PAGE 2 ORGANIZATIONAL VISION
• an inspirational statement of what the organization hopes to
achieve at some point in the future the image of what an
organization desires to achieve short and succinct but carries an
extraordinary force that will stir, motivate, and inspire
employees to work and refocus toward its desired optimal future
stat.
ORGANIZATIONAL GOALS AND OBJECTIVES
Organizational goals are pursued on their respective purpose
and direction. Goals are macro, encompassing in perspective and
prospective in nature.
• Objectives are different from goals in that they are micro and
specific in perspective.
Strategic Objectives
• Strategic objectives are, in general, externally focused.
According to Peter Drucker (2008), objectives fall into eight
major classifications:
1. Market standing like desired share of the current and new
markets.
2. Innovation like development of new goods, services, and of
skills and methods required to supply them.
3. Human resources like selection and development of
employees.
4. Financial resources like identification of sources of capital and
their uses.
5. Physical resources like equipment and facilities and their uses.
6. Productivity like efficient use of the resources relative to
output.
7. Social responsibility like awareness and respon siveness to the
effects on the community of the stakeholders.
ORGANIZATIONAL CULTURE
• a system of knowledge and common values which
can be exhibited and evaluated similarly by people
even with different backgrounds and at different
levels within the organization
• more solid, stable, and long-term because it
presents the organization's culture from its inception
to where it is; showing how the culture of an
organization evolved through the years
• unique and largely and generally influenced by the
leadership of the top management
ORGANIZATIONAL CLIMATE
• the regular and repetitive patterns of attitudes and behavior
exhibited by employees of an organization
• a measure of the health of an organization
Strategic Analysis in Decision-Making CHALLENGES IN THE
EXTERNAL & INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
Student Learning Outcomes
1. Perform environmental scanning
2. Employ SWOT Analysis using a company
3. Analyze and evaluate the social, political, economic,
technological, and environmental forces affecting the country
4. Identify external forces that may prove beneficial or
detrimental to an organization
SCANNING THE ENVIRONMENT
• Environmental scanning is the study and interpretation of the
forces existing in the external and internal environments.
• It is carefully monitoring the surroundings with the
end goal of ascertaining early indications of prospects and
challenges that may influence the organization's present and
future plans.
The external environment includes social, economic, political,
technological, environmental forces that may influence an
organization, an industry, or an entity.
The competitive environment covers competitors, suppliers,
customers, stakeholders, culture, and the government.
Modes of Environmental Scanning
• Scanning processes:
1. looking at or simply viewing information the environment
involves two
According to Aguilar (1967), there are 4 ways of environmental
scanning:
Undirected Viewing
• The individual is exposed to information with no specific
informational need in mind. The sources of information are
wide-ranging and large chunks of information are quickly
dropped from the individual's attention.
Conditioned Viewing
• The individual directs viewing of information to specified facts
and data to be able to assess their general impact on the
organization. It is not an active search but a mere viewing of
information.
Informal Search
• This essentially involves a relatively unstructured effort where
the objective is to gather information to expound on the issue
Formal Search
• The effort exerted by the individual is deliberate and planned.
The search is both focused and structured and the research
methodology is clearly enumerated and followed.
The SWOT Matrix Analysis
• The SWOT Matrix is a structured assessment tool used to
evaluate an organization, industry, a place, or even a person in
terms of set parameters like strengths, weaknesses,
opportunities, and threats.
PAGE 3• It classifies strengths and weaknesses as internal • These areas are government, culture, the stakeholders,
dynamics characterizing an organization and threats and competitors, suppliers, customers, and the community.
opportunities as external influences to the organization Government: BUSINESS CARETAKER
• Strengths are features that organizations possess, thus,
The government is the sole legitimate institution tasked with
giving it significant advantage over others.
• Weaknesses are characteristics that place organizations at a overseeing organizational operations in the country. In
disadvantage relative to others. These may just be limitations or implementing these administrative functions and
vulnerabilities of organizations. responsibilities, the government undertakes the following:
• Opportunities are possibilities in the external environment that 1. Provides the needed infrastructure
organizations can exploit to their advantage. physically in the form of roads, bridges, electricity, and water
• Threats are challenges in the external environment that services; technologically through information technology
can cause problems to organizations.
infrastructure and communication facilities;
THE EXTERNAL ENVIRONMENT
• The external environment presents varying forces that • economically by providing availability of loans, banking
influence organizational direction and strategic decision-making. services, low interest rates, and tax incentives; socially through
• These forces are social, political, technological, housing, welfare, waste management policies, community
economic, environmental, and legal in perspective. services, and societal responsibilities; and
• The confluence of these forces can present themselves as 2. Creates an atmosphere of fair and robust competition among
threats and challenges to organizations. On the other hand, they industry and company players, monitors and regulates
