Cbme

Serote, Ardelyn D. Prof: Mr.
Joselito Yu
BSBA FM III-9 CBME1
MODULE 10
Pre-assessment:
Multiple Choices: Pick out the letter of the correct answer and write the letter on
the space provided before each number.
C 1.The process of creating or rewriting an organization’s mission, identifying and

evaluating the long-term goals and strategies to reach those goals, and determining the
required resources is called
a. Organizational planning
b. Scoping the organization
c. Strategic planning
d. Management organizing
A 2. It is a strategic management performance metric used to identify and improve

various internal business functions and their resulting external outcomes. These are
used to measure and provide feedback to organizations. Data collection is crucial to
providing quantitative results as managers and executives gather and interpret the
information and use it to make better decisions for the organization.
a. Balanced scorecard
b. Strategy map
c. SWOT analysis
d. PEST Model
D 3. It is a high-level model used at the beginning of an organization’s strategic

planning.
b. Strategy map
c. PEST Model
d. SWOT analysis
C 4. The _______ model is often used in conjunction with the external factors of a
SWOT analysis. You may also run into Porter’s Five Forces, which is a similar take on
examining your business from various angles.
a. Gap planning
b. Strategy map
c. PEST Model
d. SWOT analysis
E 5. All of the following are characteristics of successful strategic managers except
a. being well informed

b. being good at building consensus
c. having well-written missions.
d. Being good at creating contingency plans.
e. Being good at focusing their time and energy
Activity/Evaluation:
I. Multiple Choice: Pick out the letter of the correct answer and write the letter on

A 1. It is an organization’s process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy.
a. Strategic management
b. Organizational planning
c. Strategic planning
d. Management organizing
C 2. It is a major part of the Balanced Scorecard (though it isn’t exclusive to the
BSC) and offers an excellent way to communicate the high-level information across
your organization in an easily-digestible format.
a. SWOT analysis
b. Gap planning
c. Strategy map
d. PEST Model

C 3. It is an organization’s process of defining its strategy, or direction, and making
a. SWOT analysis
b. Blue ocean strategy
c. Gap planning
d. VRIO Framework
B 4. It is a strategic planning model that emerged in a book by the same name in
2005. How to Create Uncontested Market Space and Make Competition Irrelevant”—
was written by W. Chan Kim and Renée Mauborgne, professors at the European
Institute of Business Administration (INSEAD).
a. SWOT analysis
b. Blue ocean strategy
c. Gap planning
d. VRIO Framework
A 5. What does the following definition refer to an organization which uses
communications technology to allow it to operate without clearly defined physical
boundaries between different functions?
a. Cloud organization
b. Virtual organization
c. Base-free organization
d. E-organization
A 6. Analyzing internal environments in the strategic planning process deals with
a. Strengths and weaknesses

b. Opportunities and threats
c. Missions and goals
d. Leadership and structure
e. Human resources
II. Essay: Write your answers clearly and legibly. (4 points)

1. The name of the strategic planning game is to translate strategy into current
decisions. – comment.
I agree with the statement above, as if when you are in a group game,
your team leader should help each of your members, guide each of you with a
winning plan and tell them what they need to do or their positions to win the
game. Your plan is your decision. If you plan, it means you are deciding what you
want to achieve in the future.

Serote, Ardelyn D. Prof: Mr. Joselito Yu
BSBA FM III-9 CBME1
MODULE 11
Pre-assessment:
A 1.Environmental scanning
a. An analysis and evaluation process that businesses use to understand

their current environment.
b. The physical and social characteristics of the population.
c. The community of people living in a particular region and having shared
customs, laws, and organizations.
d. Consists of the beliefs, behaviors, objects, and other characteristics
common to the members of a particular group or society.
D 2. Reasons for conducting an environmental scan
a. To identify some broad factors and issues that will have a significant
impact on businesses and their plans for the future.
b. To take action more suitably and efficiently.
c. Provides you the capability to formulate essential adjustments in the
organization’s reaction to the factors that can turn out to be the
difference between success and failure.
d. All of the above.
D 3. Match the “market trend” with its example. *Technology
a. Such as the increasing use of online purchasing

b. Such as a market trend to discounting
c. Such as the trend for children to stay at home longer.
d. Such as increasing or decreasing product or service usage.
A 4. Match the “market trend” with its example. *Communication / Media
a. Such as the increasing use of social media by certain customers.

b. Changes in social behavior such as online networking.
c. Changes in the world economy.
d. Such as interest rate changes.
B 5. Technology
a. The governing body of a nation, state, or community or the system by

which a nation, state, or community is governed.
b. The application of scientific knowledge for practical purposes especially
in industry.
c. An environmental phenomenon that has adopted a structural character.
d. A comprehensive evaluation of the internal environment’s potential
strengths and weaknesses.

B 1. Demographics
a. An analysis and evaluation process that businesses use to understand their

current environment.
c. The community of people living in a particular region and having shared customs,
laws, and organizations.
d. Consists of the beliefs, behaviors, objects, and other characteristics common to
the members of a particular group or society.
C 2. Match the “market trend” with its example. *Economy

d. Such as interest rate changes
B 3. Match the “market trend” with its example. *Social factors

d. Such as interest rate changes

B 4. Is the term an Internal or External Environment that businesses should scan to
obtain information? Competition
a. Internal Environment
b. External Environment
C 5. Trend
a. The governing body of a nation, state, or community or the system by which a

nation, state, or community is governed.
b. The application of scientific knowledge for practical purposes especially in
industry.
d. A comprehensive evaluation of the internal environment’s potential strengths and
weaknesses.

1. How is SWOT analysis used in environmental scanning?
Environmental scanning provides an internal analysis of a firm which is the
SWOT analysis, and takes a look at the firm’s industry. A SWOT analysis is a strategic
balance sheet of an organization which examines the strengths, the weaknesses, the
opportunities, and the threats facing an organization. And, it helps an organization
develop a preferred future.
1. Strategy group analysis refers to: *
1 point
a. identifying similarities and differences between groups of people who buy and use your firm's
goods and services.
b. identifying strategies for groups of multinational firms.
c. identifying strategies for similar groups of firms.
d. identifying firms with similar strategies or competing on similar bases.
2. Mobility *
1 point
a. barriers which prevent other firms entering the strategic group and threatening the existing
members.
b. barriers which constrain the mobility of multinational firms in foreign markets.
c. barriers related to the human tendency to reject unfamiliar or negative information.
d. barriers between countries that prevent multinational firms from crossing borders.
3. Michael Porter has argued that the most important determinant of a firm's
profitability is/are: *
1 point
a. Conditions in the home diamond

b. Industry attractiveness
c. Economies of scale
d. Bargaining power
4. The Five Forces Model can be used to *

1 point
a. plan a firm's global strategy based on internal firm resources

b. understand a firm's strategic internal assets in global markets or regional markets
c. analyze a firm's competitive position in a specific market segment or similar market segments.
d. explain why industry change may force firms to relocate parts of their business to other
countries
5. Obstacles which potential newcomers would encounter when entering a market are
called: *
1 point
a. Economies of scale
b. Mobility barriers
c. Buyer switching costs
d. Barriers to entry
6. Which of the following is NOT an example of barriers to entry? *
1 point
a. Buyers switching costs

b. Economies of scale
c. Product differentiation
d. Expected retaliation
7. The concept of the International Product Life Cycle suggests that: *

1 point
a. Every basic product evolves through a cycle of roughly four-introduction, growth, maturity, and
decline- which correspond to the rate of growth of industry sales.
b. The shelve life of a product depends on international product competition.
c. International products are first designed by innovative developing countries and then are
exported to developed country markets.
d. Products go through an international life cycle, during which a developed country is initially an
exporter, then loses its export markets, and finally could become an importer of the product from
developing countries.
8. The International Product Life Cycle does not apply to non-standard industrial
products such as: *
1 point
a. Ship-building
b. Luxury products
c. Televisions
d. DVD players
9. Forecasts are: *
1 point
a. complex exercises to understand the causes of and interrelationships among new trends.
b. mental-pictures of future scenarios.
c. educated assumptions about future trends and events.
d. hypothetical sequences of events constructed for the purpose of focusing attention on causal
processes and decision points.
10. Which multinational firm pioneered the use of scenarios? *

1 point
a. British Airways
b. Shell
c. Hewlett Packard
d. Sony
II. Essay: comment and justify your answer on this question below. Limit your answers
up to 15 sentences only. (5 points each) *
Your answer
1. Why is it appropriate to argue that good strategy-making and good strategy-

implementing are valid signs of good management? *
Good management makes a difficult task easier by avoiding wastage of
scarce resource. If an organization has a good strategy-making and good
strategy-implementing, it means that they have a good management and goal
oriented leader. In able for the businesses to achieve its goal, the owner together
with its managers and staffs will work on their wise decision making of their
strategies to be followed and implement inside their organization. Good
management involves considering every employee as an individual and finding
ways to maximize their potential by using their unique skills.
2. Explain how being a low-cost producer provides a company with defenses against
the five competitive forces.
Low-cost producer provides a company with defenses against the five competitive
forces by striving to achieve lower overall costs than rivals and appealing to a broad
spectrum of customers. It may provide a product with better attributes as a
comparable price to competitors.
3. How is a competitive advantage built? Why do competitive advantages, once built,

tend to erode? What does it take to sustain a competitive advantage?
Competitive advantage is what makes a customer choose your

business over the others. Competitive advantages once built, tend to
erode in the reason of the company's lack of strategic management.
To sustain a competitive advantage, organization should identify
opportunities to differentiate their product from others further to be
able to attract more customers.
BSBA FM III-9 CBME1
MODULE 13
PRE-ASSESSMENT:
B 1. What is the purpose of a vision statement?

a. To identify key employees
b. To convey what you want to accomplish
c. To talk about why you started the business
d. To develop a pricing strategy
B 2. How does a mission statement differ from a vision statement?

a. A mission statement talks about where you see yourself in five years
b. A mission statement explains how and why you started a business
c. None of the answers are correct; the terms mission and vision statements can be
used interchangeably
d. A vision statement explains how and why you started a business
C 3. How does a business aim relate to a vision statement?

a. Aims are incorporated into the mission statement
b. Aims are measurable steps toward a vision
c. Aims are incorporated in the vision statement
d. Aims are the past achievements of your business
A 4. It is an aspiring description of what you would like to achieve in the long-term
future.
a. Vision statement
b. Mission statement
c. The business aims
d. Business objectives
B 5. It defines the company business, its objectives, and approval to reach the vision
(THE HOW).
a. Vision statement
b. Mission statement
c. The business aims
d. Business objectives
ACTIVITY/EVALUATION:
Multiple Choice: Pick out the letter of the correct answer and write the letter
on the space provided before each number
A 1. An organization needs to have a mission statement to

a. Inform stakeholders
b. Allocate budget
c. Ensure viability
d. Set boundaries
C 2. A mission statement contains an organization’s

a. Deadlines and targets
b. Diversity policy
c. Identity and purpose
d. Operational plan
C 3. Who in an organization has responsibility for working towards the

vision/mission/goals?
a. Employees
b. Employer
c. Everyone who works for the organization
d. Supplier
B 4. When it comes to developing your organization’s mission + vision: choose one

from below:
a. Your vision comes first and your mission comes second
b. Your mission comes first, and your vision comes second
B 5. A mission statement focuses on today and what an organization does to achieve

it
a. False
b. True
B 6. All staff needs to be aware of their organization’s mission/vision/goals.

a. False
b. True
C 7. Why is it important to have an environmental business objective?

a. To adhere to government targets
b. To be competitive
c. To keep the customer base
d. To reduce staff turnover
A 8. What is the purpose of organizational aims and objectives?

a. To provide direction to staff
b. To prevent takeovers
c. To give a brief overview of ideas
d. To set staff limits of authority
A 9. A vision statement focuses on tomorrow and what an organization wants to

ultimately become
a. True
b. False
D 10. A mission statement doesn’t usually include

a. What we do
b. What we serve
c. How we serve
d. Deadlines for when things will be done
Essay:
How do you analyze the mission and vision of a company?
A company’s business mission statement is its objectives and its approach to

reach those objectives. A mission statement explains how and why you started a
business. While a vision statement describes the desired future position of the
company. A vision statement written focuses on tomorrow and what an organization
wants to ultimately become.
Why are mission and vision important in business?
Mission and vision statement are important in business because in terms that it
helps businesses to provide their organization with a clear and effective guide for
making decisions that would like to achieve in the long-term future. And this is a big
help to the business company to align everyone with the organization and ensuring
that everyone is working towards its goal and/or objective.

