STRATEGIC MANAGEMENT
THE SERVICE-LEARNING PAPER
(Learning Experiences in Communities)
Winnie M. Constantino
AGSB
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 THE
STRATEGIC MANAGEMENT PROCESS
STRATEGIC MANAGEMENT DEFINITION
“The art and science of formulating,
implementing, and evaluating
strategies that enable an organization
to achieve its objectives.”
STRATEGIC 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 PLANNING PROCESS
Strategy Formulation
Strategy Implementation
Strategy Monitoring/Control
THE STRATEGIC MANAGEMENT PROCESS
STRATEGY FORMULATION
IMPLEMENTATION
MONITORING
External
Analysis
Dev’t of
Vision/
Mission
Statement
Establish
Long-term
Objectives
Internal
Analysis
Generate
Evaluate,
And
Select
Strategies
Implement Strategies:
Set & execute action
plans by functional units
Measure and
Evaluate
Performance
Note that there is an iteration process involved, thus
the arrows can go back to the opposite direction.
TYPES OF ORGANIZATION
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
THE SERVICE-LEARNING PAPER:
OUTLINE AND CONTENTS
OUTLINE
Part A: BACKGROUND AND ANALYSIS
I.
II.
III.
IV.
V.
Background on the Partner-Organization
Research Methodology
Community Assessment (External Analysis)
Organizational Assessment (Internal Analysis)
Analysis of Issues and Generation of Alternative
Strategies/Programs
Part B: STRATEGIC PLAN/PROJECT PLAN
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
Strategic Thrust and Overall Objectives
Strategies and Major Programs
Scope of Proposed Program and Justification
Specific Objectives for 2010-2011
Action Plan
Other Organizational Support Needed
Financial Requirements/Fund Sources
Monitoring System: Performance Measures and Targets
OUTLINE: I. Background on the Partner
Organization






Basic information: Name, when established, location and
area of operation
Mission/Vision/Objectives
Example: To improve the well-being of the poor families
in the municipality of San Jose
Major programs and Projects
Examples: 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: II. Research Methodology

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 sources
Examples: NSO, NEDA, Municipal government, NGO data

Limitations, if any
OUTLINE: III. Community Assessment (External
Analysis)
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
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)
OUTLINE: III. Community Assessment (External
Analysis)
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) projects
Threats or Unfavorable factors

Lack of access to potable water

Poor roads and lack of transport facilities

High prices of basic commodities
OUTLINE: IV. Organizational Assessment
(Internal Analysis)
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: V. Analysis of Issues and Generation
of Alternative Strategies/Programs
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)
SWOT ANALYSIS
Strengths
1.
2. ...
Weaknesses
1.
2. ...
Opportunities
1.
2.
3. ...
SO Strategies:
WO Strategies:
Threats
1.
2.
3. ...
ST Strategies:
WT Strategies:
Use a firm’s
strengths to take
advantage of
opportunities
Use a firm’s
strengths to avoid or
reduce the impact of
threats.
Improve
weaknesses by
taking advantage of
opportunities
Defensive strategies
directed at
eliminating
weaknesses and
avoiding threats
Evaluating Alternative Strategies/Programs
Criteria:



Acceptability
Suitability
Feasibility
STRATEGY FORMULATION
Strategies are the management decisions and
programs needed in order to:
1.
2.
3.
4.
Take advantage of the opportunities and
counter the threats in the business
environment
Address the entity’s weaknesses and protect
its strengths
Resolve the strategic issues facing the
entity/organization
Achieve the entity’s strategic objectives
OUTLINE:
Part B: STRATEGIC PLAN/PROJECT PLAN
I. Strategic Thrust and Overall Objectives
II. Strategies and Major Programs
III. Proposed Project
IV. Specific Objectives for 2011-2012
V. Action Plan
VI. Other Organizational Support needed
VII. Financial Requirements/Fund Sources
VIII. Monitoring System: Performance
Measures and Targets
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/
Expected
Output
Timetable
Person(s) Resource
ResponRequiresible
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
Guidelines on the Process
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
Milestones/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
Jan. 28, 2010
Issues and
Generation of
Alternative Strategies
Feb. – Mar 2010
Mar. 16 - Strategies;
Action Plans; Other
concerns
Mar. 18, 2010
May 3, 2010 – Submission of Final ServiceLearning Paper
May 9-15, 2010 – Oral Defense
COURSE OUTLINE & PROGRAM
PART 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 SYSTEM


