EXECUTIVE SUMMARY
The Clarity group chose the organization Santugon because we
believe in Santugons values and principles that are align with ours
such as individuality, passion for service and family. We also
liked how Santugon isnt just a political party but a
socio-political party. Santugon gives back or helps those who are
need through the outreach programs the organization conduct every
year.For this term paper, we have used frameworks that would help
us learn more about the organizations current strategic position
and best future strategy, which can help Santugon be a better
organization. In the first chapter, we have used the frameworks
Vision Statement - Characteristics of Effectively Worded Vision
Statements (page 17), Vision Statement - Common Shortcomings in
Company Vision Statements (page 17), and the SMART framework for
the objectives. For the next chapter, the frameworks that were used
are Macro-environment PESTELD (page 39), Five Forces Competitive
Environment (page 41), and the Five Forces Analysis (page 41). For
the third chapter, the frameworks were Tangible and intangible
sources (page 72), and SWOT Analysis (page 76). Lastly, for the
fourth chapter, the frameworks used were Definition of the Present
Generic Strategy (pages 95 & 100), Description of Competitive
Environment (page 110), and Chosen and Proposed Strategy for the
Organization (page 109).
This group has specifically chosen Santugon for the final
Strategic Management paper because of the potential room for
improvement that we saw to help the organization stand for years to
come. Although Santugon has been an established organization in
DLSU for nearly 28 years now, we integrated the lessons learned
from the course to further enhance its vision to hone future
leaders. With 2 out of 3 of our members being part of Santugon, we
had the access to a lot of information inside to guide us in coming
up with the best possible strategy for the organization.
The group Clarity through the efforts of the members, which is
comprised of Francisco Luis S. Macabasco, Juan Miguel A. Posadas
and Vicente R. Santos III, composed this term paper with the
guidance of professor, Fred Cabuang from the Strategic Management
class.
TABLE OF CONTENTS
EXECUTIVE SUMMARY .. 1
CHAPTER ONE THE ORGANIZATION ........ 5Description and Profile
of the Organization ... 5Mission Statement ..... 6Vision Statement
of the Organization ..... 7Effective Elements ..... 7Shortcomings
.. 7Values, Philosophy, and Ideology of the Organization . 8Goals
of the Organization . 9Objectives of the Organization ......
10Financial Objectives .... 10Strategic Objectives ..... 12
CHAPTER TWO EXTERNAL ENVIRONMENT ......... 13Macro-Environment
Components (PESTELD) .... 13FIVE Forces Competitive Environment
........ 175-Forces Analysis (Strong vs Weak) . 19Factors affecting
Competition from Substitute Products ....... 19Factors affecting
Bargaining Power of Buyers .... 19Factors affecting Strength of
Rivalry . 20Factors affecting Threat of Entry 20Factors affecting
Bargaining Power of Suppliers ....... 20
CHAPTER THREE RESOURCES, CAPABILITITES, AND COMPETITIVENESS
...... 21Tangible Resources of the Organization ...... 21Intangible
Resources of the Organization ....... 23SWOT Analysis . 24
CHAPTER FOUR STRATEGY FORMULATION .... 28 Definition of the
Present Generic Strategy ...... 28Description of Competitive
Environment .. 28CHOSEN and PROPOSED strategy for the organization
. 28
CHAPTER FIVE CONCLUSION AND RECOMMENDATION ..... 31
REFERENCES AND APPENDICES .... 33
CHAPTER 1 THE ORGANIZATION
A. Description and Profile of the Organization
Santugon: Iisang Tugon sa Tawag ng Panahon.
Santugon was founded on the root of the problems that was
manifested during the 1970s until the mid-80. The 1970s was the
start of the involvement of student in openly confronting the
injustices and corruption of the Marcos administration. Shortly
thereafter, Martial Law was declared. The founders were brought up
in a generation where there is an oppression of freedoms and a
challenge in authority meant facing imprisonment or torture. The
assassination of Ninoy Aquino in 1983 was a catalyst of a
revolution that followed soon after. The culmination in a peaceful
revolution in 1986 where the wife of Ninoy, Corazon
Cojuangco-Aquino won the presidency that resulted in Marcos
exile.