BSBA FM III-9 CBME1
MODULE 14
PRE-ASSESSMENT:
Multiple Choices: Pick out the letter of the correct answer and write the letter on the
space provided before each number.
B 1. Which of the following are the most important parts of developing the mission
statement?
a. Discuss in developing it
b. Description of the purpose
c. Length of the statement
d. Separating mission, vision and values information
C 2. Your approach to developing your mission, vision, and values statements

depend primarily on:
a. Culture of your organization
b. Time available to produce them
c. Model of planning that you chose
d. Expertise in writing
B 3. Which of the following is a common problem in developing the statements?

a. Too much time in word-smithing
b. Making them too long
c. Making them too short
d. Mixing mission, vision, and values together
A 4. When designing a mission statement, which of these should you NOT primarily
consider?
a. Failed strategies in the past
b. Primarily inspiring funders and investors
c. The overall purpose of organization
d. Understandable to all
B 5. Strategic thinking should consider primarily

a. What’s going on outside our organization?
b. What’s going on inside our organization?
c. How to position for the future?
d. What’s most exciting for now?
EVALUATION:
Multiple Choice: Pick out the letter of the correct answer and write the letter on the
A 1. Which of the following does NOT primarily apply when considering outside
influences?
a. Current financial situation
b. Board member resumes
c. Competitors
d. Innovation or technologies
B 2. Which of the following does NOT primarily apply when considering inside
influences?
a. Investor's and/ or funders' opinions
b. Customers' needs and wants
c. Advertising and promotions
d. Marketing and sales
B 3. Which strategic analysis tool is very good analyzing a complex problem?

a. Business planning
b. Force field analysis
c. SWOT matrix
d. Product-market matrix
C 4. Which strategic tool is very good for planning to develop another product?
a. SWOT matrix
b. Business planning
c. Product-market matrix
d. Mission-money matrix
B 5. Which strategic analysis tool is very good for strategizing to position an

organization to thrive in the future?
a. Mission-money matrix
b. SWOT matrix
c. Financial planning
d. Brainstormig
Other:
C 6. Which strategic analysis tool works very well for developing a realistic vision?
a. Brainstorming
b. Scenario planning
c. Real-time planning
d. Organic planning
A 7. In the SWOT model, which of the following does the SW, not apply to?
a. Economic trends
b. Board operations
c. Financial states
d. Marketing activities
A 8. When strategically distinguishing your organization in the marketplace, which of

these should you NOT primarily consider?
a. How did your organization in the marketplace, which of these should NOT
primarily consider?
b. Which social media tool to use?
c. What is your unique value proposition
d. What is your core competence?
A 9. An internal assessment should look especially at which internal operations?

a. All of these
b. Board operations
c. Financial situation
d. Products, services ad programs
A 10. When conducting an organizational assessment, which are often the best
approaches to use?
a. Use an objective assessment tool
b. Focus on all major internal opeations
c. Ask Board and staff members for their opinions
d. Focus only on the most troubled activities
ESSAY:
1. Is the role of strategic management changing in the context of current economic

processes in the era of industry 4.0?
Yes, the role of strategic management changing in the context of current
economic processes in the era of industry 4.0. The current technological revolution,
known as Industry 4.0, is determined by the development of the following technologies
of advanced information processing: Big Data database technologies, cloud computing,
machine learning, Internet of Things, artificial intelligence, Business Intelligence and
other advanced data mining technologies. We are now in part
of information and economic globalization processes, adopting changes in our
economy such as using the high-technologies that is a big help to any organization
nowadays in terms of high production and productivity on the day to day business
activities.
2. How well are you familiar with Critical Failure Indicators CFI?
To tell you honestly, I am that familiar with Critical Failure Indicators CFI, but
based on my research, “Critical failure indicator (CFI) can be defined as a set of
indicators that must not be performed to achieve desired outcomes. In other words,
CFIs are about predicting, discovering, and preventing points of failure, even if the
CFI points are hidden.”
Moreover, CFI’s Corporate & Business Strategy, there are three commonly used
and important methods of performing industry analysis. The three methods are:
Competitive Forces Model (Porter’s 5 Forces), Broad Factors Analysis (PEST Analysis),
and SWOT Analysis.
In generalization, industry analysis, as a form of market assessment, is crucial

because it helps a business understand market conditions. It helps them forecast
demand and supply and, consequently, financial returns from the business. It indicates
the competitiveness of the industry and costs associated with entering and exiting the
industry. It is very important when planning a small business. Analysis helps to identify
which stage an industry is currently in; whether it is still growing and there is scope to
reap benefits, or has it reached its saturation point. With a very detailed study of the
industry, entrepreneurs can get a stronghold on the operations of the industry and may
discover untapped opportunities.
BSBA FM III-9 CBME1
MODULE 15
PRE-ASSESSMENT
A 1. Which of the following is NOT part of a company’s macro-environment?

a. The company’s resource strengths, weaknesses, and competitive capabilities.
b. Political and Socio-cultural Factors
c. Economic factors
d. Technological factors and Legal conditions
B 2. The most widely used tool for diagnosing the principal competitive pressures in
a market is the:
a. SWOT
b. Five Forces Model
c. Competitor Profiling
d. Market Analysis
D 3. Competitive pressures on companies within an industry come from those:

a. companies in other industries attempting to win buyers over to their substitute
products
b. associated with the threat of new entrants into the marketplace
c. associated with the market maneuvering that goes on among rival firms in the
industry.
d. all of these
D 4. The nature and strength of competitive forces that prevail in an industry is

generally a joint product of:
a. competition from rival sellers
b. competitive pressures stemming from the bargaining power of suppliers and
buyers.
c. competition from producers of substitute products.
d. all of these
A 5. Rivalry increases when:

a. buyer demand is increasing
b. as the products of rival sellers become more strongly differentiated.
c. when there is an excess supply of unused production capacity.
d. all of these
ACTIVITY/EVALUATION
A 1. Which of the following is generally NOT considered a barrier to entry?

a. The reaction of incumbent firms to rapid market growth.
b. High capital requirements and restrictive government policies.
c. Strong brand preferences and a high degree of customer loyalty.
d. Strong "network effects" in customer demand.
D 2. Good strategy combined with good strategy execution:

a. offers a surefire guarantee for avoiding periods of weak financial performance.
b. are more important management functions than forming a strategic vision and
setting objectives.
c. are the two best signs that signs that a company is a true industry leader.
d. are the most telling signs of good management.
D 3. A company's strategic plan:

a. maps out the company's history.
b. outlines the competitive moves and approaches to be used in achieving the
desired business results.
c. links the company's financial targets to control mechanisms.
d. all of these
B 4. A company's strategic vision describes:

a. why the company does certain things in trying to please its customers.
b. management's aspirations for the future and delineates the company's strategic
course and long-term direction.
c. management's storyline of how it intends to make profit with the chosen strategy.
d. what future actions the enterprises will likely undertake to outmaneuver rivals and
achieve a sustainable competitive advantage.
A 5. Well-stated objectives are:

a. quantifiable or measurable, and contain deadlines for achievement.
b. directly related to the divided payout ratio for stockholder returns.
c. clear, succinct, and concise so as to identify the company's risk and return options.
d. all of these
ESSAY
1. What is the best scale that can be used in measuring strategic planning
for human resources?
One of the most adequate scale in human resources management is the
likert scale since it allows to scale responses in survey research, but keep in
mind that liker scale may be subject to distortion from several causes.
Respondents may:
 Avoid using extreme response categories (central tendency bias),
especially out of a desire to avoid being perceived as having extremist
views (an instance of social desirability bias).
 Agree with statements as presented (acquiescence bias), with this effect
especially strong among persons, such as children, developmentally
disabled persons, and the elderly or infirm, who are subjected to a
culture of institutionalization that encourages and incentivizes eagerness
to please;
 Disagree with sentences as presented out of a defensive desire to avoid
making erroneous statements and/or avoid negative consequences that
respondents may fear will result from their answers being used against
them, especially if misinterpreted and/or taken out of context;
 Provide answers that they believe will be evaluated as indicating
strength or lack of weakness/dysfunction ("faking good"),
 Provide answers that they believe will be evaluated as indicating
weakness or presence of impairment/pathology ("faking bad"),
 Try to portray themselves or their organization in a light that they believe
the examiner or society to consider more favorable than their true beliefs
(social desirability bias, the intersubjective version of objective "faking
good" discussed above); And,
 Try to portray themselves or their organization in a light that they believe
the examiner or society to consider less favorable/more unfavorable
than their true beliefs (norm defiance, the intersubjective version of
objective "faking bad" discussed above).
2. How do Business Intelligence (BI) and Big Data (Business) Analytics

(BDA) contribute towards designing Strategic Performance Management
Framework?
“Business Intelligence (BI) and Big Data (Business) Analytics (BDA)
may contribute towards designing Strategic Performance Management
Framework with the idea, which focuses on the deep and height increase in the
tools, methods, and processes that lead to provide facilities for mechanical
organization, which are called business intelligent. In this way, it might provide
us with very good tools that entrepreneurs may utilize for business model
enhancement as well as for nature principles, rhythms, or cycles. However, we
must combine both Business Intelligence that collects data from the past and
Business Analytics that allows us to build a clearer vision of the future. In any
case, both tools can be complemented to develop a detailed analysis of the
business and future of a company in order to make better decisions.”
BSBA FM III-9 CBME1
MODULE 16
PRE-ASSESSMENT
1. The fundamental purpose for the existence of any organization is described by its.
a. policies
b. mission
c. procedures
d. strategy
2. The fundamental purpose of an organization’s mission statement is to?

a. define the organization’s purpose in society
b. define the operational structure of the organization
c. generate good public relations for the organization
3. The acronym SWOT stands for

a. Special Weapons for Operations Timeliness
b. Services, Worldwide Optimization, and Transport
c. Strengths Worldwide Overcome Threats
d. Strengths, Weaknesses, Opportunities, and Threats
4. Which of the following is not a characteristic of strategic management that makes it

different from other types of management?
a. It is interdisciplinary.
b. It has an external focus.
c. It has an internal focus.
d. It concerns the present direction of the organization.
5. Which of the following is an issue considered in developing corporate strategies? *
1 point
a. What business(es) are we in?
b. What direction are we going?
c. What resources do we have to implement our strategies?
d. What businesses are we in and what to do with those businesses?
ACTIVITY/EVALUATION
1. Which of the following is NOT a major element of the strategic management

process?
a. Formulating strategy
b. Implementing strategy
c. Evaluating strategy
d. Assigning administrative tasks
2. Competitive advantage can best be described as:

a. increased efficiency
b. what sets an organization apart.
c. a strength of the organization.
d. Assigning administrative tasks
3. _______________ is the foundation of the blue ocean strategy.

a. Innovation
b. Value creation
c. Value innovation
d. Value cost trade-off
4. The various organizational routines and processes that determine how efficiently
and effectively the organization transforms its inputs into outputs are called:
a. strengths
b. core competencies
c. capabilities
d. customer value
5. When defining strategic management the most important thing to remember is that
it is:
a. Not as easy as you think
b. Mainly the province of senior managers
c. A living evolving process
d. More conceptual than practical
e. A way of determining responsibilities.
II. Essay: Write your answers clearly and legibly. (5 marks each)
1. How strategic and operational planning is integrated into events?
Strategy Implementation refers to the execution of the plans and strategies, to

accomplish the long-term goals of the organization. It converts the opted strategy into
the moves and actions of the organization to achieve the objectives.
Moreover, operational planning and strategic planning have different levels of

decision making and implementation.
Operational planning is conceived generally for one year since for one year
organization's resources can be controlled and aligned to the needs Going beyond 4-5
years, it is about strategic planning, which different both in content and structure.
Strategic planning contains strategic objectives, strategies and potential resources, and
it basically a directional plan, not detailed one. If one cuts out of strategic plan a slice for
one year and details it with resource allocation, deadlines and responsibilities, he/she
may obtain an operational plan. At the end of the day, companies have their top
managers who think for the strategies, and operational managers who think how to
execute the annual plan.
2. Do you have details of any empirical studies of China’s 5-year plan

system published in the last 3 years (especially interested in strategic
aspects)?
According to wikipedia, “the Five-Year Plans are a series of social and economic
development initiatives issued by the Chinese Communist Party (CCP) since 1953 in
the People's Republic of China. Since 1949, the CCP has shaped the Chinese economy
through the plenums of its Central Committee and national congresses. The party plays
a leading role in establishing the foundations and principles of Chinese communism,
mapping strategies for economic development, setting growth targets, and launching
reforms.
Planning is a key characteristic of the nominally socialist economies, and one

plan established for the entire country normally contains detailed economic
development guidelines for all its regions. In order to more accurately reflect China's
transition from a Soviet-style command economy to a socialist market economy
(socialism with Chinese characteristics), the plans since the 11th Five-Year Plan for
2006 to 2010 have been referred to in Chinese as "guidelines" instead of as "plans".
China's Five-Year Plans have been praised for their efficiency, capabilities and
their importance to rapid economic growth, development, corporate finance and
industrial policies.”
Link: https://en.wikipedia.org/wiki/Five-year_plans_of_China