Class Activities
◦
◦
◦
◦
◦
80%
Group Projects
Individual Assignment
Class Participation
Midterms
Final Exam
Strategy (LEC) Paper
◦ Written Document
◦ Oral Defense
20%
Note: Evaluation of group projects/reports to incorporate “peer
grading”
Winnie M. Constantino
AGSB
END OF SESSION
EXTERNAL ANALYSIS
Assessment of the external factors that impact on your
organization’s performance.
OPPORTUNITIES - created by favorable events, trends or
possibilities for action that promise to:








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
THREATS – unfavorable events that have the opposite impact.
STRATEGIC ISSUES
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
GROUP DISCUSSION:
EXTERNAL ANALYSIS
INTERNAL ANALYSIS
THE STRATEGIC MANAGEMENT PROCESS
STRATEGY FORMULATION
IMPLEMENTATION
MONITORING
External
Analysis
Dev’t of
Vision/
Mission
Statement
Establish
Long-term
Objectives
Internal
Analysis
Generate
Evaluate,
And
Select
Strategies
Implement
Strategies:
Mgt. Issues
Implement
Strategies:
Functional
Units
Measure and
Evaluate
Performance
Note that there is an iteration process involved, thus
the arrows can go back to the opposite direction.
INTERNAL ANALYSIS AND
ORGANIZATIONAL SCANNING