Santugon began in the year 1986 with Joy Nicdao as one of the
identified founders. The organization was established in line and
in time with the aforementioned societal issues. The organization
sees social issues from a micro and macro level. The times called
for immediate governmental confrontation against the Marcos
administration. (Macro level) With the students efforts to confront
governmental authorities during that time, it does not come as a
surprise that the attitude has manifested within the walls of the
university. The students saw injustices within the administration
and addressed them with open confrontation against tuition fee
increases. (Micro level)
Today, Santugon is the premier socio-political party in De La
Salle University whose core principle lies on the belief in the
maturity and the capacity of the youth to make a positive and
sustainable change in society.
The organization has to facets: a socio-civic organization and a
political organization.
As a socio-civic organization, Santugon aims to increase the
level of societal awareness and engagement on a micro level amongst
students of De La Salle University. Santugon encourages the student
body to be involved in the alleviation of unfavorable social
conditions and a creation of positive sustainable change for the
benefit of the society beyond the walls of the campus.
As a political organization, Santugon is in the business of
training service-oriented students to become leaders within the
University. The organization molds individuals of the Lasallian
community to become a student leader ready to serve their community
within the campus. The service oriented student leaders together
with the organization, proper monitor the effectiveness of the
University Student Government is conducted in order to ensure that
the officers give quality and accountable service to the student
body.
B. Mission Statement
Mission statement is the business or purpose on why they
exist.
The mission statement of Santugon is to empower Lasalians for a
progressive citizenry.
C. Vision Statement of the Organization
Vision statement is the direction on what the organization aims
to achieve in the future.
Santugon envisions a social political organization that solely
hones individuals unsought potentials.
Characteristics of Effectively Worded Vision Statements
a. Effective Elements FeasibleSantugons vision is feasible
because it is within the realm of what the organization can
reasonably expect to achieve in the future. Yearly, the
organization has proven they can expect to achieve to be the sole
title-holder of honing individuals unsought potentials with the
quality of leaders that they supply the student body.
Easy to communicateSantugons vision is easy to communicate
because it a single sentence that is direct to the point and
self-explanatory.
Common Shortcomings in Company Vision Statements
b. Short Comings Vague The vision of Santugon is characterized
as vague for the reason that it is short on specifics about where
the organization as a whole is headed in the future.
Too broadSantugons vision is too broad because it is
all-inclusive wherein the organization can be lead to multiple
directions. There are no specifics on concrete future of the
individuals after they have discovered their potential and where
the organization will be when that happens.
D. Values, Philosophy, and Ideology of the Organization
Values
Integrity - Consistency in actions and accountability for ones
word. A strong moral compass that can be held with a strong sense
of credibility by promoting honesty and leading by example.
Individuality A summation of ones unique experiences and
personality. It recognizes that each individual is a stakeholder in
the future of the Lasallian and national community.
Faith and Responsibility With faith comes great responsibility.
A translation of ones vision into action.
Family The term Family that Santugon puts to heart is a group of
people sharing a vision that is real despite diversity in
responsibilities and experiences.
Passion for Service To serve without personal incentive and to
dedicate ones efforts to a vision that will uplift the community as
a whole.
Philosophy
Santugon sa Tawag ng Panahon has a unified response to the call
of the times.
Santugons philosophy is that before a problem will arise,
Santugon already has a specific proposed solution for that problem.
Santugon also believes that they have a unified response in terms
of issues or problems inside and outside our university.
Ideology
Consultative - In line with the organizations value of
individuality, Santugon seeks perspectives from all sectors.
Consulting a wide variety of sectors broadens the organizations
views and gathers information to help in their decision making
process.
Proactive - Initiative is an important aspect that Santugon
values among its members. The initiative of doing tasks where there
is no need for someone to always tell them what to do.
Responsive - Santugon has the need to be vigilant and
responsible in responding to circumstances. In line with its name,
it seeks to be responsive to the call of the times.