could provide valuable opportunities. The analysis of the external
monopolies and oligopoles, and eliminates unfair and legitimate
environment is referred to as PEST Analysis
FORCES IN THE EXTERNAL ENVIRONMENT practices politically in terms of peace, security, stability, and
Political Forces governance.
• Political Independence 3. Formulates business policies, implements business operating
• Changing Governments guidelines, regulates the conduct of business activities such as
• Terrorism payment of taxes, health and safety practices in food,
• Suicide Bombings
manufacturing, construction, and other service industries,
• Global Alliances
• Chemical and Nuclear Threats. ensures quality of products and services, and mandates
Economic Forces minimum wages of employees, and their fair and just treatment.
• Globalization A COMMUNIAL CONVERGENCE
• Competitors and Suppliers • Culture is the communal aggregation and convergence of the
• Fall of Financially Stable Organizations country's philosophy, beliefs, traditions, values, attitudes,
• Increasing Oil Prices aspirations, and practices that have historically evolved since a
• Economic Trade Agreements
nation's inception.
• Emerging Markets
• Rise of China • The Philippines has its own culture-a culture greatly.
Social Forces influenced by diverse cultures: Chinese, Japanese, Spanish, and
• Changing Social Structures American.
• Aging Population • Through many years of national growth and
• Demand for Health Services development, this culture has been shaped by environmental
• Sophisticated Lifestyles of People variables happening within and outside the country, and until
• Cross-cultural Diversity
today, continues to change, mature, and transform.
Technological Forces
• Communication Technology • Such evolution has nurtured in the Filipino certain distinct
• Computer-integrated Business beliefs, traditions, and practices, which are either a pride to the
• E-banking country or otherwise.
• E-learning CULTURE:
• Digital Medicine A COMMUNIAL CONVERGENCE
• E-security
FILIPINO CULTURE
Environmental responsibility is the urgent call of the global
neighborhood. Ecological damage is happening everywhere. • Trait of hospitality
Environmental Forces • Practice of bayanihan
• Climate Change • Taking care of parents, old relatives, and siblings
• Use of Biodegradable Materials • Concern or pakikisama and utang na loob
• Environmental Waste Management • Habits of ningas kugon, mañana, and 'Filipino time
• Preservation of Rainforests and Marine Life • Attitudes of crab mentality and bahala na
INTERNAL ENVIRONMENT
• Virtue of resiliency
Student Learning Outcomes
1. Assess the internal environment • Idea of kanya-kanya
2. Identify the role of the government as the business caretaker • Consciousness of 'being politically involved'
3. Appreciate the role of culture as a venue of communal STAKEHOLDERS:
convergence THE BUSINESS INVESTORS
4. Classify the types of competitors and compare them with each Organizations exist because there are individuals who are willing
other to take risks, invest their capital, and engage in business
5. Relate consumer behavior to specific consumer outcomes
activities in exchange for a retum called profit.
6. Appreciate the importance of suppliers in any business
transaction
7. Explain Porter's Five Forces Model Stakeholders are an asset to the country. They provide
THE INTERNAL ENVIRONMENT opportunities for exchange of products and services. They
• In the internal environment, there are existing unique and initiate business operations and compete among themselves.
interrelated variables that directly affect any
organization/business.
• Understanding these variables is essential to conduct the
PAGE 4• Stakeholders are business investors. Some are actively
involved in the conduct of their business while others prefer to
be silent investors.
• They boost and energize economic activity, provide
employment to the community, and help government by paying
business taxes. of businesses are the direct While owners of
businesses stakeholders, others are indirect
stakeholders. These are individuals or entities that stand to
benefit from the investments of the owners. They are the
employees, the government, and the community.
COMPETITORS:
BUSINESS THREATS
• Competition is an economic scenario where nations,
communities, organizations, companies and individuals offer and
sell her products and services.
• Competitors continuously stive to outplay and outsmart each
other, hoping to get a larger share of the target market.
1. Same Products – companies who sell exactly the same
products or offer the same services.
2. Similar Products – companies who sell similar products
3. Substitute Products are products that are similar enough that
one an be used in place of other products.
4. Different Products
CUSTOMER: THE BUSINESS CHALLENGES
CUSTOMER: THE BUSINESS CHALLENGES
Changes in Consumer Behavior
CUSTOMER: THE BUSINESS CHALLENGES
SUPPLIER: THE BUSINESS PARTNERS
 These refer to individuals and companies engaged in the
delivery of raw materials, machinery, technology, labor,
expertise, skills, and other forms of services.
 They are essentially business partners. Without them,
certain products cannot be produced and some services
cannot be rendered.
COMMUNITY: THE BUSINESS CONCERN
PORTER’S 5 FORCES MODEL
COURSE PACKET 2: STRATEGY FORMULATION
BUSINESS STRATEGIES
VALUE CHAIN ANALYSIS
• Value chain is a general term that refers to a sequence of
interlinked undertakings that an organization operating in a
specific industry engages in.
• It looks at every phase of the business from the time of
procurement of raw materials to the time its products reach its
eventual end users or consumers.
• The value chain concept is concretized in supply chain
management. Here, value creation is greatly emphasized.
SUPPLY CHAIN MANAGEMENT
• Supply chain management is a broad continuum of
specific activities employed by a company. It consists of the
following:
• — Purchasing or supply management which includes the
sourcing, ordering, and inventory storing of raw materials, parts,
and services;
• Production and operations, also kwon as manufacturing and