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
ORGANIZATIONAL 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 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.
INTERNAL ANALYSIS AND
ORGANIZATIONAL SCANNING
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
INTERNAL SITUATION ANALYSIS
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
DAVID’S INTERNAL AUDIT CHECKLIST
(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
ASSESSING THE ORGANIZATION
STRUCTURE
SYSTEMS
STRATEGY
SHARED
VALUES
SKILLS
STYLE
STAFF
THE WEISBOARD MODEL FOR ASSESSING
THE ORGANIZATION
VISION
STRUCTURE
RELATIONSHIPS
LEADERSHIP
HELPING MECHANISMS
- culture / mindsets
- resources
- skills
- technology
REWARDS / MOTIVATION
- intrinsic
- extrinsic
VISION AND STRATEGY
Clarity
Responsiveness
Alignment
• 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
•
•
•
•
Appropriateness
Tasks and Work processes
Skills
Technology
Organization Structure
Effectiveness
• Job Design
• Work Distribution and Load
• Physical Structures and
Facilities
Guide Questions:
1.
2.
3.
4.
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?
What are the work flow processes that are most critical to organizational
functioning? Pinpoint strengths and weaknesses.
Does the organization have the needed technical and managerial skills?
Identify the areas where skills and competencies are inadequate.
Are the physical structures and facilities appropriate for the effective
functioning of the organization?
REWARDS AND MOTIVATION
Fairness
Competitiveness
Adequacy
• Intrinsic Rewards
• Extrinsic Rewards ( Pay, Benefits, Incentives )
• Recognition Programs
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?
HELPING MECHANISMS/SYSTEMS AND
SHARED VALUES
Presence
Adequacy
• Management Systems
• Information Systems
Competitiveness
• Culture ( Values and Norms )
• Policies and Rules
• Procedures and Guidelines
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?
RELATIONSHIPS
Communication Channels
• Subordinate-Superior
• Superior-Subordinate
Relationships
• Peers
• Inter-Department
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.
INTERNAL SITUATION ANALYSIS:
SUMMARY
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.
INTERNAL SITUATION ANALYSIS:
SUMMARY
2.
3.
Look for favorable and
unfavorable trends and
analyze possible reasons
for these by identifying
strengths and weaknesses
(use any of the
organizational analysis
frameworks)
Identify the major strategic issues that the
company must address
GROUP DISCUSSION:
INTERNAL ANALYSIS
DIRECTION-SETTING AND
STRATEGY FORMULATION
THREE BASIC COMPONENTS OF
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
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
A mission statement answers the question:
What is our business?
A vision statement answers the question:
What do we want to become?
VISION
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-SETTING
OBJECTIVE-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 Attractiveness
Business Strength Matrix
Industry Attractiveness
High
High
Business
Strengths Medium
Low
Medium
Low
Investment &
Growth
Selective
Growth
Selectivity
Selective
Growth
Selectivity
Harvest
Divest
Selectivity
Harvest
Divest
Harvest
Divest
OBJECTIVE-SETTING
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
OBJECTIVE-SETTING
Arriving at a clearer definition of where
we want to go and what we want to
achieve in a given planning horizon.
An Objective must be:
• Specific
• Measurable
• Achievable
• Realistic
• Time-bound
It must also be:
• Challenging
• Hierarchical
• Understandable
OBJECTIVE-SETTING
TYPES OF OBJECTIVES: STRATEGIC & FINANCIAL
Every company needs both strategic objectives and financial
objectives
STRATEGIC INTENT
FINANCIAL OBJECTIVES
• Better product/service quality
• Lower costs relative to
competitors
• Broader or more attractive
product/service line
• Superior customer service
• Wider geographic coverage
•
•
•
•
Growth in revenues
Growth in earnings
Wider profit margins
Higher returns on invested
capital
• Bigger cash flows
OBJECTIVE-SETTING
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.
STRATEGY FORMULATION
“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
STRATEGY FORMULATION
Strategies are the management decisions and programs
needed in order to:
1.
2.
3.
4.
5.
Take advantage of the opportunities and counter
the threats in the business environment
Address the entity’s weaknesses and protect its
strengths
Develop and sustain a competitive advantage
Resolve the strategic issues facing the
entity/organization
Achieve the entity’s strategic objectives
THE SWOT MATRIX
OPPORTUNITIES O
THREATS - T
STRENGTHS - S
WEAKNESSES - W
SO STRATEGIES
Use strengths to take
advantage of
opportunities
WO STRATEGIES
Overcome
weaknesses by taking
advantage of
opportunities
ST STRATEGIES
Use strengths to
avoid threats
WT STRATEGIES
Minimize weaknesses
and avoid threats
- Fred David
STRATEGY FORMULATION
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.
2.
3.
Striving for overall low-cost leadership in the industry.
Striving to create and market unique products for varied
customer groups through differentiation.
Striving to have special appeal to one or more groups of
customer or industrial buyers, focusing on their cost or
differentiation concerns.
STRATEGY FORMULATION
GENERIC STRATEGIES:
Required skills and resources for low cost leadership:
1.
2.
3.
4.
5.
6.
Sustained capital investment and access to capital
Process reengineering skills
Intense supervision of labor
Products designed for ease of manufacture
Low cost distribution system
Tight cost control.
STRATEGY FORMULATION
GENERIC STRATEGIES:
Required skills and resources for differentiation:
1.
2.
3.
4.
5.
Strong marketing abilities
Product engineering
Creative flare
Strong R & D
Reputation for quality or technological
leadership.
STRATEGY FORMULATION
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.
STRATEGY FORMULATION
VALUE DISCIPLINES:
Strategies must deliver superior customer value through
one of three value disciplines:
1.
2.
3.
Operational excellence – strategies focus on lean and
efficient operations.
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.
Product leadership – strategies aim to produce a
continuous stream of state of the art products and
services. Requires: creativity, innovation, continuous
improvement.
STRATEGY FORMULATION
GRAND STRATEGIES:
Strategies that provide basic direction for strategic
actions.
1.
2.
3.
Market Penetration – strategies aim at increasing use
of present products in present markets
Market Development – strategies aim at selling
present products in new markets.
Product development – strategies aim at developing
new products for the present market.
STRATEGY FORMULATION
OTHER GRAND STRATEGIES:
Strategies that provide basic direction for strategic
actions.
1.
2.
3.
4.
Forward/Backward/Horizontal integration
Related/Unrelated diversification
Turn-around/Cost reduction/Retrenchment
Divestiture/Liquidation
STRATEGY EVALUATION
TESTS OF A WINNING STRATEGY:
1.
2.
3.
Goodness of fit test – A good strategy is
tailored to fit the company’s external and
internal situation.
The competitive advantage test – A good
strategy leads to sustainable competitive
advantage.
The performance test – A good strategy
boosts company performance.
EXAMPLE
FINANCIAL 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.

EXAMPLE
FINANCIAL 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
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 partnerorganization 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