E. Goals of the Organization
1. Develop individuals leadership formation2. Maintain high
percentage of membership3. Win majority seats in the University
Student Government4. Conduct an annual socio-civic activity
(December)
F. Objectives of the Organization
SpecificMeasurableAttainable Result-orientedTime-bound
a. Financial Objectives To raise funds from membership card fees
of 144,000 pesos to cover the expenses of the Freshmen Elections
held during the month of AugustPriceQuantity
Membership Card801800
TOTAL144,000
To raise funds from Fund Raising Activities and Candidates fees
of 640,000 pesos to cover the expenses of the General Elections
held during the month of MarchPriceQuantityTotal
EXECOM Campaign Fee55001266,000
Batch Campaign Fee350057199,500
Canlubang Candidates Campaign Fee3500724,500
COB Core30,00030,000
SOE Core30,00030,000
CLA Core30,00030,000
COE Core30,00030,000
COS Core30,00030,000
CCS Core30,00030,000
CED Core30,00030,000
President25,00025,000
Outer Core President25,00025,000
Secretary General25,00025,000
Executive Vice President for Activities25,00025,000
Garage Sale (Fund Raising Activity)40,00040,000
640,000
b. Strategic Objectives To develop individuals leadership
formation through daily trainings especially during Freshmen and
General Elections held in the months of July and February. To
maintain high percentage of membership of more than 50 percent
during the Student Government Annual Recruitment Week during the
month of June. To win majority seats in the University Student
Government with 80 percent of the elected officers are from
Santugon during the General elections on March.c. Social Objectives
To conduct outreach programs such as Blue and Yellow Christmas that
creates a change by donating and spending Christmas with the
children of St. Anthony Orphanage. To give writing materials such
as pencils for children of Paco Catholic School held every
October.
CHAPTER 2 EXTERNAL ENVIRONMENT
A. Macro Environment Components
The macro-environment is the external relevant factors that
affect managements decision regarding its long-term direction,
objectives, strategy, and business model.
Santugons performance is generally affected by its external
characteristics or the macro-environment as it tries to develop a
competitive advantage against its competitors. The organization
wants to have an image that it can provide bright opportunities for
its members. It has aimed to form leaderships qualities to its
members and development of each individual by having programs of
advocacy that contributes to their development. It has a wide array
of development programs that stresses on its mission for the
community, spiritual development, and forming field leaders. The
organization strategizes on tackling the issues outside the
university by providing awareness and discussions to the students.
It is also not strict with the membership because it is open for
all willing to join. It values on its commitment in the society as
they try to build Empowered Lasallians that help out the community.
In this program they make sure that each members would be involved
in giving for the society, which would result for them to be molded
as a responsible citizen in the society.
Political relationships of organization with external
forcesEconomic supply and demand in the industrySocietal Values
community involvementTechnological portals that the organization
utilizesEnvironmental engagement on environmental protectionLegal
laws that govern the operations of the organizationDemographics
traits of the individuals within the population
Political Science and Technology CenterLast March 2013, Santugon
was integrated in DLSU STC. This integration affected Santugon by
having a wider scope in terms of influence and relations.
AlumnusEvery July and February, alumnus of Santugon gets involved
during the trainings and campaigns of the candidates. The
involvement of the alumnus ensures the continuity of the brand of
leadership they have established.
General Economic Conditions Under Student Life OfficeBefore,
Santugon is not directly under any office of De La Salle
University. In 2013, Santugon has been accredited by Student Life
Office, which makes them direct affiliates. The partnership between
Santugon and Student Life has made activity approval more in line
with DLSUs ideology.
Societal Values and Lifestyle Involvement for Habitat for
HumanitySantugon was involved in a creation of a housing project in
Malabon last April 2012. This involvement fuses action and
awareness of the national problem on informal settlers.
Technological factors WebsiteSantugon created a website
(www.botoderecho.com), to have a comprehensive information on the
specific plans of action of each candidate. Secondarily the website
also contains the history, values, and advocacies that Santugon
believes in. This affects Santugon by having an easy access for the
people on what Santugons purpose in the society.
