winnie m. constantino agsb strategic management the service-learning paper (learning experiences in...

Winnie M. ConstantinoAGSB

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

THE SERVICE-LEARNING PAPER(Learning Experiences in Communities)

AGENDA

I. Session Objective

II. The LEC/Service-Learning Project: An Overview

III. A Review of the Strategic Management Process

IV. The Service-Learning Paper: Outline and Contents

V. The Conduct of Research and Planning Process

VI. Milestones and Timetable

OBJECTIVE OF THIS SESSION

To discuss the LEC and Service-Learning Project and Paper in the context of Strategic Management:

• Review the strategic planning process and discuss its application in the formulation of the Service-Learning plan

• Agree on the outline and expected contents of the Service-Learning paper

THE LEC/SERVICE-LEARNING PROJECT: AN OVERVIEW

A REVIEW OF THEA REVIEW OF THE

STRATEGIC MANAGEMENT PROCESSSTRATEGIC MANAGEMENT PROCESS

STRATEGIC MANAGEMENT DEFINITIONSTRATEGIC MANAGEMENT DEFINITION

“The art and science of formulating, implementing, and evaluating strategies that enable an organization to achieve its objectives.”

STRATEGIC MANAGEMENT DEFINITIONSTRATEGIC MANAGEMENT DEFINITION

A company’s strategy is the “game plan”

management has for achieving the

organization’s goals and objectives and

for attaining good performance.

STRATEGIC MANAGEMENT / STRATEGIC MANAGEMENT / STRATEGIC PLANNING PROCESSSTRATEGIC PLANNING PROCESS

Strategy Formulation

Strategy Implementation

Strategy Monitoring/Control

Dev’t ofVision/

Mission Statement

Dev’t ofVision/

Mission Statement

Internal

Analysis

Internal

Analysis

External Analysis

External Analysis

Measure andEvaluate

Performance

Measure andEvaluate

Performance

Establish Long-termObjectives


Generate Evaluate,

And Select

Strategies

Generate Evaluate,

And Select

Strategies

Implement Strategies: Set & execute action

plans by functional units

Implement Strategies: Set & execute action

plans by functional units

STRATEGY FORMULATION IMPLEMENTATION MONITORING

Note that there is an iteration process involved, thus the arrows can go back to the opposite direction.

THE STRATEGIC MANAGEMENT PROCESSTHE STRATEGIC MANAGEMENT PROCESS

Business (For Profit) Multinational companies Domestic Companies Multi-business; Single-business Small, medium, large Various industry sectors Public; Family-owned Start-up, Mature

Non-Profit Government NGO’s Cooperatives Schools/Universities Foundations

TYPES OF ORGANIZATIONTYPES OF ORGANIZATION

THETHE SERVICE-LEARNING PAPER: SERVICE-LEARNING PAPER:

OUTLINE AND CONTENTSOUTLINE AND CONTENTS

OUTLINEOUTLINE

Part A: BACKGROUND AND ANALYSIS

I. Background on the Partner-OrganizationII. Research MethodologyIII. Community Assessment (External Analysis) IV. Organizational Assessment (Internal Analysis)V. Analysis of Issues and Generation of Alternative

Strategies/Programs

Part B: STRATEGIC PLAN/PROJECT PLAN

I. Strategic Thrust and Overall Objectives II. Strategies and Major ProgramsIII. Scope of Proposed Program and Justification IV. Specific Objectives for 2010-2011V. Action PlanVI. Other Organizational Support NeededVII. Financial Requirements/Fund SourcesVIII. Monitoring System: Performance Measures and Targets

Basic information: Name, when established, location and area of operation

Mission/Vision/ObjectivesExample: To improve the well-being of the poor families in the municipality of San Jose

Major programs and ProjectsExamples: Livelihood Program, Credit Program, Feeding Project, Education and Training

Number of People Funding sources

Examples: Internally-generated revenues, UN, USAID, Corporate and Individual donors, Local government