BSBA FM III-9 CBME1
MODULE 17
Pre-assessment:
B 1. Which of the following cannot be a factor that gives it a competitive advantage?

a. a patent
b. reproducible capabilities
c. a brand name
d. distinctive capabilities
D 2. Why might “switching costs” be an entry barrier that leads to market power?
a. when consumers are devoted to their brand, they do not accept price
increase for it.
b. consumers lock in a low price which prevents new competition.
c. consumers bear additional costs in switching to a higher-priced brand.
d. consumers feel it is cheaper to pay a higher price than it is to switch
brands.
D 3. Which of the following is not one of Michael Porter’s basic competitive position
strategies?
a. Overall cost leadership

b. Differentiation
c. Focus
d. Operational excellence
D 4. Which of the following statements is true?
a. A competitor-centered company is one that spends most of its time tracking

competitors’ moves and market shares and trying to find strategies to counter them.
b. A customer-centered company focuses more on customer developments in
designing its strategies.
c. Middle-of-the-roaders try to be good on all strategic counts, but end up
being not very good at anything.
d. All of the above
C 5. Which of the following is a part of the marketing challenge strategies?
a. Expand the total market

b. Protect market share
c. Full frontal attack
d. Expand market share
I. Multiple Choices: Pick out the letter of the correct answer and write the letter on

A 1. Benchmarking: comparing the company’s products and processes to those of
competitors or leading firms in other industries to identify “best practice” and find ways
to improve quality and performance.
a. True
b. False
B 2. The key idea in niching is to have the broadest product assortment on the
market.
a. True
b. False
B 3. Customer intimacy: the company provides superior value by leading its industry
in price and convenience.
a. True
b. False
C 4. Creating competitive advantages begins with a thorough understanding of

competitors’
a. logistics
b. business goals
c. strategies
d. none of the above
A 5. Michael Treacy and Fred Wiersema suggest that companies gain leadership
positions by delivering ______ ______ to their customers.
a. superior value
b. cost leadership
c. differentiated products
d. none of the above
3. What’s a theory/framework that could be used to analyze a new emerging

business field from an objective perspective?
The theory/framework that could be used to analyze a new emerging

business field from an objective perspective are social theories, organizational
theories and economic theories. And strategy theory concerns the
explanations of firm performance in a competitive environment (Porter, 1991).
The following are a few theories that are particularly relevant to key areas such
as business models, marketing, operations and customer relationships. The
aim of theory/framework is to provide an integrated approach to an
organization and to provide a set of principles to determine and understand
how the organization will compete in the market.
4. Collaboration as a strategy is now more relevant than the competition?

Yes, because if you compete you should have plans and strategies as a
useful tools to help your business survives. Companies that do not collaborate
are not only finding difficult to retain their shares of mind and market but also
will soon be fighting for existence. Collaboration is the key to success now.
Beating competition is no longer the driver of business ethos.
Reinforcement:
1. How to measure competitive advantage qualitatively?
Competitive advantage could be measured through general concepts such as,

price/cost, net income, time, flexibility, sales growth, and employee growth. In order to
measure firm's competitive advantage, some previous studies used subjective
measurement indicators such as sales growth and employee growth.
2. Between technology and Human Resource what makes differences in companies?
Technology makes the work much easier. It allows the company to improve its
internal processes and it lessens the burden of employees to exert an effort to do their
job. Technology can have a large impact on human resources activities of an
organization. Human resources only need in operating the technology to be used in
production activity. And HR departments contact employees, store files and analyze
employee performance. Despite automation technology and artificial intelligence,
humans will still hold irreplaceable positions in any business process for many decades
to come.
Course Code and Title: CBME2 – Strategic Management
Lesson Number: 10
Topic: Strategic Management Models
Strategic planning is an organization's process of defining its strategy, or direction,
and making decisions on allocating its resources to pursue this strategy. It is here that
priorities are set. It may also extend to control mechanisms for guiding the
implementation of the strategy. Strategic planning became prominent in corporations
during the 1960s and remains an important aspect of strategic management. It is
executed by strategic planners or strategists, who involve many parties and research
sources in their analysis of the organization and its relationship to the environment in
which it competes.

The strategy has many definitions but generally involves setting strategic goals,
determining actions to achieve the goals, and mobilizing resources to execute the
actions. A strategy describes how the ends (goals) will be achieved by the means
(resources). The senior leadership of an organization is generally tasked with
determining strategy. Strategy can be planned (intended) or can be observed as a
pattern of activity (emergent) as the organization adapts to its environment or competes.

The strategy includes processes of formulation and implementation; strategic planning
helps coordinate both. However, strategic planning is analytical (i.e., it involves "finding
the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots")
via strategic thinking. As such, strategic planning occurs around the strategy formation
activity.

Strategic planning is a process and thus has inputs, activities, outputs, and outcomes.
This process, like all processes, has constraints. It may be formal or informal and is
typically iterative, with feedback loops throughout the process. Some elements of the
process may be continuous and others may be executed as discrete projects with a
definitive start and end during a period. Strategic planning provides inputs for strategic
thinking, which guides the actual strategy formation. Typical strategic planning efforts
include the evaluation of the organization's mission and strategic issues to strengthen
current practices and determine the need for new programming. The result is the
organization's strategy, including a diagnosis of the environment and competitive
situation, a guiding policy on what the organization intends to accomplish, and key
initiatives or action plans for achieving the
guiding policy.
Volume 75%

Learning Objectives:
At the end of the lesson, the students will be able to:
1. Distinguish the 16 Strategic Planning Models to consider.
2. Illustrate which Strategic Planning Model is better than the others.
3. Evaluate which of these Strategic Planning Models apply most to your

organizations
way of thinking.

Pre-assessment:
_____ 1.The process of creating or rewriting an organization’s mission, identifying and

evaluating the long-term goals and strategies to reach those goals, and determining the
required resources is called
e. Organizational planning
f. Scoping the organization
g. Strategic planning
h. Management organizing
_____2. It is a strategic management performance metric used to identify and

improve various internal business functions and their resulting external
outcomes. These are used to measure and provide feedback to organizations.
Data collection is crucial to providing quantitative results as managers and
executives gather and interpret the information and use it to make better
decisions for the organization.
e. Balanced scorecard
f. Strategy map
g. SWOT analysis
h. PEST Model
_____3. It is a high-level model used at the beginning of an organization’s strategic

planning.
e. Balanced scorecard
f. Strategy map
g. PEST Model
h. SWOT analysis
_____4. The _______ model is often used in conjunction with the external factors of a
SWOT analysis. You may also run into Porter’s Five Forces, which is a similar take on
e. Gap planning
f. Strategy map
g. PEST Model
h. SWOT analysis
_____5. All of the following are characteristics of successful strategic managers except
f. being well informed

g. being good at building consensus
h. having well-written missions.
i. Being good at creating contingency plans.
j. Being good at focusing their time and energy
Lesson Presentation:
16 Strategic Planning Models to Consider

Missing a piece of your strategic puzzle? These planning models are sure to help.
I’m willing to bet one of these situations sounds familiar:
 The strategy at your organization is nonexistent, and you’re assigned to find a
strategic planning model so that you can kick off your strategic
planning process.
 Your company-wide strategy is in place, but entirely ineffective—and you have a
hunch that using a strategic planning model (and strategy software) will make a
big difference.
 Your organization-wide strategy is fine, but there’s one area in your business
environment (or internal process) that needs to be realigned with your strategy.
If you can identify with one of these scenarios, this article is for you! Below are 16 of the
most popular and effective strategic planning models out there.
1. Balanced Scorecard
The Balanced Scorecard is a strategy management framework created by Drs. Robert
Kaplan and David Norton. It takes into account your:
 Objectives, which are high-level organizational goals.
 Measures, which help you understand if you’re accomplishing your objective

strategically.
 Initiatives, which are key action programs that help you achieve your objectives.
There are many ways you can create a Balanced Scorecard, including using a
program like Excel, Google Sheets, or PowerPoint or using reporting software. For the
sake of example, the screenshot below is from Clear Point’s reporting software.
This is just one of the many “views” you’d be able to see in scorecard software once
your BSC was complete. It gives you high-level details into your measures and
initiatives and allows you to drill down into each by clicking on them. At a glance, you
can tell what the RAG status of each objective, measure, or initiative is. (Green
indicates everything is going as planned, while yellow and red indicate that there are
various degrees of trouble with whatever is being looked at.)
All in all, a Balanced Scorecard is an effective, proven way to get your team on the
same page with your strategy.
2. Strategy Map
A strategy map is a visual tool designed to communicate a strategic plan and achieve
high-level business goals. Strategy mapping is a major part of the Balanced Scorecard
(though it isn’t exclusive to the BSC) and offers an excellent way to communicate the
high-level information across your organization in an easily-digestible format.
A strategy map offers a host of benefits:
 It provides a simple, clean, visual representation that is easily referred back to.
 It unifies all goals into a single strategy.

 It gives every employee a clear goal to keep in mind while accomplishing tasks
and measures.
 It helps identify your key goals.
 It allows you to better understand which elements of your strategy need work.
 It helps you see how your objectives affect others.
4. SWOT Analysis
A SWOT analysis (or SWOT matrix) is a high-level model used at the beginning of an

organization’s strategic planning. It is an acronym for “strengths, weaknesses,
opportunities, and threats.” Strengths and weaknesses are considered internal factors,
and opportunities and threats are considered external factors.
Below is an example SWOT analysis from the Queensland, Australia, government:
Using a SWOT analysis helps an organization identify where they’re doing well and in
what areas they can improve. If you’re interested in reading more, this Business News
Daily article offers some additional details about each area of the SWOT analysis and
what to look for when you create one.
. PEST Model
Like SWOT, PEST is also an acronym—it stands for “political, economic, sociocultural,
and technological.” Each of these factors is used to look at an industry or business
environment, and determine what could affect an organization’s health. The PEST
model is often used in conjunction with the external factors of a SWOT analysis. You
may also run into Porter’s Five Forces (see #7 below), which is a similar take on
You’ll occasionally see the PEST model with a few extra letters added on. For example,
PESTEL (or PESTLE) indicates an organization is also considering “environmental” and
“legal” factors. STEEPLED is another variation, which stands for “sociocultural,
technological economic, environmental, political, legal, education, and demographic.”
5. Gap Planning
Gap planning is also referred to as a “Need-Gap Analysis,” “Need Assessment,” or “the
Strategic-Planning Gap.” It is used to compare where an organization is now, where it
wants to be, and how to bridge the gap between. It is primarily used to identify specific
internal deficiencies.
In your gap planning research, you may also hear about a “change agenda” or “shift
chart.” These are similar to gap planning, as they both take into consideration the
difference between where you are now and where you want to be along various axes.
From there, your planning process is about how to ‘close the gap.’
The chart below, for example, demonstrates the difference between the projected and
desired sales of a mock company:
6. Blue Ocean Strategy
Blue Ocean Strategy is a strategic planning model that emerged in a book by the same
name in 2005. The book—titled “Blue Ocean Strategy: How to Create Uncontested
Market Space and Make Competition Irrelevant”—was written by W. Chan Kim and
Renée Mauborgne, professors at the European Institute of Business Administration
(INSEAD).
The idea behind Blue Ocean Strategy is for organizations to develop in “uncontested
market space” (e.g. a blue ocean) instead of a market space that is either developed or
saturated (e.g. a red ocean). If your organization can create a blue ocean, it can mean a
massive value boost for your company, its buyers, and its employees.
For example, Kim and Mauborgne explain via their 2004 Harvard Business Review
article how Cirque du Soleil didn’t attempt to operate as a normal circus, and instead
carved out a niche for itself that no other circus had ever tried.
Below is a simple comparison chart from the Blue Ocean Strategy website that will help
you understand if you’re working in a blue ocean or a red ocean:
Porter’s Five Forces
Porter’s Five Forces is an older strategy execution framework (created by Michael
Porter in 1979) built around the forces that impact the profitability of an industry or a
market. The five forces it examines are:
1. The threat of entry. Could other companies enter the marketplace easily, or are
there numerous entry barriers they would have to overcome?
2. The threat of substitute products or services. Can buyers easily replace your
product with another?
3. The bargaining power of customers. Could individual buyers put pressure on
your organization to, say, lower costs?
4. The bargaining power of suppliers. Could large retailers put pressure on your
organization to drive down the cost?
5. The competitive rivalry among existing firms. Are your current competitors
poised for major growth? If one launches a new product or files a new patent—
could that impact your company?
The amount of pressure on each of these forces can help you determine how future
events will impact the future of your company.
8. VRIO Framework
The VRIO framework is an acronym for “value, rarity, imitability, organization.” This
strategic planning process relates more to your vision statement than your overall
strategy. The ultimate goal of implementing the VRIO model is that it will result in a
competitive advantage in the marketplace.
Here’s how to think of each of the four VRIO components:
 Value: Are you able to exploit an opportunity or neutralize an outside threat using
a particular resource?
 Rarity: Is there a great deal of competition in your market, or do only a few
companies control the resource referred to above?
 Imitability: Is your organization’s product or service easily imitated, or would it
be difficult for another organization to do so?
 Organization: Is your company organized enough to be able to exploit your
product or resource?
Once you answer these four questions, you’ll be able to formulate a more precise vision
statement to help carry you through all the additional strategic elements in your plan.
9. Baldrige Framework
The Malcolm Baldrige National Quality Award is “the highest level of national
recognition for performance excellence that a U.S. organization can receive.” Created in
1987, the goal of Baldrige is to help organizations innovate and improve while achieving
their mission and vision. The award is currently open to manufacturing, service, small
business, nonprofit, government, education, and healthcare sectors.
When applying to win the Baldrige award at the national level, organizations undergo a
competitive process that involves the implementation of the Baldrige framework. The
framework outlines the “Baldrige Criteria For Performance Excellence,” where
organizations must demonstrate achievement and improvement to an independent
board of examiners in these seven areas:
 Leadership
 Planning and strategy