Facebook, Twitter, Instagram These social media outlets are used
for promotion during election season and updates on current events
outside the university that shape the society. These outlets
provide accessible information to the accounts connections on the
current events that shape the society.
The Natural Environment Cleaning of Taft Members of Santugon
were involved in a clean up drive of Taft Avenue last August 2012
address the problem of the volume of trash outside the campus. The
organizations involvement in the clean up drive had a solution to
the citys problem of flooding along Taft Avenue.
Legal The 1987 Constitution of the Republic of the Philippines
Article XIIIWith the Republic of the Philippines giving
independence to organizations to pursue and protect their interests
through lawful and peaceful means, participation to all levels of
social, political, and economic decision-making shall not be
abbreviated. As a political organization in DLSU, this gives
Santugon the freedom to act as a full function for its purpose.
Magna Carta of Students The implementation of laws in the
Philippines regarding student organization has given safety to all
students joining in and gave privileges for the organization.
Santugon members would not have to worry about any illegal actions
within the organization since there has been a law highlighting
such issues.
Population Demographics Increase in the number of membersThe
integration of Santugon in DLSU-STC resulted in an increase in the
potential members for the organization. An inclusion of an external
population with an existing population makes an increase in
possible membership and expansion of network.
B. 5 Forces Competitive Environment
The Five-Forces Model of Competition this model holds that
competitive forces affecting industry attractiveness go beyond
rivalry among competing sellers and include pressures stemming from
four coexisting sources
C. 5-Forces Analysis (Strong vs Weak)
The Competitive Force of Members and Potential Members
Bargaining Power Competitive pressures stemming seller-buyer
collaboration and bargainingThe Competitive Force of Substitute
Services Competitive pressures coming from the market attempts of
outsiders to win buyers over to their productsThe Competitive Force
of Supplier Bargaining Power Competitive pressures stemming from
supplier-seller collaboration and bargaining The Competitive Force
of Potential New Entrants of New Organizations Competitive
pressures coming from the threat of entry on new rivalsThe
Competitive Force of Rivalry among Competing Sellers Competitive
pressures created by the jockeying of rival sellers for better
market position and competitive advantage
The Competitive Force of Members and Potential Members
Bargaining Power (STRONG) Aside from what Santugon currently
offers, the organization is open to the influence brought out by
the potential members. The potential members have leverage in terms
of their motivational attitudes to join an organization.
The Competitive Force of Substitute Services (WEAK) There are
external organizations that get involved with DLSU have seasonal
activities. The external organizations that offer substitute
services do not conduct regular interactions with the DLSU
community. The Competitive Force of Supplier Bargaining Power
(WEAK) Santugon has an access to multiple suppliers. Every year,
various suppliers change to ensure quality and on time
delivery.
The Competitive Force of Potential New Entrants of New
Organizations (STRONG) There has been a shift in preference for
non-partisan ideologies that opened an opportunity for the
independent candidates to run for office. This is evident in the
last General Elections where an independent candidate was
triumphant in attaining the presidency.
The Competitive Force of Rivalry among Competing Sellers
(STRONG) The rivals of Santugon individually have strong influence
in their respective field. Santugon gears towards holistic
development while professional organizations have specialties that
fit better to the needs of the students in relation to their
course.
Based on the identified intensities of each competitive force,
we can say that Santugon will have to work hard to protect their
competitive advantage. In pursuing their vision of solely honing
individuals unsought potentials, Santugon will face difficulties in
achieving their vision.
CHAPTER 3 RESOURCES, CAPABILITIES, AND COMPETITIVENESS
A. TANGIBLE RESOURCES OF ORGANIZATION
Resources are competitive assets that are owned or controlled by
the company.Tangible resources such as plants, distribution
centers, manufacturing equipment, patents, information systems, and
capital reserves or creditworthiness.Intangible resources such as a
well-known brand or a results-oriented organizational culture. a.
Physical Resourcesi. Common meeting area (Tambex)1. Santugon has
established a common meeting place located in the lobby and bench 9
of the St. Joseph Hall Walk (SJ Walk). The members occupy the
benches in order to have a known meeting place where Santugon
members will always be.
