ATENEO DE DAVAO UNIVERSITY

2/F Bellarmine Bldg., E. Jacinto Street, 8016 Davao City, Philippines

Tel. No. +63 (82) 221.2411 to 14 loc. 8312 | Telefax +63 (82) 221.8103

In Consortium with Ateneo de Zamboanga University and Xavier University

SCHOOL OF BUSINESS AND GOVERNANCE – UNDERGRADUATE PROGRAMS

CONTENTS OF A STRATEGIC PLAN

Title Page (see next page)

Executive Summary
Acknowledgement

TABLE OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

I. INTRODUCTION

1.1 Company Background

1.2 Vision, Mission, and Goals & Objectives

II. PROBLEM AND ITS SETTING

2.1 Background of the Study

2.2 Problem Statement

2.3 Objectives of the Study

2.4 Significance of the Study

2.5 Scope and Limitations

III. STRATEGIC PLAN FOR (NAME OF THE COMPANY)

3.1 Proposed Mission Statement

3.2 External Assessment

3.2.1 Porter’s Five Forces Model

3.2.2 Opportunities

3.2.3 Threats

3.2.4 External Factor Evaluation Matrix

3.2.5 Competitive Profile Matrix

3.3 Internal Assessment

3.3.1 Financial Aspect

3.3.2 Strengths

3.3.3 Weaknesses

3.3.4 Internal Factor Evaluation Matrix

3.4 Strategy Formulation and Selection

 3.4.1 Strength-Weaknesses-Opportunities-Threats Matrix

3.4.2 Strategic Position and Action Evaluation Matrix

3.4.3 Boston Consulting Group Matrix

3.4.4 Internal-External Matrix

3.4.5 Grand Strategy Matrix

3.4.6 Quantitative Strategic Planning Matrix

3.5 Strategy Implementation

3.5.1 Management and Operations

3.5.2 Marketing, Finance/Accounting, R&D, and MIS

3.5.3 Projected Financial Statement for 20XX-20XX (note: 3-5 years)

3.6 Strategy Evaluation

REFERENC
ES

APPENDIC
ES

DEADLINES:

PART 1 – 3.1- JULY 28, 2021

PART 3.2 – 3.4.1 – AUGUST 20, 2021
PART 3.4.2 – 3.6 – SEPTEMBER 10, 2021
FINAL PAPER – SEPTEMBER 18, 2021

Ateneo de Davao University

E. Jacinto St., Davao City

A (3/5)-YEAR STRATEGIC PLAN Of Philippinne Long Distance Telecommunications (PLDT) Incorporated

Presented to the Faculty of School of Business and Governance

In Partial Fulfillment of the Requirements for the Subject

MGT 4259 – STRATEGIC MANAGEMENT

Presented to:

Mr. Prince Christian P. Mianagua, MICB, MBA

Presented by:

Asis, Clariz Dianne

Cabonillas, Daffodil

Gonzales, Dianne Joy

Mandalihan, Charimae

Saquin, Maria Angelicka

Executive Summary
 The executive summary is a digest of the study and should also be given the same careful attention as
the main text. It normally should not exceed 350 words. It includes a brief statement and explains the
problem, i.e.,

i) problem statement
ii) what was found
iii) what the findings mean
iv) what actions to take
v) conclusions
vi) recommendations

Table of Contents

Indicate the titles of main sections, subsections, and their corresponding page numbers. This should
also show the “Appendices” section and the “References” section with the corresponding page
numbers. The entries should be in double space format. This should not be listed in the Table of
Contents itself.

List of Table/s (indicate the name of the table and the corresponding page number)

Include this part if there is any table shown in the paper. The entries should be in double space
format.

List of Figure/s (indicate the name of the figure and the corresponding page number)

Include this part if there is any chart, graph, or diagram shown in the paper. The entries should be in
double space format.