 Customers
 Measurement, analysis, and knowledge management
 Workforce
 Process
 Results
To implement the Baldrige framework in your organization, start with two
questionnaires that help you self-assess based on the seven Baldrige Criteria
categories, and get a snapshot of your strengths and opportunities for improvement.
10. OKRs (Objectives and Key Results)

The strategic planning model of choice for Google, Intel, Spotify, Twitter, LinkedIn, and
many other Silicon Valley successes, the OKR framework, is one of the more
straightforward strategic planning tools. It’s designed to create alignment and
engagement around measurable goals by clearly defining:
 Objectives: What you want to achieve. Choose three to five objectives that are
brief, inspiring, and time-bound.
 Key Results: How you’ll measure progress toward your achievements. Set three
to five key results (they must be quantitative) per objective.
This model is effective in part because of its simplicity; it also employs a “reverse”
hierarchy that works to gain buy-in and alignment from the ground up. You begin by
setting OKRs at the employee level and then flow upward through the management
levels. The OKR framework is also effective because goals are continually set, tracked,
and re-evaluated so organizations can quickly adapt when needed. This is a fast-paced,
iterative approach that flips the traditional top-down strategic models.
11. Hoshin Planning
The Hoshin Planning approach aligns your strategic goals with your projects and
tasks to ensure that efforts are coordinated. This strategic management model is less
focused on measures and more on goals and initiatives.
Some sources cite up to seven steps in the Hoshin Planning model, but the four most
critical are:
 Identify key goals. Ideally, you’d focus on three to five goals.
 Play “catch a ball.” Share goals from top to bottom of your organization to

obtain buy-in.
 Gather intel through “Gemba.” Track the execution of your key goals and
gather feedback from employees, using a defined process.
 Make adjustments. Initiate change based on feedback and repeat the steps of
catch ball and Gemba.
You visualize your objectives, measures and targets, measure programs, and action
items in a Hoshin Planning matrix. Four directional quadrants (north, south, east,
west) inform each other and demonstrate alignment.
12. Issue-Based Strategic Planning
The issue-based strategic model is oriented in the present and projects into the future. It
aims to identify the major challenges your organization faces now—in other words, you
start with the problems to iron out issues before expanding, shifting your strategy, etc.
This is typically a short-term (6-12 months), internally-focused process. Issue-based
planning is ideal for young or resource-restricted organizations.
The leadership team or stakeholders identify the major issues and goals as a first step.
Next, your organization will create action plans to address the issues, including budget
allocation. From there, you will execute and track progress. After an issues-based plan
has been implemented and the major issues you identified are resolved, then your
organization might consider shifting to a broader, more complex strategic management
model.
13. Goal-Based Strategic Planning

Goal-based strategic planning is the reverse of issue-based. This approach works
backward from the future to the present. It all starts with your organization’s vision.
By nature, vision statements are aspirational and forward-thinking, but they need
specifics to be realized. Goal-based planning tackles that challenge by setting
measurable goals that align with your vision and strategic plan. Next, you define time
frames for goal achievement. This is a long-term strategic planning tool, so goal time
frames are typically about three to five years. From there, stakeholders will create action
plans for each goal and begin tracking and measuring progress.
14. Alignment Strategic Planning Model
Similar to issue-based planning, the alignment model focuses on first looking internally
to develop a strategy. This model is designed to sync the organization’s internal
operations with its strategic goals.
Your strategic planning will start by identifying a goal and analyzing which operations or
resources need to be aligned with that goal. Then you’ll identify which parts of
operations are working well and which are not, brainstorming ideas from the successful
aspects on how to address problems. Finally, you’ll create a series of proposed
changes to operations or processes to achieve goals that will create the desired
strategic alignment. The alignment strategic planning model is particularly useful when a
company needs to refine its objectives or address ongoing challenges or inefficiencies
that are blocking progress.
15. Organic Model of Strategic Planning
The organic model takes an unconventional approach because it focuses on the
organization’s vision and values, versus plans and processes. With this model, a
company
uses “natural,” self-organizing systems that originate from its values and then leverage
its resources to achieve goals, conserve funds, and operate effectively.
In the simplest form, there are three basic steps to follow when implementing the
organic model of strategic planning:
1. Stakeholders clarify vision and values. This is a collaborative process that
could involve both external and internal stakeholders—who’re in the meeting
depends entirely on your organization’s ultimate purpose for the planning. The
goal is to establish common visions and values for all stakeholders.
2. Stakeholders create personal action plans. The unconventional aspect of this
model comes into play here. Divided into small groups, stakeholders determine
the actions and responsibilities for each person to work toward the vision
(according to the values).
3. Stakeholders report results of action plans. Each person will take ownership
of their plan and update the group on their progress. This is a communal
approach to accountability and the progress reported can lean toward qualitative,
versus Porter's Five Forces, results.
What type of company would the organic strategic planning model work best for? If your
organization has a large, diverse group of stakeholders that need to find common
ground, a vision that will take a long time to achieve, and a strong strategic emphasis on
vision and values (instead of structure and procedures), this may be the right model for
you. It would also be beneficial for younger organizations that need to gain funding
without presenting a formal strategic plan.
16. Real-Time Strategic Planning
Similar to the organic model, real-time strategic planning is a fluid, nontraditional
system. It’s primarily used by organizations that need to be more reactive, and perform
strategic planning in “real-time.” For these companies, detailed, long-term plans tend to
become irrelevant within the typical three- to five-year planning cycle because the
environment they operate in rapid changes. Many nonprofits use this model—for
example, a disaster relief agency needs the ability to respond quickly and adapt its
strategy to immediately address a crisis.
Real-time strategic planning involves three levels of strategy: organizational,
programmatic, and operational. For the first level, you’ll define the organization’s
mission, vision, market position, competitors, trends, etc. Then, the programmatic
strategy requires research into the external environment to identify approaches and
offerings that would help the organization achieve its mission. The research should
cover opportunities, threats, competitive advantages, and other points to spur strategic
brainstorming.
The final operational level analyzes internal processes, systems, and personnel to
develop a strategy that addresses “in-house” strengths and weaknesses. Looking at all
three levels as
a whole, strategy leaders can form criteria for developing, testing, implementing, and
adapting strategies on an ongoing basis, allowing for quick and thoughtful responses
when needed.
Is one strategic planning model better than the others?
That’s a great question—and the answer isn’t cut and dried. Some of these frameworks
have been around longer than others, or have been used in various case studies in
different ways. And sometimes managers are more comfortable with one over another,
for any number of reasons.
We recommend determining which of these strategic planning models applies
most to your organization’s way of thinking. For example, if you still need to work
out your vision statement, it may be wise, to begin with, the VRIO framework and then
move to something like the Balanced Scorecard to track and manage your ongoing
strategy.
If you are set on pitching a particular strategic planning model to management, be
prepared to give your boss or board of directors an example of another successful
company that has utilized that particular model. An actual demonstration of success will
make a somewhat abstract concept to become more concrete.
Generalization:
The output of strategic planning includes documentation and communication describing

the organization’s strategy and how it should be implemented, sometimes referred to as
the strategic plan. The strategy may include a diagnosis of the competitive situation, a
guiding policy for achieving the organization’s goals, and specific action plans to be
implemented. Strategic action plans to be implemented. A strategic plan may cover
multiple years and be updated periodically.
The organization’s leaders may have a series of questions they want to be answered in
formulating the strategy and gathering inputs, such as:
 What is the organization’s business or interest?

 What is considered “value” to the customer or constituency?
 Which products and services should be included or excluded from the
portfolio of offerings?
 What is the geographic scope of the organization?
 What differentiates the organization from its competitors in the eyes of
customers and other stakeholders?
 Which skills and resources should be developed within the organization?

__1. It is an organization’s process of defining its strategy, or direction, and making
e. Strategic management
f. Organizational planning
g. Strategic planning
h. Management organizing
__ 2. It is a major part of the Balanced Scorecard (though it isn’t exclusive to the BSC)
and offers an excellent way to communicate the high-level information across your
organization in an easily-digestible format.
e. SWOT analysis
f. Gap planning
g. Strategy map
h. PEST Model

__3. It is an organization’s process of defining its strategy, or direction, and making
e. SWOT analysis
f. Blue ocean strategy
g. Gap planning
h. VRIO Framework
__4. It is a strategic planning model that emerged in a book by the same name in 2005.
How to Create Uncontested Market Space and Make Competition Irrelevant”—was
written by W. Chan Kim and Renée Mauborgne, professors at the European Institute of
Business Administration (INSEAD).
e. SWOT analysis
f. Blue ocean strategy
g. Gap planning
h. VRIO Framework
__5. What does the following definition refer to an organization which uses
communications technology to allow it to operate without clearly defined physical
boundaries between different functions?
e. Cloud organization
f. Virtual organization
g. Base-free organization
h. E-organization
__6. Analyzing internal environments in the strategic planning process deals with
f. Strengths and weaknesses

g. Opportunities and threats
h. Missions and goals
i. Leadership and structure
j. Human resources

2. The name of the strategic planning game is to translate strategy into current
decisions. – comment.

Reinforcement:
Direction: How will you relate these goal-setting process written below, to the
current Philippine business scenario? Is this still relevant? Write an outline of
how you feel about this? To wit:
1. The five stages of the process of goal-setting are analysis, strategy

formation, strategy implementation, and strategy monitoring.

2. 1. Clarify Your Vision. The purpose of goal-setting is to clarify the vision for
your business. ..
3. 2. Gather and Analyze Information. ...
4. 3. Formulate a Strategy. ...
5. 4. Implement Your Strategy. ...
6. 5. Evaluate and Control.

2. Comment on this passage: “It is clear that the frenetic pace of change and
changing circumstances require the constant renewing of one’s business
models, defining a unique market position and occupying it otherwise the value
will flow away from the organization to the competitors.

Abraham, 2012

References:
https://www.slideshare.net/jobitonio/strategic-planning-typology-and-process-
models
https://www.youtube.com/watch?v=jVRIWeZP52k
Lesson Number: 11
Topic: Environmental Scanning
Environmental scanning is an important part of the business process as it is the
responsibility of an organization to keep a check on things which can put negative
impacts on their business and their consumers.
The members of the organization look for the prominent internal and external threats
which adversely affect the organization. Not only the issues which directly impact their
consumers and suppliers but also the issues which impact the competitors and overall
environment of the industry are scanned and new strategies are developed to deal with
these issues.
Large organizations have employees specially hired for the research purpose who
constantly research and learn about market changes and provide information to higher
management so that company doesn’t lag because of the lack of knowledge about the
market place changes.
Knowing the issues in the business and market changes, management can take
important decisions for the future of the organization.
Followings are the efforts made by the organization to do an environmental scanning:
1. Market research is performed and the data collected from the market research
process is studied to make planning for future actions.
2. Comparing the performance of the competitor company to learn about their
strategies and business ideas.
3. Learning from the executives of the organization.
4. Analyzing and making decisions based on demographic data.
5. Collecting information from articles issued, web pages, journals, magazines, and
newspapers, etc.
Volume 75
1. Discuss the Components of External Scanning.