At least twice a week, Santugon reserves class rooms for their
weekly meeting of the executive board and the core members.
However, the resources that Santugon are the property of the
University but the members are free to use the facilities.
ii. Santugon Paraphernalia1. Santugon has paraphernalia for the
purpose of marketing their organization to the student body. Their
paraphernalia includes: Specific Plans of Action (SPOA) It
comprises of Santugons vision and activites for the batch,
Tarpaulins Pictures and credentials of the batch representatives,
Fans, Pens and Lanyards These tangible items aim to seek
representation of the organization via the paraphernalia that are
distributed.
b. Financial Resourcesi. Money1. Santugon accumulates their
monetary assets from the following activities:a. Candidates Fee
During the campaign season, Santugon collects money from the
candidates in order to fund their paraphernalia, photo shoot and
clothing.b. Fund Raising Activities Santugon conducts yearly fund
raising activities in order to fund the operations of the
organization. Their activities in the year are:i. Garage Saleii.
Shirt Sellingiii. Food itemsc. Annual Party Sanutgon organizes an
event in order to welcome the new members of the organization and
serves as the introduction of the candidates in the freshman
elections. They collect an entrance fee in order to recoup their
expenses in the event.
c. Organizational resourcesi. Website (www.botoderecho.com)1.
Santugon has an official website wherein the activities, candidates
and their respective platforms are indicated. The access of the
website is available throughout the year. However, its contents are
changed every year during election season.
ii. Social Media accounts1. Santugon uses social media portals
such as Facebook, Twitter and Instagram. These social media
accounts are used for marketing and advertising purposes.
B. INTANGIBLE RESOURCES OF THE ORGANIZATIONa. Human assets and
intellectual capitali. Executive Board The Executive Board is
in-charge of the overall operations of the organization. ii. Core
The Core members are segregated per college in order to properly
guide and facilitate within the college. iii. Members The members
have the opportunity to be active in the organizations socio-civic
activities and election operations.iv. Alumnus The Santugon Alumnus
are a supplemental tool in order to properly facilitate trainings
for the candidates. b. Brand, Image and Reputational assetsi. Brand
Name: Santugon sa Tawag ng Panahon1. Santugon is short for Iisang
Tugon. The organization believes in a unified response to the call
of times. This has been the brand name of the organization since
its establishment. ii. Organization colors: Yellow and Blue1.
Yellow represents dynamism. Santugon hones proactive individuals
with the constant pursuit of progress. In line with its name, the
organization believes in continually adapting to the needs of the
student body and society in relation to the times.2. Blue
represents commitment. The organization was founded on October,
which happens to be Marian devotion month. Keeping this in mind,
the organization used the color to signify the commitment in
service of good will of Mother Mary.
c. Relationshipsi. The relationships of the organization with
internal and external personalities are a vital tool for the
sustenance of the organization. Santugon has existing relationships
with university administration, network and connection of the
current and former organization members and external suppliers for
the production of their paraphernalia. d. Company culturei.
Santugons culture and norms of behavior are in line with the
virtues of determination, discipline, experience, heart and
community.
C. SWOT Analysis
SWOT analysis provides the basis for crafting a strategy that
capitalizes on the companys strengths, aims squarely at capturing
the companys best opportunities, and defends against the threats to
its well-being.