II. The title of this chapter is “PROBLEM AND ITS SETTING”

Background of the Study

Adequately explains the facts or actual conditions or situations that became the basis for
conceptualizing the study, including a brief historical development of the firm and the Industry (for a
commercial establishment) or a brief historical development of the institution and the field of activity where it
belongs (for a non-commercial establishment); briefly discusses the prospects of the firm within the context
of identified parameters in the industry (for a commercial establishment) or the prospects of the institution
within the context of identified parameters in the field of activity where it belongs (for a non-commercial
establishment), contains strong justification/s for the selection of the study based on the need to formulate a
corporate strategy for any of the following: (1) a diversified business firm (the firm and all of its business as a
whole), (2) a single-business firm or a business the firm has diversified into, and (3) a non-commercial
establishment.

Statement of the Problem

States clearly and unambiguously the major problem and the sub-problems, testable by empirical
methods – that is, through the collection of data, each is stated in question form or in the form of an implicit
question.

Objectives of the Study

Adequately and clearly states the specific and general objectives of the study
 Significance of the Study
Adequately discusses the importance and relevance of the study with respect to identified strategic
needs of the firm in particular and in overall industry situation in general (for a commercial establishment) or
to identified strategic needs of the non-commercial institution in particular and to overall state of its field of
activity in general.

Scope and Limitations of the Study

Adequately identifies and fully discusses the boundary of the problem and isolates it form all other
problem; sufficiently discusses the limiting aspects of the d\study, identifies and explains areas for further
research.

Definition of Terms
(Adequately provides clear conceptual and operational definition of terms

“EXTERNAL ASSESSMENT”

For commercial establishments - Comprehensively describes the industry in terms of the basic parameters
linking it with the broader economic environment in general and the more specific concerns of the business
firm in particular. Systematically and clearly analyzes the industry in terms of the following: (1) its place in
the supply process, (2) its operations – production, market, and costs, (3) the forces driving industry
competition, (4) its role in the economy, and (5) opportunities and threats, emphasizing the industrial
characteristics which can be of interest to corporate strategy planners, (6) critical success factors.

For non-commercial establishments - Comprehensively discusses and interprets the sweep of social, political,
economic, ecological, and technological events spotting budding trends and conditions that could potentially
impact the institution. Systematically and clearly analyzes relevant current events, constructs scenarios and
translates vague inklings of future opportunities or threats into clearer strategic issues. Adequately provides a
firm basis for raising consciousness of corporate planners about potential developments that could impact
environmental conditions at both the macro and micro levels; lengthens the planning horizon of corporate
planers by spotting first-of-a-kind happenings and new ideas and approaches that are catching on and by
extrapolating their possible implications at least two (2) to five (5) years into the future.

“INTERNAL ASSESSMENT”

Clear description and logical presentation; makes use of empirical data; applies appropriate analytical
techniques to expose the strategic quality of the firm’s (or institution’s) business/es (or fields of activity);
provides a comprehensive analysis of the firm’s (or institution’s) strengths and weaknesses and relates it to
the results of industry analysis (or environmental analysis); clearly depicts support and non-support of
research questions.

“STRATEGY FORMULATION AND SELECTION”

Based on the diagnosis of the firm’s (or institution’s) internal and external situation; clearly identifies
moves to diversify the activity/ies (if applicable), actions to respond to changing conditions, moves to
strengthen the firm’s long-term competitive position and secure a competitive advantage, efforts to
broaden/narrow the product line, efforts to modify geographic coverage, efforts to integrate backward or
forward, actions to capitalize on new opportunities, defensive moves to counter the actions of competitors and
defend against external threats, moves and functions that define how key functions and activities are being
managed, and actions to improve short-term profitability.

“STRATEGY IMPLEMENTATION”

Clearly discusses what must be done to put the strategy in place, execute it proficiently, and produce
good results; includes the following principal aspects: (1) organization, (2) budget, (3) policies, (4) behavior,
(5) reward, (6) organization’s culture/work climate, (7) internal support systems, (8) best practices, and , (9)
leadership.

“STRATEGY EVALUATION”

Clear description and logical presentation of the action plan for evaluating performance, reviewing
new developments, and initiating corrective adjustments.

References
Use the APA Manual, 6th Edition (or later) for the proper format of listing references.

Appendices
Appendices are included in a study for placing large tables, large figures, questionnaire, full-text or
excerpts of large documents that support your discussions in the text, large details about statistical
techniques, statistical test results, etc.

Curriculum Vitae of the Candidate (with the latest 2x2 picture)