of the students.

Santugon has a wide variety of resources and capabilities. Their tangible and intangible resources are proven to be useful and necessary for the continued existence of the organization. With this, the organization is able to sustain their competitive advantage and pursuit for its vision and goal with their existing assets.

Upon the assessment of Santugons SWOT analysis, it can be deduced that the organization is still and able to overcome their weaknesses and threats by focusing in building their strength and taking action on the opportunities. Doing this, Santugons vision, goals and objectives will be within reach.

The groups proposition to shift to Best-Cost Provider Strategy will be able to further solidify Santugons competitive advantage. By providing carefully designed services geared towards holistic student development, the organization can offer services that are in line with the fulfillment of their needs.

With the members being involved with Santugon, they are unaware of their innate potentials. Initially, students join Santugon in order to avail of the benefit of having a family relationship within the organization. This may be related to the third level of Maslows Heirarchy of Needs the belonging aspect. Santugon gives the students belonging within the organization. From there, the organization has leadership trainings available to all of its members. It is in the leadership trainings where the organizations path to their vision is laid. It is during the trainings where Santugon hones the unsought potentials. Hence, Santugons vision is continually being achieved and stays the same for the next generation of students.

REFERENCES AND APPENDICES

Books:Gamble, J. Thompson, A & Peteraf, M. (2013) Essentials of strategic management: The quest for competitive advantage (3rd edition). New York, NY: McGraw-Hill.

Official Documents: Santugon Briefing DeckSantugon Freshmen Elections 2013 FAQ

Interviews:Robert Hechanova, President of Santugon sa Tawag ng Panahon 2013-2014Renz Dagala, Secretary Generan of Santugon sa Tawag ng Panahon 2013-2014Bev Yu, Executive Vice President of Santugon sa Tawag ng Panahon 2013-2014

Online:Magna Carta of Students, The Allegiance, Retrieved from http://scapnational.wordpress.com/events/

(Feb 11, 1987), 1987 Constitution of the Republic of the Philippines Article XIII, Official Gazette, Retrieved from http://www.gov.ph/the-philippine-constitutions/the-1987-constitution-of-the-republic-of-the-philippines/the-1987-constitution-of-the-republic-of-the-philippines-article-xiii/

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