STRENGTHSWEAKNESSES
High number of membership from feeder schools Has point person
per high school to gain membership of the freshman batch
Highly rooted on organizational values
Proven traditional method of data gathering from alumnus are
used
Strong alumni relations
Santugon candidates have majority seats in University Student
Government
Solid network of connections
Candidates are chosen for their personality and credentials
Santugon members exude an elitist vibe Lack of involvement of all
members (Members are only active during elections; not in
activities)
Creates a stand for an issue based on values not on political
affiliations
Inaccurate projection of election results Poor marketing
strategies for 2013 recruitment
Alumna methods of training clash with that of the current core
members
Expectations of Santugon candidates who are elected are high
Biased decisions made by the administration and connections
Competencies of members who lack on credentials are
overlooked
OPPORTUNITIESTHREATS
Establishment of a wider organizational involvement in the
Canlubang campus (STC)
Increase of membership from STC campus
Tie-ups with external organizations for better scope and range
of members
Tie-ups with high school student governments for an increased
perception of potential DLSU students
Improvement of recruitment of the upper classmen rather than
focusing efforts on the freshmen The distance between DLSU Manila
and DLSU STC causes miscommunication
Different ideologies of the student of the two campuses
Possible clash in ideologies between the two organizations
Its difficult to communicate with high school students because
of the difference in the way they think
Superiority complex of the upper class men to follow officers of
a lower year level
Santugons pursuit for their vision is still realistic and
attainable. The organization is overcoming their strengths,
weaknesses, opportunities and threats by focusing on their
strengths, lessening the effects of the corresponding weaknesses
and taking action on possible opportunities, Santugon can still
maintain their competitive advantage.
Based on the data presented above, Santugons weaknesses outweigh
its strengths. This is evidence of a future problem that the
organization has to anticipate and address when it manifests.
In terms of its opportunities vis--vis threats, the threats
identified are not powerful enough to erode the organizations
strengths and its ability to take action on the opportunities. With
the opportunities identified, it is apparent that Santugon still
has room for improvement. The organization should make use of their
existing strengths to attain the benefits of the opportunities.
Presently, Santugons strengths such as attaining majority seats
in University Student Government and a high number of memberships
every year have made a positive impact on the organization. Most of
the identified opportunities are being taken into consideration and
there are negotiations in order to pursue opportunities for the
organization. It can be inferred by these data that the
organization has solidified its potency as a premier organization
in DLSU.
CHAPTER 4 STRATEGY FORMULATION
A. Definition of the Present Generic Strategy
Santugons main competitive strategy is having a broad
differentiation strategy as it seeks to differentiate its products
from its rivals to appeal to a broad target market. According to
them, the present strategy that is being done by having the family
aspect within the campus. It is also stated that they differentiate
because the organization offers products, programs that satisfies
the students needs.
Santugon offers a unique preference such as a familial
relationship among the organizations members and that need of
having a family within the DLSU campus is being offered by
Santugon. These offerings are available to a broad market that is
represented by the students of DLSU.
B. Description of Competitive Environment
Best-cost provider strategy works best in potential members in
DLSU where the need of a family is the norm and attractively large
number of family conscious potential members can be induced to join
the organizations leadership trainings and socio-civic activities
rather than the basic talk or seminars of less related to the
family or non-family related of even the other leading
organizations in DLSU.
C. CHOSEN and PROPOSED Strategy for the organization
Chosen strategy: BEST-COST PROVIDER STRATEGY
Group Clarity has chosen the best cost provider strategy because
based on description of competitive environment, Santugon will
create hybrid strategy of being a low cost provider that is coupled
with differentiation that are keyed to offering carefully designed
services that will appeal to the students unique preferences and
needs.
This strategy is viable to Santugon because based on the market
situation that is perfect for the best-cost provider strategy,
where great masses of buyers become value conscious and are
attracted to economically priced products and services with
especially appealing attributes.
Santugon can fully adapt the best-cost provider strategy. The
following aspects identify the strategy and how Santugon is
currently adapting and should adapt:
Low cost provider: Santugon currently offers no membership fee
to its potential members. There is no membership fee because
Santugon wants to give a chance to everyone to be part of the
organization. The organization already adapts low cost attributes
that make it attractive to students with the market situation where
the buyers (in this case students) are value conscious. This is
assumed to be the case because students have limited resources in
terms of their monetary assets.
Products or services that is appealing to students unique
preferences and needs: Santugon offers the following services as a
way to differentiate from other organizations and to appeal to the
students:1. Leadership trainings Members are given the chance to be
part of the junior core where the organization conducts leadership
trainings in order to teach its members how to lead in all sectors
in the university2. Familial ties among its members Santugons main
differentiating factor is the existence of familial relationships
among its members. The organization is known to being the biggest
family in De La Salle University.