2. Use the BCG Matrix Model.
3. Organize the BCG Matrix Example and the Other Uses of Matrix to support your
digital marketing strategy development.

Pre-assessment:
__a__ 1.Environmental scanning
a. An analysis and evaluation process that businesses use to understand their

c. The community of people living in a particular region and having shared customs,
d. Consists of the beliefs, behaviors, objects, and other characteristics common to
__d__2. Reasons for conducting an environmental scan
a. To identify some broad factors and issues that will have a significant
impact on businesses and their plans for the future.
b. To take action more suitably and efficiently.
c. Provides you the capability to formulate essential adjustments in the
organization’s reaction to the factors that can turn out to be the difference
between success and failure.
d. All of the above.
__d__3. Match the “market trend” with its example. *Technology
a. Such as the increasing use of online purchasing

b. Such as a market trend to discounting
c. Such as the trend for children to stay at home longer.
d. Such as increasing or decreasing product or service usage.
__a__4. Match the “market trend” with its example. *Communication / Media

d. Such as interest rate changes.
__b__5. Technology
a. The governing body of a nation, state, or community or the system by

which a nation, state, or community is governed.
b. The application of scientific knowledge for practical purposes especially in
industry.
d. A comprehensive evaluation of the internal environment’s potential
strengths and weaknesses.
Chapter 11 Environmental Scanning
What are the basics of environmental scanning as part of the strategic planning
process?
Environmental scanning is a process that systematically surveys and interprets relevant
data to identify external opportunities and threats that could influence future decisions. It
is closely related to a S.W.O.T. analysis and should be used as part of the strategic
planning process.
Components of external scanning that could be considered include:
 Trends: What trends are occurring in the marketplace or industry that could affect
the organization either positively or negatively?
 Competition: What is your competition doing that provides them an advantage?
Where can you exploit your competition's weaknesses?
 Technology: What developments in technology may impact your business in the
future? Are there new technologies that can make your organization more
efficient?
 Customers: How is your customer base changing? What is impacting your ability
to provide top-notch customer service?
 Economy: What is happening in the economy that could affect future business?
 Labor supply: What is the labor market like in the geographies where you
operate? How can you ensure ready access to high-demand workers?
 Political/legislative arena: What impact will election outcomes have on your

business? Is there impending legislation that will affect your operations?
Each organization must identify what external factors are most impactful to make the
environmental scan a useful tool.
The next step is to conduct an internal scan of the organization. Review the company's
vision, mission, and strategic plan. Examine the organization's strengths and
weaknesses. Consider where the company is now and where it plans to be in five or 10
years. Interview or survey leaders of the company.
Once an organization has gathered information about the external world, its
competitors, and itself, it should then develop strategies to respond to impacts when the
need arises.
When conducting an environmental scan, a variety of methods should be used to collect
data, including reviewing publications, conducting focus groups, interviewing leaders
inside and outside the organization, and administering surveys.
Environmental scanning is an important component of strategic planning as it provides
information on factors that will affect the organization in the future. The information
gathered will allow leadership to proactively respond to external impacts.
How to use the BCG Matrix model
What is the BCG Matrix?

The Boston Consulting group’s product portfolio matrix (BCG matrix) is designed to help
with long-term strategic planning, to help a business consider growth opportunities by
reviewing its portfolio of products to decide where to invest, to discontinue, or develop
products. It's also known as the Growth/Share Matrix.
The Matrix is divided into 4 quadrants based on an analysis of market growth and
relative market share, as shown in the diagram below.
 1. Dogs: These are products with low growth or market share.
 2. Question marks or Problem Child: Products in high growth markets with low
market share.
 3. Stars: Products in high growth markets with high market share.
 4. Cash cows: Products in low growth markets with a high market share
Members can use our guide exploring classical marketing models to learn more about
how to apply them to real-world challenges. We also have a free guide for more recent
digital marketing models including our Smart Insights RACE digital marketing planning
framework.
How to use the BCG Matrix?
To apply the BCG Matrix, you can think of it as showing a portfolio of products or
services, so it tends to be more relevant to larger businesses with multiple services and
markets. However, marketers in smaller businesses can use similar portfolio thinking to
their products or services to boost leads and sales as we'll show at the end of this
article.
Considering each of these quadrants, here are some recommendations on actions for
each:
 Dog products: The usual marketing advice here is to aim to remove any dogs
from your product portfolio as they are a drain on resources.
However, this can be an over-simplification since it's possible to generate ongoing

revenue with little cost.
For example, in the automotive sector, when a car line ends, there is still a need for
spare parts. As SAAB ceased trading and producing new cars, a whole business
emerged providing SAAB parts.
 Question mark products: As the name suggests, it’s not known if they will
become a star or drop into the dog quadrant. These products often require
significant investment to push them into the star quadrant. The challenge is that a
lot of investment may be required to get a return. For example, Rovio, creators of
the very successful Angry Birds game has developed many other games you
may not have heard of. Computer games companies often develop hundreds of
games before gaining one successful game. It’s not always easy to spot the
future star and this can result in potentially wasted funds.
 Star products: Can be the market leader though require ongoing investment to
sustain. They generate more ROI than other product categories.
expensive
 Cash cow products: The simple rule here is to ‘Milk these products as much as
possible without killing the cow! Often mature, well-established products. The
company Procter & Gamble which manufactures Pampers nappies to Lynx
deodorants has often been described as a ‘cash cow company’.
Coca-cola patok padin kahit wala masyadong innovation kasi kilalaNG product at tinangkilik
Introduction phase / remains diversify

Question Mark
Maturity stage
Cash Cow
Low/ decline
Dog
Grow phase – rapid demand
Star
Evaluate in where to promote product
Use the model as an overview of your products, rather than detailed analysis. If the
market share is small, use the 'relevant market share' axis is based on your competitors
rather than the entire market.
BCG Matrix Example: How it can be applied to digital marketing strategies?
The BCG Model is based on products rather than services; however, it does apply to
both. You could use this if reviewing a range of products, especially before starting to
develop new products.
Looking at the British retailer, Marks & Spencer, they have a wide range of products and
many different lines. We can identify every element of the BCG matrix across their
ranges:
 Stars
Example: Lingerie. M&S was known as the place for lady’s underwear at a time when
the choice was limited. In a multi-channel environment, M&S lingerie is still the UK’s
market leader with high growth and high market share.
 Question Marks/Problem Child
Example: Food. For years M&S refused to consider food and today has over 400
Simply Food stores across the UK. Whilst not a major supermarket, M&S Simply Food
has a following which demonstrates high growth and low market share.
 Cash Cows
Example: Classic range. Low growth and high market share, the M&S Classic range
have strong supporters.
 Dogs
Example: Autograph range. A premium-priced range of men’s and women’s clothing,

with low market share and low growth. Although placed in the dog category, the
premium pricing means that it makes a financial contribution to the company.
You can also apply the BCG model to areas other than your product strategy.
For example, we developed this matrix as an example of how a brand might evaluate its
investment in various marketing channels. The medium is different, but the strategy
remains the same- milk the cows, don't waste money on the dogs, invest in the stars,
and give the question marks some experimental funds to see if they can become stars.
Other more tactical uses of matrixes to support your digital marketing strategy
development include the Smart Insights :
 Content marketing matrix - Use to review your portfolio of content assets against
competitors
 Content optimization matrix - Assess the value of your webs pages in generating
leads and sales
 Content distribution matrix - Review your options for building traffic for a website
using different channels - similar to the chart above.
What to watch for?

The BCG Model is seen as simplistic and it can be difficult to classify products in
smaller businesses where the relative market share is too small to quantify. It’s also
based on the concept that market share can be achieved by spending more on the
marketing budget.
Original Sources
Barksdale, H. C., and Harris Jr., C. E. (1982). Portfolio Analysis and the Product Life
Cycle. Long Range Planning. (Vol. 15 Issue 6). p74-83.
Generalization:
Environmental scanning plays an important role in the business process of an

organization. There are many advantages of performing environmental analysis that
helps the organization to stay safe from the business loss and to stay ahead in the
competition.
1. By performing environmental analysis, you can learn about the strengths,
opportunities, opportunities available, and threats lurking around the industry. Knowing
all these things you can decide on your business and can reform your business
strategies.
2. The environmental analysis helps us to determine whether resources such as human
resources, capital resources, etc. are being used properly or not. It helps us to curb
down the wastage of these important resources.
3. Constant environment scanning helps the organization to learn about the

opportunities and threats occurring in the industry and based on that information future
strategies can be planned and implemented. Hence, it helps the organizations to stay
strong in the game.
4. Environmental scanning helps you to learn about the business strategies of your
competitors. You can take ideas from the strategies and ca also form your strategies
accordingly so that you can give constant competition to them.
5. The data collected from environmental scanning plays an important role in long-term
business planning.
6. Environmental scanning helps you to stay connected with your consumers. You can
learn about the changing expectations of your consumers and provide them services
accordingly.

__1. Demographics
e. An analysis and evaluation process that businesses use to understand their

f. The physical and social characteristics of the population.
g. The community of people living in a particular region and having shared customs,
h. Consists of the beliefs, behaviors, objects, and other characteristics common to
__ 2. Match the “market trend” with its example. *Economy
e. Such as the increasing use of social media by certain customers.

f. Changes in social behavior such as online networking.
g. Changes in the world economy.
h. Such as interest rate changes
__ 3. Match the “market trend” with its example. *Social factors
e. Such as the increasing use of social media by certain customers.

f. Changes in social behavior such as online networking.
g. Changes in the world economy.
h. Such as interest rate changes

__4. Is the term an Internal or External Environment that businesses should scan to
obtain information? Competition
c. Internal Environment
d. External Environment
_____5. Trend
e. The governing body of a nation, state, or community or the system by which a

nation, state, or community is governed.
f. The application of scientific knowledge for practical purposes especially in
industry.
g. An environmental phenomenon that has adopted a structural character.
h. A comprehensive evaluation of the internal environment’s potential strengths and
weaknesses.

2. How is SWOT analysis used in environmental scanning?

Reinforcement:
Direction: Come up with your skeletal structure of DFCAMCLP environmental

scanning using a 10-step Process written below:
A 10-Step Process for Environmental Scanning

Abstract
This article presents a step-by-step process used in North Carolina Cooperative
Extension that provides a practical guide for conducting environmental scans. While
easy to use, the methods are grounded in best practices from the current literature and
provide a mechanism for gathering triangulated data from both primary and secondary
sources that reflects a consensus, if you will, of high priority issues upon which relevant
Extension programs can be built. Besides, this process also includes identifying
individual and community assets that can be used collectively with Extension efforts to
address the issues more comprehensively.
Keywords: environmental scanning, situational analysis, needs assessment
Introduction
This article describes a new 10-step process for conducting environmental scanning in
North Carolina Cooperative Extension (NCCE). An environmental scan is a process of
studying and analyzing the current and emerging forces that exist within an educational
organization's environment (Boone, 1992; Boone, Safrit, & Jones, 2002). It provides
comprehensive information on the current conditions in the county and/or state that may
represent potential program opportunities.
The keys to successful scanning are an active and open exploration of our communities
that incorporates diverse sources of information (primary and secondary data) and
diverse viewpoints (key stakeholders, volunteers, advisory leaders, clientele groups, the
general public). In essence, scanning is our opportunity to take a fresh, objective look at
issues that fit within our Extension mission and goals and lend themselves to
educational solutions.
Description of the 10-Step Process for Environmental Scanning
This 10-step method is focused on environmental scanning conducted at the county
level. All Extension county personnel must be involved. It is also important that the
County Extension Director leads the county team and involve the County Advisory
Leadership Committee throughout the process. The steps outlined below provide a
guide for a systematic, research-based process.
Step 1: County Team Conduct Situational Analysis Using Secondary Data
An in-depth situational analysis provides the basis for identifying key issues and setting
program priorities (Caravella, 2006). Data collected is referred to as secondary data
because it was collected by other organizations for their purposes but proves useful to
Extension. This first step involved accessing and examining common databases to
obtain data/statistics on issues related to NCCE's three strategic priority areas (focus
areas). To implement this step, the county teams were provided links to state agency
databases that provided data for each county. Some of these included the Department
of Health and Human Services, Department of the Environment and Natural Resources,
and the Department of Agriculture. The county teams also examined current data, such
as their County Government Strategic Plan, community-wide needs assessments
performed by non-profit organizations (e.g. United Way), and planning documents such
as Health Departments' Community Diagnosis.
Step 2: List Issues that Are Important Based on Secondary Data
In the programming literature, this step refers to determining analyzed needs (Boone,
1992; Boone, Safrit, & Jones, 2002). To conduct this step, county teams were provided
a County Profile Template to assist them in organizing and comparing their data to
determine what emerged as areas of concern. County teams were able to collect key
data and compare the situation in their county with the state as well as with neighboring
counties. Those data items where their county was worse off than the state and/or
neighboring counties were highlighted for further examination later in the scanning
process. Table 1 provides a few items from the county profile for illustrative purposes.
Table 1.
Sample Items from the County Profile Template
AGRICULTURE AND North My Neighboring Neighboring