Other relevant information

OUTLINE: I. Background on the Partner OUTLINE: I. Background on the Partner OrganizationOrganization

An explanation of the research methods or design used

Examples: Interviews (Identify) Focused Group Discussions (FGD) Survey Data gathered from public data Past studies

Data sourcesExamples: NSO, NEDA, Municipal government, NGO data

Limitations, if any

OUTLINE: II. Research MethodologyOUTLINE: II. Research Methodology

1. Geographic area (description)

2. Profile of Potential/Target beneficiaries

Population size: number of poor families Incomes/Sources or means of livelihood Housing conditions Health and nutrition status Educational attainment

OUTLINE: III. Community Assessment (External OUTLINE: III. Community Assessment (External Analysis)Analysis)

3. Relevant External Factors

Income or employment opportunities (e.g., Agriculture/farming, manufacturing, services)

Availability of government services (e.g., public schools, health clinics, etc.)

Cost of living (i.e., prices of food, transport, etc.) Environmental and sanitation conditions (e.g., availability of potable

water, toilets) Cultural beliefs and practices Political factors (LGU and Barangay participation, institutions/structure,

decision-making process) External stakeholders (e.g., cooperatives, local government, church

group, local associations)


4. Opportunities and Threats

Opportunities or Favorable factors Presence of public schools and health clinics On-going construction of some houses by GK Current mayor supportive of anti-poverty programs Some private companies are carrying our some Corporate Social

Responsibility (CSR) projectsThreats or Unfavorable factors Lack of access to potable water Poor roads and lack of transport facilities High prices of basic commodities


1. Historical performance (based on success measures); Program accomplishments

2. Factors affecting performance

Leadership/Management Funding/Financial resources Organizational structures Manpower (size, skills, attitudes and motivation Systems, policies and procedures (e.g., project approval, release

of funding, monitoring system)

3. Strengths and Weaknesses

OUTLINE: IV. Organizational Assessment OUTLINE: IV. Organizational Assessment (Internal Analysis)(Internal Analysis)

A. Analysis of Issues (Problems/root causes) An analysis of the causes of why some people are poor in

San Jose, based on the analysis of external factors.

A summary of the organizational factors that need to be addressed to improve the organization’s effectiveness in achieving its objectives.

B. Generation and evaluation of strategy choices and possible programs that can address the issues:• SWOT Analysis• Decision-making analysis (Decision-tree)

OUTLINE: V. Analysis of Issues and Generation OUTLINE: V. Analysis of Issues and Generation of Alternative Strategies/Programsof Alternative Strategies/Programs

SWOT ANALYSIS

Strengths1.2. ...

Weaknesses1.2. ...

Opportunities1.2.3. ...

SO Strategies:Use a firm’s strengths to take advantage of opportunities

WO Strategies:Improve weaknesses by taking advantage of opportunities

Threats1.2.3. ...

ST Strategies:Use a firm’s strengths to avoid or reduce the impact of threats.

WT Strategies:Defensive strategies directed at eliminating weaknesses and avoiding threats

Evaluating Alternative Strategies/Programs

Criteria:

AcceptabilitySuitabilityFeasibility

STRATEGY FORMULATIONSTRATEGY FORMULATION

Strategies are the management decisions and programs needed in order to:

1. Take advantage of the opportunities and counter the threats in the business environment

2. Address the entity’s weaknesses and protect its strengths

3. Resolve the strategic issues facing the entity/organization

4. Achieve the entity’s strategic objectives

Part B: STRATEGIC PLAN/PROJECT PLAN

I. Strategic Thrust and Overall Objectives II. Strategies and Major ProgramsIII. Proposed Project IV. Specific Objectives for 2011-2012V. Action PlanVI. Other Organizational Support neededVII. Financial Requirements/Fund SourcesVIII.Monitoring System: Performance Measures

and Targets

OUTLINE:OUTLINE:

Note: Hierarchy of Strategies/Objectives

Vision/Mission Long-term Objectives Strategic Objectives/Strategic Thrust Strategies and Programs Sub-strategies/Projects Action Plans (Activities)

ACTION PLAN (Do this for each program or project)

Activities Milestones/ExpectedOutput

Timetable Person(s)Respon-sible

ResourceRequire-ments

VI. Other Organizational Support Needed

Examples:

• Resource allocation• Training• Equipment• Manpower• Changes in policies and procedures

VII. Financial Requirements

• Estimate how much is needed to carry out the plan or the project

VIII. Monitoring System

• Performance Measures/ Success Indicators

• Monitoring mechanism

Guidelines on Grouping and Scope of Project

Big Group can work on Common Chapters of the Analysis and Planning for the whole Partner Organization

Small Groups to work on Different Projects

1. Community Assessment Discuss with partner organization Talk to potential/target beneficiaries

Proper handling of family and community meetings Gather data Do field work

2. Internal Assessment Do this in collaboration with partner organization Conduct surveys, interviews or focused group discussions Use strategies for collaboration learned in other modules

Facilitating and listening skills Giving feedback

3. Strategy Formulation/Action Planning Participative planning Involve people in the organization

Guidelines on the ProcessGuidelines on the Process

Milestones/TimetableMilestones/Timetable

Meeting with Partner Org/Fieldwork

Submission of Draft Reports

Consultation w/Advisers (Indicative Dates)

Nov. 17, 2009 Dec. 8 – Background and Community Assessment

Dec. 10, 2009

Dec. 15, 2009 Jan. 5 – Organizational Analysis

Jan. 7, 2009

Jan. 12, 2010 Jan. 26 - Analysis of Issues and Generation of Alternative Strategies

Jan. 28, 2010

Feb. – Mar 2010 Mar. 16 - Strategies; Action Plans; Other concerns

Mar. 18, 2010

May 3, 2010 – Submission of Final Service- Learning Paper

May 9-15, 2010 – Oral Defense

COURSE OUTLINE & PROGRAMCOURSE OUTLINE & PROGRAMPART I: Sem I YL 7 (One whole-day Session) Introduction and Overview: Strategic Management Strategy Formulation

PART II: Sem II YL7 Consultations Research/ Field Work Submission of LEC paper and Oral Defense

PART III: Sem I YL 8 (Six sessions of 4-hrs each) Recap: Strategic Management Process Strategy Formulation & Strategy Choices: Business Setting Strategy Implementation Strategy Monitoring & Control

GRADING SYSTEMGRADING SYSTEM Class Activities 80%

◦ Group Projects ◦ Individual Assignment ◦ Class Participation ◦ Midterms◦ Final Exam

Strategy (LEC) Paper 20%◦ Written Document◦ Oral Defense

Note: Evaluation of group projects/reports to incorporate “peer grading”

Winnie M. ConstantinoAGSB

END OF SESSION

Enable you to achieve your organization’s objectives Expand the size of your customer base Give new avenues for customer access Increase the appeal of your product/service Gain better access to resources Reduce your costs Improve your cost efficiencies and productivity Improve your profitability/financial position

OPPORTUNITIES - created by favorable events, trends or possibilities for action that promise to:

Assessment of the external factors that impact on your organization’s performance.

EXTERNAL ANALYSISEXTERNAL ANALYSIS

THREATS – unfavorable events that have the opposite impact.

What decisions facing a business are strategic and therefore deserve strategic management attention?