assembly;
• Logistics which is the efficient warehousing, inventory
tracking, order entry, management, distribution and delivery to
customers; and
• Marketing and sales which include promoting and selling to
customers.
Sourcing and Ordering
Steps in sourcing and ordering:
1. Specify the need clearly by writing down the details.
2. Identify and analyze possible sources of supply.
3. Ask potential suppliers for their respective quotations,
proposals, and bids.
4. Compare and evaluate submitted documents, then select the
suppliers. Both buyers and suppliers agree and determine the
terms of the contract. Correspondingly, the negotiated order
placements follow.
PAGE 5
Supply Management Objectives
• Improving the organization's competitive position
•Providing uninterrupted flow of materials, supplies, and services
• Keeping inventory and loss at a minimum
• Maintaining and improving quality
• Finding best-in-class suppliers
• Purchasing at lowest total costs
• Achieving harmonious relations with suppliers
Sourcing and Ordering
Steps in sourcing and ordering:
1. Specify the need clearly by writing down the details.
2. Identify and analyze possible sources of supply.
3. Ask potential suppliers for their respective quotations,
proposals, and bids.
4. Compare and evaluate submitted documents, then
select the suppliers. Both buyers and suppliers agree and
determine the terms of the contract. Correspondingly, the
negotiated order placements follow.
5. Prepare, place, follow up, and expedite the PO (purchase order
a written requisition placement to purchase supplies).
6. Confirm that the order placed has actually arrived in good
condition and at the quantity. Forward the shipment to its
destination, properly document and register the receipt, and
forward it to the accepting
party/parties.
7. Lastly, invoice clearing and payment follows.
Inventory Management
The role of inventory is to buffer uncertainty. It includes all
purchased materials and goods, partially completed materials
and component parts, and finished goods. There are four broad
categories of inventories:
1. All unprocessed purchased input or raw materials for
manufacturing
2. Work-in-process (VVIP)
3. Finished goods including all completed products for Shipment.
4. Maintenance, including the producing the repair, and
operating supplies (MRO) materials and supplies used when
products but are not parts Of the products .
Inventory Model
• Inventory management is ordering the right quantity of SKUs
at minimum inventory costs.
• Inventory cost is the sum total of ordering costs and carrying
costs.
-Ordering costs (set-up costs) are variable costs associated with
placing an order with the supplier like managerial and
clerical costs in preparing the purchase.
— Carrying costs (holding costs) are costs incurred for holding
inventory in storage like handling charges, warehousing
expenses, insurance, pilferage, shrinkage, taxes, and costs of
capital.
• The inventory model answers two questions:
"How much to order?" and "When to order?"
• The question, how much to order, is answered by determining
the Economic Order Quantity (EOQ).
The EOQ seeks to determine an optimal order quantity where
the sum of the annual order costs and annual carrying costs is
minimized.
• The question, when to order, is answered by computing the
Reorder Point (RP).
• Manufacturing is the process of producing goods using people
or machine resources. It commonly refers to industrial
production where raw materials are converted into finished
goods.
• Assembly is the process of putting together raw
materials into a desired output. Quality raw materials and parts,
efficient production layouts and processes, and employees with
skills and motivation are essential to effective transformational
process.
1. Warehousing is the function of physically packing finished
goods or merchandiser in a building, room, or any space for
temporary storage. While these
items are stocked in store rooms, they are timetabled for release
to customers or buyers.
2. Scheduling is the act of organizing these inventory units and
booking them for delivery.
3. Dispatching products are for transfer- This may include
posting, mailing, shipping out, transmitting, forwarding, or
releasing commodities-
4. Transportation scheduling and other logistics are necessary to
make dispatching cost-efficient. The goal is to minimize
transportation costs. Therefore,
considerations have to be prioritized in terms of location site,
ease, or gravity of traffic, safety, and
labor requirements.
5. Delivery to the specified site is undertaken. It closes the entire
logistics circle.
GROWTH STRATEGIES
a mode adopted by an organization to achieve its main
objectives of increasing in volume and turnover can be internal
or integrative
Growth strategies are carefully studied and deliberately carried
out by organizations for the following reasons:
• They want to survive the hypercompetitive environment and
not perish.
• They want to increase their earnings or income.
• They want to create their advantage among competitors.
• They may want to increase their market leadership in a given
industry.
COMPETITIVE STRATEGIES
• designed to deal with the so-called reality of hyper
competition
• essentially long-term action plans prepared with the end goal
of directing how an organization will survive and compete
• formulated to help organizations gain competitive
advantage after evaluating and comparing their strengths and
weaknesses to their competitors.
PAGE 6
Low-cost Leadership Strategy
• Its objective is to offer products and services at the lowest cost
possible in the industry.
Broad Differentiation Strategy
• The objective of the broad differentiation competitive strategy
is to provide a variety of products, services, or product/service
features that competitors do not offer or are not able to offer to
consumers.
Best-cost Provider Strategy
It is a combination of low-cost leadership and broad
differentiation strategies.
• It is implemented when the organization gives its customers
more value for money by emphasizing both low-cost products
and services with unique features.
Focused/market-niche Lower Cost Strategy
