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EXECUTIVE SUMMARY

The Clarity group chose the organization Santugon because we
believe in Santugon’s values and principles that are align with ours such
as individuality, passion for service and family. We also liked how
Santugon isn’t 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 organization’s 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

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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.

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TABLE OF CONTENTS
EXECUTIVE SUMMARY …………..………………………………………………… 1
CHAPTER ONE – THE ORGANIZATION ...……..………….………………..…… 5
Description and Profile of the Organization ………………………………... 5
Mission Statement …………………..…………….………………………..… 6
Vision Statement of the Organization …………………………….…..…..… 7
Effective Elements …………………………..………………….…..… 7
Shortcomings ………………………………………………………..… 7
Values, Philosophy, and Ideology of the Organization …………….……… 8
Goals of the Organization ……………………………………………………. 9
Objectives of the Organization …………………………….……………..... 10
Financial Objectives ………………………………..……………..… 10
Strategic Objectives ……………………………………...……….…. 12
CHAPTER TWO – EXTERNAL ENVIRONMENT ……………..….…………...... 13
Macro-Environment Components (PESTELD) …………………….……... 13
FIVE Forces Competitive Environment ……..………………...…………... 17
5-Forces Analysis (Strong vs Weak) ………………………………………. 19
Factors affecting Competition from Substitute Products …..…..... 19
Factors affecting Bargaining Power of Buyers ……….…………... 19
Factors affecting Strength of Rivalry ………………………………. 20
Factors affecting Threat of Entry …………………………………… 20
Factors affecting Bargaining Power of Suppliers ..……..………... 20
CHAPTER THREE – RESOURCES, CAPABILITITES, AND
COMPETITIVENESS ………………………………..…………………...…………. 21
Tangible Resources of the Organization …………..…………………….... 21
Intangible Resources of the Organization ………………..………….….... 23
SWOT Analysis ………………………………………………………………. 24

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CHAPTER FOUR – STRATEGY FORMULATION …………………..……..…… 28
Definition of the Present Generic Strategy ……………………..….…...… 28
Description of Competitive Environment ………………………………….. 28
CHOSEN and PROPOSED strategy for the organization ………………. 28
CHAPTER FIVE – CONCLUSION AND RECOMMENDATION …………..…... 31
REFERENCES AND APPENDICES …………………………………………….... 33

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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 1970’s until the mid-80. The 1970’s 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 CojuangcoAquino 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

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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

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Vision statement is the direction on what the organization aims to achieve
in the future.
“Santugon envisions a social political organization that solely hones
individual’s unsought potentials.”
Characteristics of Effectively Worded Vision Statements
a. Effective Elements
- Feasible
Santugon’s 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
individual’s unsought potentials with the quality of leaders
that they supply the student body.
-

Easy to communicate
Santugon’s vision is easy to communicate because it a
single sentence that is direct to the point and selfexplanatory.

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 broad
Santugon’s 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.

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D. Values, Philosophy, and Ideology of the Organization
Values
Integrity - Consistency in actions and accountability for one’s 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 one’s 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 one’s 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
one’s 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.
Santugon’s 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.

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Ideology
Consultative - In line with the organization’s value of individuality,
Santugon seeks perspectives from all sectors. Consulting a wide variety of
sectors broadens the organization’s 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.
2.
3.
4.

Develop individual’s leadership formation
Maintain high percentage of membership
Win majority seats in the University Student Government
Conduct an annual socio-civic activity (December)

F. Objectives of the Organization
Specific
Measurable
Attainable
Result-oriented
Time-bound

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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 August

Membership Card

Price

Quantity

80

1800

TOTAL

-

144,000

To raise funds from Fund Raising Activities and Candidate’s fees of
640,000 pesos to cover the expenses of the General Elections held
during the month of March
Price
EXECOM
Campaign Fee

Total

12

66,000

57

199,500

7

24,500

5500

Batch Campaign
Fee

Quantity

3500

Canlubang
Candidates
Campaign Fee

3500

COB Core

30,000

30,000

SOE Core

30,000

30,000

CLA Core

30,000

30,000

COE Core

30,000

30,000

COS Core

30,000

30,000

CCS Core

30,000

30,000

CED Core

30,000

30,000

President

25,000

25,000

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Outer Core
President

25,000

25,000

25,000

25,000

25,000

25,000

40,000

40,000

Secretary
General
Executive Vice
President for
Activities
Garage Sale
(Fund Raising
Activity)

640,000

b. Strategic Objectives
- To develop individual’s 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.

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CHAPTER 2 – EXTERNAL ENVIRONMENT
A. Macro Environment Components
The macro-environment is the external relevant factors that affect
management’s decision regarding its long-term direction, objectives,
strategy, and business model.
Santugon’s 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

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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 forces
Economic – supply and demand in the industry
Societal Values – community involvement
Technological – portals that the organization utilizes
Environmental – engagement on environmental protection
Legal – laws that govern the operations of the organization
Demographics – traits of the individuals within the population
Political
- Science and Technology Center
Last March 2013, Santugon was integrated in DLSU STC.
This integration affected Santugon by having a wider scope
-

in terms of influence and relations.
Alumnus
Every 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 Office
Before, 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 DLSU’s ideology.