1. Strategic issues require top management decisions and involvement

- they involve several areas of a firm’s operations

2. Strategic issues require large amounts of the firm’s resources

- they require substantial allocation of people, physical assets or financial resources that must be obtained- they need to commit the firm to actions over an extended period

3. Strategic issues affect the firm’s long-term prosperity

- Pearce and Robinson Strategic Management, 9th Ed. 2005

STRATEGIC ISSUESSTRATEGIC ISSUES

GROUP DISCUSSION:GROUP DISCUSSION:EXTERNAL ANALYSISEXTERNAL ANALYSIS

INTERNAL ANALYSISINTERNAL ANALYSIS

Dev’t ofVision/

Mission Statement

Dev’t ofVision/

Mission Statement

External Analysis

External Analysis

Measure andEvaluate

Performance

Measure andEvaluate

Performance



Generate Evaluate,

And Select

Strategies

Generate Evaluate,

And Select

Strategies

STRATEGY FORMULATION IMPLEMENTATION MONITORING

Note that there is an iteration process involved, thus the arrows can go back to the opposite direction.

THE STRATEGIC MANAGEMENT PROCESSTHE STRATEGIC MANAGEMENT PROCESS

Implement Strategies:Mgt. Issues

Implement Strategies:Mgt. Issues

Implement Strategies:Functional

Units

Implement Strategies:Functional

Units

Internal

Analysis

Internal

Analysis

A comprehensive and thoughtful examination of the current state of an organization which defines its capacity for succeeding in its environment.

Identification of the organization’s strengths and weaknesses.

INTERNAL ANALYSIS AND INTERNAL ANALYSIS AND ORGANIZATIONAL SCANNINGORGANIZATIONAL SCANNING


THIS INVOLVES: An assessment of the organization’s business

performance A closer analysis (probing) of the reasons behind the

organization’s favorable or unfavorable performance An analysis of the various elements of the organization

that affect its performance

Analysis should focus on the organizational elements that are directly or indirectly related to the critical success factors of the business or industry

INTERNAL SITUATION ANALYSISINTERNAL SITUATION ANALYSIS

To assess how well is the company’s present strategy working, review the company’s performance based on its defined success measures.

Examples:

Revenue/Sales growth in the past few years Market Share and how the company’s growth compares with

that of the industry and other players Company’s costs and cost structure Company’s operating efficiencies Company’s net profit margins and rate of return on assets or

equity investment

For non-profit oriented enterprises, evaluate the company’s performance vis-à-vis its mandate.


IDENTIFICATION OF CRITICAL SUCCESS FACTORS

The internal factors and capabilities that an entity needs to have in order to succeed in its industry

Examples: Company reputation and image Price competitiveness Management capability Cost efficiency Quality of products and services Range of product and service offerings Skilled workers (availability of good doctors) Strategic location Capacity; Facilities and equipment Marketing efforts R & D capability Financial resources/strength

The enterprise can be assessed in the various elements of organizational effectiveness. From this assessment, the important strengths and weaknesses can be identified.

The following frameworks may be used for a systematic analysis:

McKinsey’s 7-S Weissboard Model

David’s Functional Audit

INTERNAL SITUATION ANALYSISINTERNAL SITUATION ANALYSIS

DAVID’S INTERNAL AUDIT CHECKLIST DAVID’S INTERNAL AUDIT CHECKLIST (FUNCTIONAL UNITS)(FUNCTIONAL UNITS)

Management Marketing Finance Human Resource Management Production/Operation Research & Development Information Systems

Note that the functional units can vary from one entity to another depending on how it is organized and depending on its business.

MCKINSEY’S 7-S FRAMEWORK FOR MCKINSEY’S 7-S FRAMEWORK FOR ASSESSING THE ORGANIZATIONASSESSING THE ORGANIZATION

LEADERSHIP

VISION

STRUCTURE - skills - technology

RELATIONSHIPS

REWARDS / MOTIVATION - intrinsic - extrinsic

HELPING MECHANISMS - culture / mindsets - resources

THE WEISBOARD MODEL FOR ASSESSING THE WEISBOARD MODEL FOR ASSESSING THE ORGANIZATIONTHE ORGANIZATION

VISION AND STRATEGY

Clarity AlignmentResponsiveness

• Mission, Goals, Objectives and Targets

• Strategies, Thrusts and Directions

Guide Questions:

1. Is the organization’s set of mission, vision, objectives and strategies clear to all the employees in the organization?

