UNIVERSITY OF SAN CARLOS

SCHOOL OF BUSINESS AND ECONOMIC

BA 111 A - STRATEGIC MANAGEMENT
FORMAT OF THE STRATEGIC MANAGEMENT PLAN
A __________COMPANY CASE ANALYSIS


Cover Page:
The following information should be included:

Name of Company
A Case Analysis
Time period covered by Strategic Plan

Course Number and Title
Department/College/ University Name
Professor's Name

Group Number & Name of Group
Names of members

Date

TABLE OF CONTENTS



I. EXECUTIVE SUMMARY

The Executive Summary has the basic purpose to inform Corporate Level Business
Level and Functional Level of the organization exactly what you are proposing -- in one
or two pages. Be precise. Be complete. Organizing the Executive Summary (as well as
other sections of the strategic management plan) in a bullet-type format is one effective
way to present your case analysis.
Give brief outline of the Organization (Corporate-Business-Functional Level).
The Existing Vision, Mission, Goals and Objectives of the Organization.
II. ENVIRONMENTAL ANALYSIS

Internal Environment :
This is an internal assessment of the organization as to its assets, resources, people,
culture, systems, partnerships, and suppliers.
External Environment:
This is an external assessment of the marketplace, competitors, social trends,
technology, regulatory environment and economic cycles.
Tools for comparison analysis:
It involves specifying the objective of the organization by identifying the internal and
external factors that are favorable and unfavorable to achieving the objective such as
the SWOT Analysis; Porters Five Forces Model; and PEST or PESTLE analysis
III. INDUSTRY ANALYSIS

Use the process of benchmarking, by comparing the companys business processes
and performance metrics to industry bests and/or from other industries. Dimensions
typically measured are quality, time, and cost. Improvements from learning mean
doing things better, faster, and cheaper.

This involves management identifying the best establishments in their industry, or
other industry with similar processes, and comparing the results and processes of
those studied as to the "targets" to one's own results and processes to learn how
well the targets perform and how they do it.
IV. BEST PRACTICES
The best practices are the techniques, methods, and processes that are considered to
be more effective at delivering a particular outcome than any other techniques,
methods, and processes when used to a particular situation.
The idea is that with proper processes, checks, and testing, a required outcome can be
achieved with minimal problems and unforeseen complications. Best practices is also
the most efficient and effective way of accomplishing a task, based on repeatable
procedures that have been proven over time for large numbers of people.
V. GAP ANALYSIS

The gap can be identified between the optimized allocation and integration of the
inputs, and the current level of allocation. This helps provide the institution with insight
into areas which could be improved. The gap analysis process involves determining,
where you are now and where you want to be.
VI. STRATEGIC PLAN FORMULATION

The strategic plan should be conveyed to all relevant persons and all the stakeholders.
It should include the following:
Vision
Review what the organization wants to be; it should be compelling, vivid and concise,
challenges everyone to reach for something significant inspires a compelling future; it
is time bound. An organization's Vision sets out its aspirations for the future. The Vision
is the 'dream' of the future, a picture painted in words, which is intended to inspire
people by appealing to the heart as well as the head.
Mission
Review the purpose of existence of the organization; it should be brief and direct to the
point; it provides perspective for major decisions and capable of endless achievement;
and time has no boundaries. A statement of purpose can be formulated by answering
the following questions: What is the product? Who is the target market that benefits
from this product? What are the reasons the organization exists? Why will the
organization exist?
Values
Review the values that will guide every major decision making; this embodies the spirit
of the organization and its departments; Revisit the Vision and Mission statement.
Strategic Long-term Objectives
This are the list specific doable results needed to support the vision and the mission.
Use SMART/ER (Specific-Measurable-Attainable-Relevant-Timebound/-Evaluate-
Reevaluate) technique.
Alternative Strategies
These are actions that will lead to achievement of your objectives, often taking the form
of projects.

Strategy Selection
These are business models that will lead to decision making as to what business to
enter; to abandon; allocation of resources; expansion or diversification; international
markets; mergers or joint venture; and avoidance of hostile takeover.
Measures KPI(s), Timeline and Deliverables
These are objective, quantifiable methods for measuring success. Indicatorsand
monitors of success. It includes; performance measurement, initiatives and projects and
action plans.
Each initiative has a supporting action plan(s) attached to it. Action plans are geared
toward operations, procedures, and processes. They describe who does what, when it
will be completed, and how the organization knows when steps are completed such as
Initiatives; action plans require the monitoring of progress on objectives, for which
measures are needed.
Organizational Structure
The organizational structure allows the expressed distribution of responsibilities for
different functions and processes to different entities such as the department, team and
individual. Please provide an organizational chart.
Resource

1. Personnel - how many employees are needed to maximize the operations?
2. Finance how much budget will it cost to operate the corporation per year?
3. Facilities what are the equipment needed for the operation? What
are the annual requirements to upgrade?

VII. STRATEGIC IMPLEMENTATION
Summary of strategic implementation plan to include a 3 to 5 year timeline towards
2019.
o Annual objectives
o Policies to implement
o Employee motivation
o Resource allocation
Base your implementation plan on the strategic plan formulation.
VIII. STRATEGIC EVALUATION
Summary of strategic evaluation plan for the next three to five years.
o Internal review : strengths and weaknesses
o External review: opportunities and threats
o Performance measurements you would use to evaluation
o Corrective actions to take
Base your strategic evaluation plan on the strategic plan implementation.
IX. CONCLUSIONS AND RECOMMENDATIONS









FORMAT OF THE POWERPOINT PRESENTATION
(30 MINUTES)


I. INTRODUCTION (1 minute)
II. VISION, MISSION (2 minutes)
III. INTERNAL ASSESSMENT (5 minutes)
IV. EXTERNAL ASSESSMENT (5 minutes)
V. STRATEGY FORMULATION (5 minutes)
VI. STRATEGY IMPLEMENTATION (5 minutes)
VII. STRATEGY EVALUATION (5 minutes)
VIII. CONCLUSION & RECOMMENDATION (2 minutes)

QUESTION AND ANSWER PORTION (30 MINUTES)