Societal Values and Lifestyle
-

Involvement for Habitat for Humanity

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Santugon 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
-

Website
Santugon 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 Santugon’s 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 account’s 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 organization’s
involvement in the clean up drive had a solution to the city’s
problem of flooding along Taft Avenue.

Legal
-

The 1987 Constitution of the Republic of the Philippines Article XIII
With 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

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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 members
The 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

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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

The Competitive Force of
Substitute Services
- external organizations - BMS
Cares: Child Hope Foundation,
FTK: For The Kids

The Competitive Force
of Supplier Bargaining
Power
- suppliers of Santugon
paraphernalia
- fans, pens,print out of
platform, tarpaulins, A4
posters, calling card,
website and application
developer

The Competitive Force
of Rivalry among
Competing Sellers
- Political Organization,
Tapat
- Professional
Organization that values
familial relations, BMS
- Independent candidates

The Competitive Force
of Members and
Potential Members
Bargaining Power
- Potential members,
DLSU Manila and DLSUSTC students

The Competitive Force of
Potential New Entrants of
New Organizations
- Independent candidates
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C. 5-Forces Analysis (Strong vs Weak)

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The Competitive Force of Members and Potential Members Bargaining
Power
– Competitive pressures stemming seller-buyer collaboration and
bargaining
The Competitive Force of Substitute Services
– Competitive pressures coming from the market attempts of
outsiders to win buyers over to their products
The 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
rivals
The 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.

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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 individual’s 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.

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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 Resources
i. 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 Paraphernalia
1. 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 Santugon’s
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 Resources
i. Money
1. Santugon accumulates their monetary assets from the
following activities:

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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 Sale
ii. Shirt Selling
iii. Food items
c. 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 resources
i. 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 accounts
1. 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 ORGANIZATION
a. Human assets and intellectual capital
i. 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
organization’s socio-civic activities and election operations.

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iv. Alumnus – The Santugon Alumnus are a supplemental tool in
order to properly facilitate trainings for the candidates.
b. Brand, Image and Reputational assets
i. Brand Name: Santugon sa Tawag ng Panahon
1. ‘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 Blue
1. 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. Relationships
i. 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 culture
i. Santugon’s 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 company’s strengths, aims squarely at capturing the

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company’s best opportunities, and defends against the threats to its wellbeing.
STRENGTHS
- High

number

membership
-

-

WEAKNESSES
of
- Santugon members exude

from

feeder

schools
Has point person per high

-

members

(Members

are

school to gain membership

only active during elections;

of the freshman batch

not in activities)

Highly

rooted

on

-

organizational values

Creates a stand for an issue
based on values not on

-

an elitist vibe
Lack of involvement of all

political affiliations
Proven traditional method of
data

gathering

-

Inaccurate

-

election results
Poor marketing strategies

from

alumnus are used

projection

of

for 2013 recruitment
-

Strong alumni relations

-

Alumna methods of training
clash with that of the current
core members

-

-

Santugon candidates have

-

Expectations of Santugon

majority seats in University

candidates who are elected

Student Government

are high

Solid

network

of

-

Biased decisions made by
the

connections

administration

and

connections
-

Candidates are chosen for
their

personality

and

-

Competencies of members

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credentials

who lack on credentials are
overlooked

OPPORTUNITIES
THREATS
- Establishment of a wider
- The
organizational

-

involvement

distance

between

DLSU Manila and DLSU

in the Canlubang campus

STC

(STC)

miscommunication

Increase

of

membership

-

from STC campus

causes

Different ideologies of the
student

of

the

two

campuses
-

Tie-ups

with

external

organizations

for

scope

range

and

better

-

of

between

members
-

the

two

organizations

Tie-ups with high school

-

It’s difficult to communicate

student governments for an

with high school students

increased

because of the difference in

perception

of

potential DLSU students
-

Possible clash in ideologies

the way they think

Improvement of recruitment
of

the

upper

classmen

rather than focusing efforts
on the freshmen

-

Superiority complex of the
upper class men to follow
officers of a lower year level

Santugon’s 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.

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Based on the data presented above, Santugon’s 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-à-vis threats, the threats identified
are not powerful enough to erode the organization’s 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, Santugon’s 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.

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CHAPTER 4 – STRATEGY FORMULATION
A. Definition of the Present Generic Strategy
Santugon’s

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 organization’s 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

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organization’s 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:
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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 university
2. Familial ties among its members – Santugon’s 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.

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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 Sanutgon’s 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 individual’s 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
individual’s unsought potential is sustained and attainable. Santugon’s 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 Company’s 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.

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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 Santugon’s 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, Santugon’s vision, goals and objectives will be within reach.
The group’s proposition to shift to Best-Cost Provider Strategy will be able
to further solidify Santugon’s 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 Maslow’s 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 organization’s path to their vision is laid. It is
during the trainings where Santugon hones the unsought potentials. Hence,
Santugon’s vision is continually being achieved and stays the same for the next
generation of students.

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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 Deck
Santugon Freshmen Elections 2013 FAQ
Interviews:
Robert Hechanova, President of Santugon sa Tawag ng Panahon 2013-2014
Renz Dagala, Secretary Generan of Santugon sa Tawag ng Panahon 2013-2014
Bev 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-therepublic-of-the-philippines/the-1987-constitution-of-the-republic-of-thephilippines-article-xiii/

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