2. Are these appropriate given current situation?

LEADERSHIP/STYLE

Leadership Styles Competence

• Top Management

• Middle-Management

• First-Line Supervisors

Guide Questions:

1. How would you describe the leadership style in the organization?2. How effective is this in steering the organization towards its goals?3. What can you say about the level of competence of the leaders ( i.e. top, middle and first line ) in managing the organization?4. What are the most important areas for improvement and strengths?

STRUCTURE/SKILLS

Clarity EffectivenessAppropriateness

Guide Questions:1. Is the current organization structure aligned to the requirements of the

environment? If not why? What features of the structure are helpful and which ones interfere with efficient functioning?

2. What are the work flow processes that are most critical to organizational functioning? Pinpoint strengths and weaknesses.3. Does the organization have the needed technical and managerial skills? Identify the areas where skills and competencies are inadequate.4. Are the physical structures and facilities appropriate for the effective functioning of the organization?

• Tasks and Work processes• Skills• Technology• Organization Structure

• Job Design• Work Distribution and Load• Physical Structures and Facilities

REWARDS AND MOTIVATION

Fairness AdequacyCompetitiveness

Guide Questions:

1. What are the intrinsic rewards, if any, to working in the organization?2. What can you say about the pay, benefits and incentives in terms of fairness, competitiveness and responsiveness to employee needs?3. What non-financial motivation programs does the organization undertake? How responsive are these?

• Intrinsic Rewards

• Extrinsic Rewards ( Pay, Benefits, Incentives )

• Recognition Programs

HELPING MECHANISMS/SYSTEMS AND SHARED VALUES

Presence Adequacy Competitiveness

Guide Questions:1. How clearly are the organization’s values and norms enunciated and practiced in the entire organization?2. What can you say about the effectiveness of the company’s management and information systems, such as : planning system, performance management system, decision-making process, Finance, HR and Administrative systems, in terms of driving and supporting business performance?3. Are policies, rules and procedures clear, adequate, consistently applied and supportive of organization’s goals?

• Culture ( Values and Norms )• Policies and Rules• Procedures and Guidelines

• Management Systems• Information Systems

RELATIONSHIPS

Communication Channels Relationships

Guide Questions:

1. Does the organization have the appropriate level of coordination or team-work to accomplish the task? Within each department? Among departments?2. What can you say about the communication channels between subordinates and superiors? Among peers?3. Identify the most important areas for improvement and strengths.

• Peers• Inter-Department

• Subordinate-Superior• Superior-Subordinate

INTERNAL SITUATION ANALYSIS:INTERNAL SITUATION ANALYSIS:SUMMARYSUMMARY

1. Review the company’s performance in terms of key performance measures

Examples: Revenue/Sales growth in the past few years What products/services/market segments are growing fast,

and which are growing slowly Company’s costs and cost structure Company’s operating efficiencies Company’s net profit margins and rate of return on assets or

equity investment

For non-profit oriented enterprises, review performance vis-à vis its mandate.

2. Look for favorable and unfavorable trends and analyze possible reasons for these by identifying strengths and weaknesses (use any of the organizational analysis frameworks)

INTERNAL SITUATION ANALYSIS:INTERNAL SITUATION ANALYSIS:SUMMARYSUMMARY

3. Identify the major strategic issues that the company must address

GROUP DISCUSSION:GROUP DISCUSSION:INTERNAL ANALYSISINTERNAL ANALYSIS

DIRECTION-SETTING ANDDIRECTION-SETTING ANDSTRATEGY FORMULATIONSTRATEGY FORMULATION

THREE BASIC COMPONENTS OF THREE BASIC COMPONENTS OF STRATEGY DEVELOPMENT*STRATEGY DEVELOPMENT*

Developing strategic VISION and business MISSION“Effective strategy-making begins with a concept of what a company should and should not do and a vision of where the organization needs to be headed.”