If Santugon will adapt the best-cost provider strategy, the
possible results will be: Increase on percentage of high
memberships because of the services that appeal to the distinct
needs of the students. Be the preferred organization of the
students in terms of their need to be part of a family within the
University. Recognized as the organization that will aid the
students to unleash their unrecognized potentials.
CHAPTER 5 CONCLUSION AND RECOMMENDATIONS
Based on our application of all the frameworks used in this term
paper our group has concluded that Santugon sa Tawag ng Panahon
should revamp their current broad differentiation strategy and
adapt a best-cost provider strategy.
With Sanutgons vision with reference to its goals, the goals set
by the organization are in line in the fulfillment of their vision.
By envisioning to be the organization that solely hones the
unsought potentials of its members, their goals are in line because
Santugon aims to develop the individuals leadership capacity and
maintain a high percentage of membership in order to fully maximize
their influence to a large majority of students. By maintaining a
high percentage of patronage, the vision of Santugon to be the
organization that solely hones individuals unsought potential is
sustained and attainable. Santugons goals and objectives are
practically connected because the objectives of the organization
give a clear picture of how they shall achieve their resources
(financial objectives), target activities (strategic objectives)
and socio-civic involvement (social objectives).
With the application of the frameworks such as the Companys
Macro Environment and Five-Forces Model of Competition, the group
has assessed that, generally, Santugon may have barriers in
achieving their vision. In relation to the macro environment, the
external forces have a meager effect on the organization. However
in the five forces of competition, three out of the five are
strong. The three strong forces are pertinent to the development of
the organization. Generally, the organization can still sustain
their competitive advantage if they take into consideration the
unique needs of the students.
Santugon has a wide variety of resources and capabilities. Their
tangible and intangible resources are proven to be useful and
necessary for the continued existence of the organization. With
this, the organization is able to sustain their competitive
advantage and pursuit for its vision and goal with their existing
assets.
Upon the assessment of Santugons SWOT analysis, it can be
deduced that the organization is still and able to overcome their
weaknesses and threats by focusing in building their strength and
taking action on the opportunities. Doing this, Santugons vision,
goals and objectives will be within reach.
The groups proposition to shift to Best-Cost Provider Strategy
will be able to further solidify Santugons competitive advantage.
By providing carefully designed services geared towards holistic
student development, the organization can offer services that are
in line with the fulfillment of their needs.
With the members being involved with Santugon, they are unaware
of their innate potentials. Initially, students join Santugon in
order to avail of the benefit of having a family relationship
within the organization. This may be related to the third level of
Maslows Heirarchy of Needs the belonging aspect. Santugon gives the
students belonging within the organization. From there, the
organization has leadership trainings available to all of its
members. It is in the leadership trainings where the organizations
path to their vision is laid. It is during the trainings where
Santugon hones the unsought potentials. Hence, Santugons vision is
continually being achieved and stays the same for the next
generation of students.
REFERENCES AND APPENDICES
Books:Gamble, J. Thompson, A & Peteraf, M. (2013) Essentials
of strategic management: The quest for competitive advantage (3rd
edition). New York, NY: McGraw-Hill.
Official Documents: Santugon Briefing DeckSantugon Freshmen
Elections 2013 FAQ
Interviews:Robert Hechanova, President of Santugon sa Tawag ng
Panahon 2013-2014Renz Dagala, Secretary Generan of Santugon sa
Tawag ng Panahon 2013-2014Bev Yu, Executive Vice President of
Santugon sa Tawag ng Panahon 2013-2014
Online:Magna Carta of Students, The Allegiance, Retrieved from
http://scapnational.wordpress.com/events/
(Feb 11, 1987), 1987 Constitution of the Republic of the
Philippines Article XIII, Official Gazette, Retrieved from
http://www.gov.ph/the-philippine-constitutions/the-1987-constitution-of-the-republic-of-the-philippines/the-1987-constitution-of-the-republic-of-the-philippines-article-xiii/
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