NATURAL RESOURCES Carolina County County County
Number of Farms
Land in Farms (Acres)
Average Size of Farm (Acres)
Operators Whose Principal
Occupation Is Farming
Average Age of Farm Operators
(Years)
Farm Industry Employment
Acres of Harvested Cropland
Farm Cash Receipts from All
Crops
Farm Cash Receipts from
Livestock, Dairy, Poultry
Step 3: Conduct Situational Analysis Using Primary Data from Major

Stakeholder Groups
For this step of the process, county teams conducted one-on-one interviews or focus
groups to get information from their countywide Advisory Leadership Council, program-
specific advisory committees, and county government officials. They learned about key
stakeholders' priority issues. This step helps identify the prescribed needs of key
stakeholders (Boone, 1992; Boone, Safrit, & Jones, 2002). These stakeholders are
instrumental to the survival of an organization and can play a vital role in securing
support for programmatic efforts (Caravella, 2006; Morton, 2002).
Step 4: Map County to Obtain Primary Data from a Cross-Section of the
Population
This step is conducted to allow county teams to hear from as many citizens as possible.
Mapping is a way of dividing the county into manageable segments to involve a diverse
group of citizens representing varying opinions and interests. It is imperative that all
segments of the county population be involved, particularly groups that traditionally may
not get the opportunity to provide their insights and have their needs reflected in needs
assessment processes (Ingram & Syvertsen, 2005). County teams used different
mapping techniques, which included dividing their county by either school districts
(educational), political districts, voting districts, or geography (Boone, 1992; Boone,
Safrit, & Jones, 2002).
Step 5: Collect Primary Data in Each of the Mapped Areas
County teams used a mixed-method approach to collect data. They used any
combination of community forums, focus groups, or surveys (written, telephone, or
Web-based). This allowed for the methodological triangulation of the data on citizen's
expressed needs.
Step 6: List Issues that Consistently Surfaced as Important in Step 2, Step
3, and Step 5
Step 7: Conduct External Assets Assessments
County teams were provided tools for identifying and assessing assets of individuals
and organizations based upon the work of Kretzmann and McKnight (1993). This
assessment served as a way to identify untapped individual skills and talents, as well as
agencies or organizations (formal and non-formal) that are already addressing (or
desire to address) some aspect of the issue (Caravella, 2006). Essentially, this step
makes communities a part of the solution as they partner with Extension to address
their issues using various community assets coupled with the expertise and resources
from Extension.
Step 8: Prioritize Issues
Issues receiving the highest priority were those that were consistently deemed as most
important by most people (i.e., frequency/mode scores). Of those important issues,
"priority issues" were those that linked most closely to NCCE strategic priorities and
county government plans and those for which Extension and its network of partners
have the expertise to address (DeBord, 2007). Among the priority issues, those
receiving top priority were those that were more urgent. To a lesser extent, other
considerations were made in the prioritization process, such as those for which
community assets can be mobilized (Step 7).
Step 9: Examine the Complexity and Interdisciplinary Nature of Priority
Issues
County teams must develop program strategies to address the priority issues
comprehensively and holistically. Thus, it is essential to understand the complexity and
interdisciplinary nature of priority issues so that effective programs can be planned.
Integrated county teams must dissect complex issues by identifying the: 1) primary and
secondary target audiences, 2) causal and contributing factors (i.e., root causes), 3)
opportunities and threats to addressing and/or improving the issue, 4) interdisciplinary
program components to build in, and 5) resources to implement/carry out the different
program components (Guion, 2009). A tool to guide educators during this step in the
process is presented in "A Tool for Focusing Integrated Team Efforts on Complex
Issues" (Guion, 2009).
Step 10: Each County Enter Priority Issues, Internal and External Assets,
and the Integrated Programming Strategies to Address the Issues into the
Web-Based NCCE County Priority Issues Database
Information from the database can be sorted to generate reports to share top priority
issues, assets, and subsequent strategies for each county, by Extension district
(priorities shared by a group of counties), and by issue type/category (types of issues
with the highest frequency statewide). This helps facilitate collaborative programming
across county lines, within districts, and statewide.
Conclusion
In conclusion, this step-by-step process used in NCCE provides a practical,
straightforward guide for conducting environmental scans at the county level. While
easy to use, the methods are grounded in best practices from the current literature.
References:
https://www.slideshare.net/16119843/environmental-scanningppt
https://www.youtube.com/watch?v=BVPagd58dcY
Serote, Ardelyn D. Prof: Mr.

Joselito Yu
BSBA FM II-9
MODULE 12
Pre-assessment:
Multiple Choices: Pick out the letter of the correct answer and write the letter on the space provided
before each number.
C 1. “Nothing is final and all prior actions and decisions are subject to future modification” is a
statement coming from
a. Jauch and Glueck Model
b. Business Model
c. Thom pson and Strickland Model
d. Thomas Wheelen and David Hunger Model
B 2. Crafting strategy is an exercise in inside-out strategic thinking.
a. True
b. False
A 3. Strategic objectives relate to performance outcomes that improve a company’s competitive
strength and market position whereas financial objectives relate to such performance outcomes as
profits, return on investment, cash flow, dividend growth, and financial strength.
a. True
b. False
B 4. Financial objectives are important because without acceptable financial performance an
organization cannot have a good strategy nor is it likely to have the resources required for good strategy
execution.
a. True
b. False
B 5. Crafting strategy is primarily an administrative task whereas implementing strategy is primarily
an entrepreneurial task.
a. True
b. False
I. Multiple Choice: Pick out the letter of the correct answer and write the letter on the space
provided before each number.
A 1. Good strategy and good strategy execution are the most trustworthy signs of good
management because management is ultimately responsible for a company’s performance and because
good execution of a good strategy is the most surefire recipe (but not a guarantee!) for good company
performance.
a. True
b. False
A, B, D, F, G 2. Which of the following is among the five tasks of strategic management?
a. Forming a strategic vision of what the organization’s future business
b. Setting objectives
c. Deciding which objectives are high priority and which are low priority
d. Crafting a strategy to achieve the desired outcomes
e. Doing outside-in strategic thinking
f. Implementing and executing the strategy
g. Evaluating performance, reviewing new developments, and initiating corrective adjustments in
the organization’s vision, long-term direction objectives, strategy, and/or implementation.
A, B, F 3. A company’s strategy
a. Is a combination of planned actions and on-the-spot adaptive reactions to fresh developing
industry and competitive events.
b. Is a company’s means of achieving its objectives.
c. Is developed primarily at the same time the company is formed and then evolves slowly
thereafter.
d. Is aimed more at achieving strategic objectives than at achieving financial objectives.
e. Tends to change less often and more slowly than either its strategic vision or its performance
targets.
f. Reflects managerial choices among alternatives and signals organizational commitment to
particular products, markets, competitive approaches, and ways of operating.
C, E 4. A strategic vision for a company
a. Involves how fast to pursue the chosen strategy and reach the targeted levels of performance.
b. Consists of thinking through what it will take to make the chosen strategy work as planned.
c. Consists of management’s view of the kind of company it is trying to create and it is intended to
stake out a specific business position.
d. Is pretty much the same thing as a company’s strategy
e. Concerns management’s view of the company’s future business makeup and long-term
direction.
B, C, F 5. The objectives that managers set
a. Should spell out how fast the strategy is to be implemented.
b. Should require organizational stretch and disciplined effort.
c. Should include both short-range and long-range performance targets.
d. Ought to put more emphasis on achieving short-run performance targets than on long-run
performance targets.
e. Indicate the company’s intent to stake out a particular business position.
f. Should include both financial and strategic performance targets.

1. Why is it appropriate to argue that good strategy-making and good strategy-
implementing are valid signs of good management?
Good management makes a difficult task easier by avoiding wastage of
scarce resource. If an organization has a good strategy-making and good
strategy-implementing, it means that they have a good management and goal
oriented leader. In able for the businesses to achieve its goal, the owner together
with its managers and staffs will work on their wise decision making of their
strategies to be followed and implement inside their organization. Good
management involves considering every employee as an individual and finding
ways to maximize their potential by using their unique skills.
Lesson Number: 17
Topic: What is a Competitive Strategy?
An offensive competitive strategy is a type of corporate strategy that consists of actively trying to pursue
changes within the industry. Companies that go on the offensive generally make acquisitions and invest
heavily in research and development (R&D) and technology to stay ahead of the competition. They will also
challenge competitors by cutting off new or under-served markets, or by going head-to-head with them.
Defensive competitive strategies, by contrast, are meant to counteract offensive competitive

strategies.
Various techniques and strategies may be employed either alone or as part of a concerted effort to create an
offensive competitive strategy. Companies may even employ entirely different strategies in different locales
or marketplaces. For example, consider how a global soft drink company may react to a competitor in
its mature home market compared to how it would react to a startup competitor in an emerging market. Such
variability can lead to some complex offensive strategies and even the incorporation of some defensive
strategies as part of an offensive effort.
The most extreme offensive competitive strategy is when companies actively look to acquire
other firms to fuel growth or limit competition. These firms are often regarded as a higher
risk than those that are defensive because they are more likely to be fully invested or
leveraged, which could prove problematic in the event of a market slowdown or dislocation.
A characteristic of all offensive strategies is that they tend to be expensive.
Volume 75
1. Explain the definition of Competitive Strategy.
2. Illustrate the 4 Types of Competitive Strategy.

3. Investigate the Case Study of Apple.
Pre-assessment:
_____ 1. Which of the following cannot be a factor that gives it a competitive

advantage?
e. a patent
f. reproducible capabilities
g. a brand name
h. distinctive capabilities
_____ 2. Why might “switching costs” be an entry barrier that leads to market power?
a. when consumers are devoted to their brand, they do not accept price increase
for it.
b. consumers lock in a low price which prevents new competition.
c. consumers bear additional costs in switching to a higher-priced brand.
d. consumers feel it is cheaper to pay a higher price than it is to switch
brands.
_____ 3. Which of the following is not one of Michael Porter’s basic competitive position
strategies?
a. Overall cost leadership

b. Differentiation
c. Focus
d. Operational excellence
_____ 4. Which of the following statements is true?
a. A competitor-centered company is one that spends most of its time tracking

competitors’ moves and market shares and trying to find strategies to counter
them.
b. A customer-centered company focuses more on customer developments in
designing its strategies.
c. Middle-of-the-roaders try to be good on all strategic counts, but end up being
not very good at anything.
d. All of the above
_____ 5. Which of the following is a part of the marketing challenge strategies?
a. Expand the total market

b. Protect market share
c. Full frontal attack
d. Expand market share
Competitive strategy is a long-term action plan of a company which is directed to gain a

competitive advantage over its rivals after evaluating their strengths, weaknesses,
opportunities, and threats in the industry and compare it with your own. Michael Porter, a
professor at Harvard presented a competitive strategy concept. According to him, there are
four types of competitive strategies that are implemented by businesses globally.
Businesses must understand the core principles of this concept that will help them to make
a well-informed business decision in the course of action.
Definition of Competitive Strategy
As mentioned above, competitive strategy is a long-term action plan for firms to gain a
competitive advantage over its rivals in the industry. This strategy is focused to achieve
above-average position and generate a superior Return on Investment (ROI). This strategy
is very important when firms having a competitive
marketplace and several similar products available for
consumers.
Four Types of Competitive Strategy
Michael Porter divided competitive strategy into four different
types of strategies.
Cost Leadership Strategy
Cost leadership strategy is difficult to implement for
small scale businesses as it involves making long
term commitment for offering products and services at lower prices in the market. For this
purpose, firms need to produce products at a low cost otherwise it will not make a profit.
Since the cost leadership means to become a low-cost producer or provider in the industry,
any large-scale business which can provide and manufacture products at low cost by
attaining economies of scale. There are many cost leadership factors such as efficient
operation, large distribution channels, technological advancement, and bargaining power.
Here Walmart is a good example.
Differentiation Leadership Strategy