Setting performance OBJECTIVES“Objectives represent a managerial commitment to achieving specific performance targets within a specific time frame.”

Crafting STRATEGIES to produce the desired results“A strategy deals with the game plan for moving the company into an attractive business position and building a sustainable competitive advantage.”

*Thompson and Strickland

MISSION MISSION

A MISSION states an enterprise’s fundamental reason for being and

its primary commitments to its stakeholders. It guides an

organization in terms of how it must do business.

It usually states an enterprise’s:

Primary purpose Commitments to its stakeholders Basic philosophy Core values

MISSION VS. VISION MISSION VS. VISION

A mission statement answers the question:What is our business?

A vision statement answers the question: What do we want to become?

VISIONVISION

A VISION is a shared image of what the people in an enterprise aspire for it to be or to become. It conveys a desired future state.

A good vision must be:

Inspiring and worthy of one’s commitment Clear and compelling; must serve as a unifying

focal point of effort Something vivid that the people can picture in their

minds Aspirational yet something that the people can

believe to be realistically possible

OBJECTIVE-SETTINGOBJECTIVE-SETTING


Establishing Financial and Strategic Objectives: The second direction-setting task

Setting objectives converts the strategic vision and directional course into specific performance targets.

Objectives represent managerial commitment to achieving specific outcomes and results.

The General Electric/Mckinsey Industry AttractivenessThe General Electric/Mckinsey Industry Attractiveness Business Strength MatrixBusiness Strength Matrix

Business Strengths

Industry Attractiveness

High

Medium

Low

High Medium Low

Investment & Growth

Selective Growth

Selectivity

Selective Growth

Selectivity

Selectivity

HarvestDivest

HarvestDivest

HarvestDivest

Arriving at a clearer definition of where we want to go and what we want to achieve in a given planning horizon.

Long-term objectives represent the results expected from pursuing certain strategies

-- Fred David


Arriving at a clearer definition of where we want to go and what we want to achieve in a given planning horizon.


TYPES OF OBJECTIVES: STRATEGIC & FINANCIALEvery company needs both strategic objectives and financial

objectives

STRATEGIC INTENT

• Better product/service quality• Lower costs relative to

competitors• Broader or more attractive

product/service line• Superior customer service• Wider geographic coverage

FINANCIAL OBJECTIVES

• Growth in revenues• Growth in earnings• Wider profit margins• Higher returns on invested

capital• Bigger cash flows


HOW MUCH STRETCH SHOULD OBJECTIVES ENTAIL?

• Objectives should be high enough to produce outcomes at least incrementally better than current or past performance

• Ideally, objectives ought to serve as a managerial tool for truly stretching an organization to reach its full potential; this means setting them high enough to be challenging - to energize the organization and its strategy.


“Crafting strategy is an analysis-driven exercise. . . Judgments about what strategy

to pursue need to flow directly from solid analysis of a company’s external

environment and internal situation.”

- THOMPSON AND STRICKLAND


Strategies are the management decisions and programs needed in order to:

1. Take advantage of the opportunities and counter the threats in the business environment

2. Address the entity’s weaknesses and protect its strengths

3. Develop and sustain a competitive advantage4. Resolve the strategic issues facing the

entity/organization5. Achieve the entity’s strategic objectives

THE SWOT MATRIXTHE SWOT MATRIX

- Fred David

STRENGTHS - S WEAKNESSES - W

OPPORTUNITIES - O

SO STRATEGIESUse strengths to

take advantage of opportunities

WO STRATEGIESOvercome

weaknesses by taking advantage of opportunities

THREATS - T ST STRATEGIESUse strengths to

avoid threats

WT STRATEGIESMinimize

weaknesses and avoid threats

GENERIC STRATEGIES:

A long-term strategy should derive from a firm’s attempt to seek

competitive advantage based on one of three generic

strategies:

1. Striving for overall low-cost leadership in the industry. 2. Striving to create and market unique products for varied

customer groups through differentiation.3. Striving to have special appeal to one or more groups of

customer or industrial buyers, focusing on their cost or differentiation concerns.


GENERIC STRATEGIES:

Required skills and resources for low cost leadership:

1. Sustained capital investment and access to capital2. Process reengineering skills3. Intense supervision of labor4. Products designed for ease of manufacture5. Low cost distribution system6. Tight cost control.


GENERIC STRATEGIES:

Required skills and resources for differentiation:

1. Strong marketing abilities2. Product engineering3. Creative flare4. Strong R & D5. Reputation for quality or technological

leadership.


GENERIC STRATEGIES:

Focus Strategy: Attempts to attend to the needs of a particular market segment.

**Can be based on either low cost or differentiation strategy.


VALUE DISCIPLINES:

Strategies must deliver superior customer value through one of three value disciplines:

1. Operational excellence – strategies focus on lean and efficient operations.

2. Customer intimacy – strategies focus on tailoring and shaping of products and services to fit an increasingly refined definition of the customer. Needs detailed customer knowledge and operational flexibility.

3. Product leadership – strategies aim to produce a continuous stream of state of the art products and services. Requires: creativity, innovation, continuous improvement.


GRAND STRATEGIES:

Strategies that provide basic direction for strategic actions.

1. Market Penetration – strategies aim at increasing use of present products in present markets

2. Market Development – strategies aim at selling present products in new markets.

3. Product development – strategies aim at developing new products for the present market.


OTHER GRAND STRATEGIES:

Strategies that provide basic direction for strategic actions.

1. Forward/Backward/Horizontal integration2. Related/Unrelated diversification3. Turn-around/Cost reduction/Retrenchment4. Divestiture/Liquidation


TESTS OF A WINNING STRATEGY:

1. Goodness of fit test – A good strategy is tailored to fit the company’s external and internal situation.

2. The competitive advantage test – A good strategy leads to sustainable competitive advantage.

3. The performance test – A good strategy boosts company performance.

STRATEGY EVALUATIONSTRATEGY EVALUATION

EXAMPLEEXAMPLEFINANCIAL OBJECTIVE: To grow revenues from P100 m

in 2010 to P200 m by 2012.

STRATEGIC INTENT: To develop/tap new markets through a wider range of product and service offerings.

STRATEGIES: Provide products and services that will serve the market for

medical tourism. Upgrade facilities to bring them to world-class standards. Enhance the skills and service level of the medical staff

through the conduct of appropriate training programs. Build the company’s image in the Asia-Pacific region through

advertising and promotional campaigns.

EXAMPLEEXAMPLEFINANCIAL OBJECTIVE: To improve profit margin from

3% of sales in 2007 to at least 10% of sales by 2012.

STRATEGIC INTENT: To improve cost efficiencies and productivity and focus on high margin products and services.

STRATEGIES: Eliminate/Phase out low-margin product and services. Review staffing and organization structure to make it more “lean

and mean”. Improve operational procedures for manufacturing. Outsource non-core services (examples: repairs and

maintenance, cleaning/janitorial, laundry) to low-cost providers. Re-engineer information systems and business processes.

A STRATEGIC PLAN FOR A A STRATEGIC PLAN FOR A COMMUNITY PROJECT (LEC PAPER)COMMUNITY PROJECT (LEC PAPER)

OBJECTIVES:

To apply some of the concepts learned in STRAMA To integrate learnings in Public Health, Management, & Clinical

Medicine; through:The development of a strategic plan for a Community Project that will be along the partner-organization’s mission/vision

Learning Activities: Research and field work, consultation with partner-organization and professor-advisers

Deadline for LEC paper submission: > Project Proposal: ??> Draft Report: Middle of 2nd Sem> Final Report: End of 2nd Sem

Oral Defense: within 30 days after report submission

winnie m. constantino agsb strategic management the service-learning paper (learning experiences in...

Documents

servicelearning planagree

game plan management

overall objectives strategies

livelihood program

credit program

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action plans

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