Identifying the attribute of a product which are unique from competitors in the industry is the
driving factor in the differentiation leadership strategy. When a product can differentiate
itself from other similar products or services in the market through superior brand quality
and value-added features it will be able to charge premium prices to cover the high cost.
Few business examples successfully differentiated their brands e.g. Apple, Clif Bar and
Company, Ben & Jerry’s, and T Mobiles.
Cost Focus Strategy
This strategy is quite a resemblance to the cost leadership strategy; however, a major
difference is that the cost focus strategy businesses target a particular segment within the
market and that segment is offered the lowest price of the product or service. This type of
strategy is very useful to satisfy your consumer and increase brand awareness.
For example, beverage companies manufacturing mineral water can target market segments like Dubai,
where people need and use only mineral water for drinking, can be sold at a lower than competitors.
Differentiation Focus Strategy
Similar to the cost focus strategy, differentiation focus strategy targets a particular segment within the market;
however, instead of offering lower prices to the consumer; firms differentiate itself from its competitors.
Differentiation strategy offers unique features and attributes to appeal to its target segment. For example,
Breezes Resorts is a company having several resorts and caters the only couple having no children and offer
a peaceful environment without any children disruption.
Examples of competitive Strategies
Case Study of Aldi
The rise of Aldi in the food retail industry is very impressive and this position is mainly associated with its
competitive strategy which is its use of ‘Lean Production’ which makes the organization more efficient.
Through lean production, Aldi aims to reduce the number of resources that are used in the provision of goods
and services to consumers. Additionally,
the concept also involves eliminating waste and utilizing

lesser material, space, labor, and time. The overall result is a
reduced cost of production.
Another competitive strategy which stands for Aldi and against
its competitors is that its investment in staff members. Every
member undergoes a comprehensive training program which
makes them multi-skilled and they can undertake different
roles in the workplace. In this way, Aldi has to hire lesser staff
to run its stores.
Case Study of Apple
Apple Inc. is the manufacturer and marketer of computers and
consumer electronic products including tablets, smartphones,
and music players. The company has attained a distinct
position in the industry through its competitive strategy which is innovation and premium
pricing policy. Apple has a consistent practice of developing new products and its ability to
make product complement with each other and strengthens customer loyalty and
helps in creating a barrier for competitors in the market.
The company also sets premium prices for its products. The company aims to offer a high-
quality product with unique features and uses higher prices to reinforce the perception of
added value along with maintaining profitability.
The company aims to offer a high-quality product with unique features and uses higher
prices to reinforce the perception of added value along with maintaining profitability.
Generalization:
An offensive competitive strategy is a type of corporate strategy that consists of actively trying to pursue

changes within the industry. Companies that go on the offensive generally make acquisitions and invest
heavily in research and development (R&D) and technology to stay ahead of the competition.
 Competitive advantage is what makes an entity's products or services more

desirable to customers than that of any other rival.
 Competitive advantages can be broken down into comparative advantages
and differential advantages.
 Comparative advantage is a company's ability to produce something more
efficiently than a rival, which leads to greater profit margins.
 A differential advantage is when a company's products are seen as both
unique and higher quality, relative to those of a competitor.
I. Multiple Choices: Pick out the letter of the correct answer and write the letter on the

__1. Benchmarking: comparing the company’s products and processes to those of
competitors or leading firms in other industries to identify “best practice” and find ways to
improve quality and performance.
c. True
d. False
__2. The key idea in niching is to have the broadest product assortment on the market.
c. True
d. False
__3. Customer intimacy: the company provides superior value by leading its industry in
price and convenience.
c. True
d. False
__4. Creating competitive advantages begins with a thorough understanding of competitors’
e. logistics
f. business goals
g. strategies
h. none of the above
__5. Michael Treacy and Fred Wiersema suggest that companies gain leadership positions
by delivering ______ ______ to their customers.
e. superior value
f. cost leadership
g. differentiated products
h. none of the above
5. What’s a theory/framework that could be used to analyze a new emerging

business field from an objective perspective?
6. Collaboration as a strategy is now more relevant than the competition?
Reinforcement:
1. How to measure competitive advantage qualitatively?
2. Between technology and Human Resource what makes differences in companies?
References:
https://www.investopedia.com/terms/o/offensive_competitive_strategy.asp#:~:text=An%20offensive
%20competitive%20strategy%20is,stay%20ahead%20of%20the%20competition.
https://www.investopedia.com/terms/c/competitive_advantage.asp
Lesson Number: 16
Topic: Defining Strategy, Implementation, and Execution
These are the choices that a business strategy comprises and they should drive the decisions a business unit’s
management team, functions, and staff makes every day, including pricing, R&D, where to manufacture, and
many more.
This brings me to implementation. Implementing a strategy consists of all the decisions and
activities required to turn the two sets of strategic choices I’ve just described into reality. If the
corporation has the capabilities, enterprise advantage, and business portfolio it wants, its
strategy is implemented. If the unit has the customers, value proposition, and skills it has
chosen to have, its strategy is also fully implemented.
Of course, almost by definition, a strategy can never actually be fully implemented because
everything that you necessarily assumed when formulating it — about customers, technology,
regulation, competitors, and so on — is in a constant state of flux. CEOs and their business
unit leaders must continuously evolve their strategies (i.e., those fundamental choices listed
above) if they are to remain relevant and competitive. And if that’s the case, there will always
be a gap between where their companies are and what their strategies call for. Closing that
gap is “implementation.” Thus, strategy and implementation are running almost continuously in
parallel rather than in sequence.
What, then, is execution? I define the term as the decisions and activities you undertake to
turn your implemented strategy into commercial success. To achieve “execution excellence” is
to realize the best possible results a strategy and its implementation will allow.
Volume 75
4. Identify the 3 Basic Choices that CEOs and Top Executive Make.
5. Obtain ideas about the Key Decisions that cannot be delegated by its leader.
6. Questions the said 13 Financial Performance Measures Manager Should Monitor.
Pre-assessment:
_____ 1. The fundamental purpose for the existence of any organization is described by
its
i. policies
j. mission
k. procedures
l. strategy
_____ 2. The fundamental purpose of an organization’s mission statement is to
a. create a good human relations climate in the organization.

b. define the organization’s purpose in society
c. define the operational structure of the organization
d. generate good public relations for the organization
_____ 3. The acronym SWOT stands for
a. Special Weapons for Operations Timeliness

b. Services, Worldwide Optimization, and Transport
c. Strengths Worldwide Overcome Threats
d. Strengths, Weaknesses, Opportunities, and Threats
_____ 4. Which of the following is not a characteristic of strategic management that

makes it different from other types of management?
a. It is interdisciplinary.
b. It has an external focus.
c. It has an internal focus.
d. It concerns the present direction of the organization.
_____ 5. Which of the following is an issue considered in developing corporate

strategies?
a. What business(es) are we in?

b. What direction are we going?
c. What resources do we have to implement our strategies?
d. What businesses are we in and what to do with those businesses?
Chapter 16 Defining Strategy, Implementation, and Execution
It is striking how much confusion there is between strategy, implementation, and execution. Is “strategy” a
matter of making choices about where we want to go, where we play and how we win, of setting goals and
actions, about how we create and capture economic value over time? Does it include creating solutions to
unforeseen problems and running with unexpected opportunities? Is “getting things done” what we mean by
implementation or execution? Do you “execute” or “implement” a strategy? And can you separate these from
strategy formation?
For strategy wonks like me, thinking about the definitions of these ideas provides endless
fascination. For many business leaders, however, I find that the semantics matter a lot less.
And that’s too bad because the semantics should matter. There are meaningful distinctions
between strategy, implementation, and execution that help run a company or business in
the real world. Ignoring, blurring, or getting them wrong creates sloppy thinking, deciding,
and doing at all levels of an organization.
Let’s start with strategy. As I understand the term, the strategy consists of two categories:
corporate strategy and business unit strategy. The corporate strategy consists of CEOs and
top executives making just three basic choices:
 What should be the capabilities that distinguish the company?
 What should be the company’s comparative advantage in adding value to its
businesses?
 What businesses should the company be in?
These are the fundamental choices that a corporate strategy comprises and they should
frame and guide all the decisions that a company’s corporate executives, functions, and
staff make every day, including how they run the place, what they buy, what markets they
enter, how they measure success, and so on.
For a business unit, three key decisions cannot be delegated by its leader. They are
different but no less fundamental:
 Who should be the customers that define our target market?
 What should be the value proposition that differentiates our products and services
with those customers?
 What should be the capabilities that make our business better than any other in
delivering that value proposition?
These are the choices that a business strategy
comprises and they should drive the decisions a
business unit’s management team, functions,
and staff makes every day, including pricing,
R&D, where to manufacture, and many more.
This brings me to implementation. Implementing
a strategy consists of all the decisions and
activities required to turn the two sets of strategic
choices I’ve just described into reality. If the
corporation has the capabilities, enterprise
advantage, and business portfolio it wants, its
strategy is implemented. If the unit has the
customers, value proposition, and skills it has chosen to have, its strategy is also fully
implemented.
Of course, almost by definition, a strategy can never actually be fully implemented because
everything that you necessarily assumed when formulating it — about customers,
technology, regulation, competitors, and so on — is in a constant state of flux. CEOs and
their business unit leaders must continuously evolve their strategies (i.e., those fundamental
choices listed above) if they are to remain relevant and competitive. And if that’s the case,
there will always be a gap between where their companies are and what their strategies call
for. Closing that gap is “implementation.” Thus, strategy and implementation are running
almost continuously in parallel rather than in sequence.
What, then, is execution? I define the term as the decisions and activities you undertake to
turn your implemented strategy into commercial success. To achieve “execution excellence”
is to realize the best possible results a strategy and its implementation will allow.
To understand what’s this means, let’s say that Netflix has made a corporate strategy
choice (as I defined above) to enter the content business and to exit the mail order
business. Once Netflix is in the content business and out of the mail-order business, that
“strategy” (or that part of its strategy) is implemented. Now, they must do things such as
setting goals and plans for the content business, establish the right incentives, create a
motivational, purpose-redolent mission statement, and other such things that leaders do to
get results from their companies. Those are all activities needed to produce results within
the context of an implemented strategy. This is execution.
Strategy, implementation, and execution are three co-incident determinants of a
company or business unit’s ultimate output — its results — that are very difficult to
parse into their
individual effects. When we see a company or business unit producing poor results over
multiple years, no one can say for sure whether that’s due to poor strategy, implementation,
or execution. But in my experience, it’s very difficult to implement a poor strategy well and
doubly difficult to produce excellent results with a poor strategy that’s being poorly
implemented. (And, yes, of course, having a great corporate or business strategy is no
guarantee of great results either; you still have to implement and execute well.)
The distinctions I make above are not between thinking and doing, deciding and acting, or
planning and producing. All of these kinds of activities are involved in all three of strategy,
implementation, and execution. Does that make strategy, implementation, and execution
the same thing? Not. They each involve very different specific activities, tools, and people.
And when business leaders conflate strategy, implementation, and execution, they usually
end up with a lot of the trappings of running a modern-day company or business units
— such as goals and targets; plans and initiatives; and mission, vision, and purpose
statements — but very little actual strategy, implementation, or execution.
Lim Chow Kiat, a group investment officer at Singapore’s GIC, says that for his organization “nomenclature is
destiny… We are meticulous about word choice… The wrong words can corrode, if not corrupt, our
[business.]” I agree. Business leaders do themselves a great disservice by not being more thoughtful about
what they mean when they say strategy, implementation, and execution.
13 FINANCIAL PERFORMANCE MEASURES MANAGERS SHOULD MONITOR
While you may not have a background in finance, a basic understanding of the key concepts of financial
accounting can help you improve your decision-making process, as well as your chances for career success.
With a better understanding of how your organization measures financial performance, you can take steps to
provide additional value in your daily activities.
Finance can be intimidating for the uninitiated. To help you become more comfortable
understanding and speaking about financial topics here’s a list of the top financial metrics
managers need to understand.
WHAT ARE FINANCIAL KPIs?
Financial KPIs (key performance indicators) are metrics organizations use to track,
measure, and analyze the financial health of the company. These financial KPIs fall under a
variety of categories, including profitability, liquidity, solvency,
efficiency, and valuation.
By understanding these metrics, you can be better positioned to
know how the business is performing from a financial perspective.
You can then use this knowledge to adjust the goals of your
department or team and contribute to critical strategic objectives.
For managers, these metrics and KPIs should be made available
internally and distributed on a weekly or monthly basis in the form
of email updates, dashboards, or reports. If they’re not readily
distributed, you can still become familiar with the metrics via
financial statement analysis.
WHAT IS FINANCIAL STATEMENT ANALYSIS?
Financial statement analysis is the process of reviewing key financial documents to gain a better
understanding of how the company is performing. While there are many different types of financial statements
that can be analyzed as part of this process, some of the most important, especially to managers, include the:
1. Balance Sheet: A statement that lists a business’s assets, liabilities, and owners’ equity at a specific
point in time.
2. Income Statement: A statement that summarizes a business’s revenues, expenses, and profits over a
period.
3. Cash Flow Statement: A statement that captures how cash flow is affected by activities from the
balance sheet and income statement, categorized into operating, investing, and financing activities.
4. Annual Report: A document that describes the company’s operations and financial conditions, and
typically includes the documents listed above, in addition to other insights and narrative from key
figures within the company.
13 FINANCIAL PERFORMANCE MEASURES TO MONITOR
The metrics below are typically found in the financial statements listed above and among
the most important for managers and other key stakeholders within an organization to
understand.
1. Gross Profit Margin
Gross profit margin is a profitability ratio that measures what percentage of revenue is left
after subtracting the cost of goods sold. The cost of goods sold refers to the direct cost of
production and does not include operating expenses, interest, or taxes. In other words, the
gross profit margin is a measure of profitability, specifically for a product or item line, without
accounting for overheads.
Gross Profit Margin = (Revenue - Cost of Sales) / Revenue * 100
2. Net Profit Margin
Net profit margin is a profitability ratio that measures what percentage of revenue and other
income is left after subtracting all costs for the business, including costs of goods sold,
operating expenses, interest, and taxes. Net profit margin differs from the gross profit
margin as a measure of profitability for the business in general, taking into account not only
the cost of goods sold but all other related expenses.
Net Profit Margin = Net Profit / Revenue * 100
3. Working Capital
Working capital is a measure of the business’s available operating liquidity, which can be
used to fund day-to-day operations.
Working Capital = Current Assets - Current Liabilities
4. Current Ratio
The current ratio is a liquidity ratio that helps you understand whether the business can pay
its short-term obligations—that is, obligations due within one year— with its current assets
and liabilities.
Current Ratio = Current Assets / Current Liabilities
5. Quick Ratio
The quick ratio, also known as an acid test ratio, is another type of liquidity ratio that
measures a business’s ability to handle short-term obligations. The quick ratio uses only
highly liquid current assets, such as cash, marketable securities, and accounts receivables,
in its numerator. The assumption is that certain current assets, like inventory, are not
necessarily easy to turn into cash.
Quick Ratio = (Current Assets - Inventory) / Current Liabilities
6. Leverage
Financial leverage, also known as the equity multiplier, refers to the use of debt to buy
assets. If all the assets are financed by equity, the multiplier is one. As debt increases, the
multiplier increases from one, demonstrating the leverage impact of the debt and, ultimately,
increasing the risk of the business.
Leverage = Total Assets / Total Equity
7. Debt-to-Equity Ratio
The debt-to-equity ratio is a solvency ratio that measures how much a company finances
itself using equity versus debt. This ratio provides insight into the solvency of the business
by reflecting the ability of shareholder equity to cover all debt in the event of a business
downturn.
Debt to Equity Ratio = Total Debt / Total Equity
8. Inventory Turnover
Inventory turnover is an efficiency ratio that measures how many times per accounting
period the company sold its entire inventory. It gives insight into whether a company has
excessive inventory relative to its sales levels.
Inventory Turnover = Cost of Sales / (Beginning Inventory + Ending Inventory / 2)
9. Total Asset Turnover
Total asset turnover is an efficiency ratio that measures how efficiently a company uses its
assets to generate revenue. The higher the turnover ratio, the better the performance of the
company.
Total Asset Turnover = Revenue / (Beginning Total Assets + Ending Total Assets / 2)
10. Return on Equity

Return on equity, more commonly displayed as ROE, is a profitability ratio measured by
dividing net profit over shareholders’ equity. It indicates how well the business can utilize
equity investments to earn profit for investors.
ROE = Net Profit / (Beginning Equity + Ending Equity) / 2
11. Return on Assets

Return on assets, or ROA, is another profitability ratio, similar to ROE, which is measured
by dividing net profit by the company’s average assets. It’s an indicator of how well the
company is managing its available resources and assets to net higher profits.
ROA = Net Profit / (Beginning Total Assets + Ending Total Assets) / 2
12. Operating Cash Flow

Operating cash flow is a measure of how much cash the business has as a result of its operations. This
measure could be positive, meaning cash is available to grow operations, or negative, meaning additional
financing would be required to maintain current operations. The operating cash flow is usually found on the
cash flow statement and can be calculated using one of two methods: direct or indirect.
13. Seasonality
Seasonality is a measure of how the year is affecting your company’s financial numbers and
outcomes. If you’re in an industry that’s affected by high and low seasons, this measure will
help you sort out confounding variables and see the numbers for what they truly are.
It’s important to note there’s no absolute good or bad when it comes to financial KPIs.
Metrics need to be compared to prior years or competitors in the industry to see whether
your company’s financial performance is improving or declining and how it’s performing
relative to others.
THE BOTTOM LINE

There are many other financial KPIs you can track and monitor to understand how your company is doing and
how your actions impact progress toward shared goals. The financial KPIs listed above are a great place to
start if you’re unfamiliar with finance. Understanding how these metrics influence business strategy is a critical
business skill for all managers to develop.
Generalization:
Strategy Implementation refers to the execution of the plans and strategies, to
accomplish the long-term goals of the organization. It converts the opted strategy
into the moves and actions of the organization to achieve the objectives.
Simply put, strategy implementation is the technique through which the firm
develops, utilizes and integrates its structure, culture, resources, people, and control
system to follow the strategies to have the edge over other competitors in the
market.
Strategy Implementation is the fourth stage of the Strategic Management Process, the other three being a
determination of strategic mission, vision and objectives, environmental and organizational analysis,
and formulating the strategy. It is followed by Strategic Evaluation and Control.
I. Multiple Choices: Pick out the letter of the correct answer and write the letter on the

__1. Which of the following is NOT a major element of the strategic management process?
e. Formulating strategy
f. Implementing strategy
g. Evaluating strategy
h. Assigning administrative tasks
__2. Competitive advantage can best be described as:
e. increased efficiency
f. what sets an organization apart.
g. a strength of the organization.
h. intangible resources.
__3. _______________ is the foundation of the blue ocean strategy.
e. Innovation
f. Value creation
g. Value innovation
h. value cost trade-off
__4. The various organizational routines and processes that determine how efficiently and
effectively the organization transforms its inputs into outputs are called:
i. strengths
j. core competencies
k. capabilities
l. customer value.
__5. When defining strategic management the most important thing to remember is that it is:
i. Not as easy as you think

j. Mainly the province of senior managers
k. A living evolving process
l. More conceptual than practical
m. A way of determining responsibilities.
7. How strategic and operational planning is integrated into events?
8. Do you have details of any empirical studies of China’s 5-year plan system
published in the last 3 years ( especially interested in strategic aspects)?
Reinforcement:
1. Why strategy execution is a critical activity of successful organizations?
2. Who is the best set of people to answer questions on institutional-based Strategic

planning?
3. How can you use a bottom-up built input-output model to analyze supply chain
resilience?
References:
https://hbr.org/2015/03/defining-strategy-implementation-and-execution
https://www.slideshare.net/bberlinn/strategy-execution-8425179
https://www.youtube.com/watch?v=jmG1EfMlFsg
Environmental Scanning
External
Pest analysis –
Poster’s Five Forces
Entrants – bagong competitors, new entrants coming from the same market
Bargaining power of suppliers – factors of production/ inputs, mga ginamit in applying business
Threat of substitutes – goods or service that can be replace something
Bargaining power of buyers – ability of buyers to buy certain products / discounted if you are purchasing
many products
Internal – SWOT
1. Which one of the following is the best description of strategic planning?

c. Engage in an internal and external analysis of your organization in order to develop a long-term
vision and strategy that lays the foundation for implementation and assessment of a strategic
plan
2. What is a SWOT analysis?
d. An analysis that looks at an organization's strengths, weaknesses, opportunities, and threats
3. Which of the following is not one of the steps in strategic planning?
c. Board approval of the plan
4. It creates a drill line of what you're trying to achieve, how you're tracking your progress, and
what you are actively doing in terms of projects to improve your results.
5. It is a visual representation of your strategy. Oftentimes, it's with the balanced scorecard.
c. strategy map
6. It is helpful for seeing what you're doing great, what's not so great, and where you can
improve.
a. Balanced scorecard – not sure
7. It identifies where you are and where you want to be, and that it informs a strategic plan in
what objectives and metrics and projects need to be created and established a chart in order
to close that gap.
b. Gap planning model – not sure
8. It is very quantitative and straight forward in creating a strong alignment between what
you're trying to do and how you're measuring that performance.
b. OKRs (Objectives and Key Results)
9. These are designed to help organization's develop their action plan to achieve their goals.
a. Strategic planning tools or models
10. It examines the threat of entry; the threat of substitute products or services; the bargaining
power of customers; the bargaining power of suppliers; and the competitive rivalry among
existing firms.
c. Porter's Five Forces

Cbme

Uploaded by

Copyright:

Available Formats

Cbme

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Cbme

Uploaded by

Copyright:

Available Formats

Serote, Ardelyn D. Prof: Mr.

C 1.The process of creating or rewriting an organization’s mission, identifying and

A 2. It is a strategic management performance metric used to identify and improve

D 3. It is a high-level model used at the beginning of an organization’s strategic

a. being well informed

a. Strengths and weaknesses

II. Essay: Write your answers clearly and legibly. (4 points)

a. An analysis and evaluation process that businesses use to understand

D 2. Reasons for conducting an environmental scan

D 3. Match the “market trend” with its example. *Technology

a. Such as the increasing use of online purchasing

A 4. Match the “market trend” with its example. *Communication / Media

a. Such as the increasing use of social media by certain customers.

a. The governing body of a nation, state, or community or the system by

a. An analysis and evaluation process that businesses use to understand their

C 2. Match the “market trend” with its example. *Economy

a. Such as the increasing use of social media by certain customers.

a. Such as the increasing use of social media by certain customers.

a. The governing body of a nation, state, or community or the system by which a

II. Essay: Write your answers clearly and legibly. (5 points)

a. Conditions in the home diamond

4. The Five Forces Model can be used to *

a. plan a firm's global strategy based on internal firm resources

a. Buyers switching costs

7. The concept of the International Product Life Cycle suggests that: *

10. Which multinational firm pioneered the use of scenarios? *

1. Why is it appropriate to argue that good strategy-making and good strategy-

scarce resource. If an organization has a good strategy-making and good

strategy-implementing, it means that they have a good management and goal

strategies to be followed and implement inside their organization. Good

management involves considering every employee as an individual and finding

ways to maximize their potential by using their unique skills.

3. How is a competitive advantage built? Why do competitive advantages, once built,

Competitive advantage is what makes a customer choose your

B 1. What is the purpose of a vision statement?

B 2. How does a mission statement differ from a vision statement?

C 3. How does a business aim relate to a vision statement?

A 1. An organization needs to have a mission statement to

C 2. A mission statement contains an organization’s

C 3. Who in an organization has responsibility for working towards the

B 4. When it comes to developing your organization’s mission + vision: choose one

B 5. A mission statement focuses on today and what an organization does to achieve

B 6. All staff needs to be aware of their organization’s mission/vision/goals.

C 7. Why is it important to have an environmental business objective?

A 8. What is the purpose of organizational aims and objectives?

A 9. A vision statement focuses on tomorrow and what an organization wants to

D 10. A mission statement doesn’t usually include

How do you analyze the mission and vision of a company?

A company’s business mission statement is its objectives and its approach to

Serote, Ardelyn D. Prof: Mr. Joselito Yu

C 2. Your approach to developing your mission, vision, and values statements

B 3. Which of the following is a common problem in developing the statements?

B 5. Strategic thinking should consider primarily

B 3. Which strategic analysis tool is very good analyzing a complex problem?

B 5. Which strategic analysis tool is very good for strategizing to position an

A 8. When strategically distinguishing your organization in the marketplace, which of

A 9. An internal assessment should look especially at which internal operations?

1. Is the role of strategic management changing in the context of current economic

In generalization, industry analysis, as a form of market assessment, is crucial

a 1.Environmental scanning

d2. Reasons for conducting an environmental scan