• This strategy is implemented when the organization
concentrates on a limited market segment and creates a market
niche based on lower costs.
Focused/market-niche Differentiation Strategy
• This strategy is implemented when the organization
concentrates on a limited market segment and creates a market
niche based on differentiated features like design, utility, and
practicality.
Other Competitive Strategies
Innovation Strategy. This strategy is difficult to implement.
The goal of a competitive innovation strategy is to radically
catapult or leapfrog the organization by introducing completely
new and highly differentiated products and services that give an
organization competitive posturing.
Operational Effectiveness Strategy. The objective of an
operational effectiveness strategy is to make an organization
perform better by making the structure lean, streamlining
wasteful and inefficient processes, harnessing better facility and
equipment maintenance, and increasing workforce productivity.
Economies of Scale. When applied as a competitive strategy, it
lowers costs because of volume. In other words, the more a
product/service is produced, the lower the costs are for
producing the product and rendering the service.
Technology Strategy. Technology can be applied system-wise
through digital integration. As organizations realize the benefits
of going digital, they aggressively pursue this thrust. Functional
activities like accounting, marketing, purchasing, human resource
management, production, and operations are interconnected
using enterprise resource planning.
The life cycle of any product/service refers to the lifespan that a
commodity/service undergoes from its introduction stage to its
growth, maturity, and decline stages.
1.The introduction stage is the period of launching the
product/service for acceptance. In this phase, the
product/service is new; hence, there is a need to create
awareness.
2. The growth stage is the phase where the product/service gains
acceptance by the consumers. In this phase, sales and profit
slowly increase and emphasis is now on continuous market
development and improvement.
3. The maturity stage is the period where the product has
reached its penultimate level. Here, the established product
tends to remain steady and the number of competitors increases.
4. The decline stage is the period where the product/service
begins to reach or is reaching its lowest point. Here, sales and
profits decline and price competition is intense.
STABILITY STRATEGIES
• For organizations that are doing fine or are doing better in their
existing businesses, they may choose not to implement any
growth strategy.
• They may not want to apply any competitive strategy
and hence, decide to keep the status quo. Not adopting any
growth or competitive strategy is a choice that organizations
make.
• Stable with their current businesses, some organizations are
comfortable with their current market niche and any loud
strategy may attract the attention of competitors.
RETRENCHMENT STRATEGIES
1. Liquidation is the most radical action a company takes when
the company is losing money and thus, is further compounded by
a disinterest on the part of the stockholders to do anything more
to save it. In such cases, the business may be terminated and sell
its assets.
2. Divestment is implemented when a company consistently fails
to reach the set objectives or when the company does not fit well
in the organization. Thus, the stockholders would preferably sell
it or set is as a separate corporation.
3. A turnaround strategy is adopted when the organization has
reached a significant level of non performance, non- productivity,
demoralization, and unprofitability, and therefore, has to
implement restorative strategies.
CORPORATE STRATEGIES
INTEGRATIVE GROWTH STRATEGIES
• essentially external growth strategies
• involve investing the resources of the organization in another
company or business to achieve growth goals
• essentially acquisition strategies
Types of Integrative Growth Strategies
Horizontal integration is a strategy where the organization
acquires another competing business. Organizations may employ
horizontal integration to eliminate real or potential competitors
because some competitors can present themselves as deadly
threats to an organization.
Vertical integration is the process of consolidating into an
organization other companies involved in all aspects of a
product's or service's process from raw materials to distribution.
It is adopted by an organization to gain control over its suppliers
and distributors, to increase the company's market share, to
minimize transaction and inventory costs, and to insure adequate
stocks in the retail stores.
• Vertical integration can either be backward or forward:
Backward integration is when the organization buys one of its
suppliers. An organization may carry out backward integration to
better control its supply chain and ensure a more reliable or
cost-effective supply of input; eliminate inefficiencies; secure
quality outputs or according to set conformance standards; help
increase the profitability of an organization; and thus, create
competitive advantage.
Forward integration is when the organization buys distribution
companies that are part of its distribution chain. In effect, the
organization is able to remove the intermediary, thus,
eliminating distribution costs. It allows an organization to
reinvent its marketing outlook and redesign its marketing
strategies.
The Boston Consulting Group
The Boston Consulting Group Growth/Share Paradigm started to
make its impact on corporate strategy in the early 1970's.
Bruce Henderson of the Boston Consultant Group developed this
model, called the BCG model.
The BCG model classifies the products or business units of an
organization in terms of two parameters, namely, market share
and market growth in relation to the marketing leader.
 Market share is the relative sales percentage of a
company in relation to the total sales percentage of the
market in consideration.
 Market growth refers to an increase in demand over
time. It may be high or low.
PAGE 7 Benefits of Global Strategies
In pursuing global strategies:

 companies can enjoy larger sales and earnings;

 they can benefit from the global branding of their
products and services, not to mention, the earnings from
economies of scale;
 higher production volume with efficiency increases
savings and creates greater advantage for companies;
and
The BCG Model illustrates four broad categories in relation to  sourcing of labor can be studied to optimize labor costs.
market share (low, high) and market growth (low, high).
• A high market share in a high market growth defines stars.
They are the market leaders and if the market continues to grow,
they are likely to become cash cows.
• A high market share in a low market growth defines cash cows.
Since they are the market leaders in a mature market growth,
establishing a competitive advantage can generate a lot of cash
flow and bring about high profit margins.
• A low market share in a high market growth defines question
marks. These essentially new products need promotional
strategies.
• A low market share in a low market growth defines dogs. They
should essentially be minimized, if not avoided. They can be
expensive to the company.

 McKinsey conceptualized the General Electric (GE)

Model for the company.
 This model is an improvement of the BCG Model, in that
it is used to assess the strength of a strategic business
unit (SBU) of an organization.
 It takes into consideration two parameters to determine
the overall strength of an SBU: market attractiveness and
business strength.

GLOBAL STRATEGIES

Organizations pursue global strategies for external business

expansion. Global strategies cover three main areas:
international, multinational, and global.

- Companies who might want to sell their excess products

outside their home markets pursue international strategies.

- A company can engage in multinational strategies when

it is involved in a number of markets outside the home country.

The challenge in undertaking multinational strategies is to sell

competitive and distinct products and services that are suited to
the customer demands of different countries.

- In global strategies, the company treats or considers the world

as a whole, one market and one source of supply with slight local
variations.
PAGE 1 Strategic Management Model
Student Learning Outcomes
1. Perform environmental scanning
2. Employ SWOT Analysis using a company
3. Analyze and evaluate the social, political, economic,
technological, and environmental forces affecting the country
4. Identify external forces that may prove beneficial or
detrimental to an organization
 The 21st century epitomizes the reality of dynamism. In
fact, today's milieu is in a state of fluidity.
 The certainty of change is universal.
 The current landscape of competition is highly
threatening and daunting.
 As the global economy expands, blurring boundaries,
any business needs to create its own impact in any part
of the world. Thus, it is urgent for organizations and
businesses to strategize.
HYPERCOMPETITION
 a fundamental feature of the new economy occurs
when product/service offerings and technologies are so
new that standards become unstable and competitive
advantage is not sustainable
 Hypercompetition is a condition whereby strategic
maneuverings have escalated to bigger business
exposure, more sophisticated marketing positioning,
aggressive selling, and innovative products and services.
 It is a situation where both globalization and technology
collaborate to create a heightened cutthroat situation.
STRATEGIC MANAGEMENT DEFINED
 Strategic management is a continuous process of
strategy creation. It involves strategic processes like
strategic analysis and decision-making, strategy
formulation and implementation, and strategic control,
with the primary objectives of achieving and
maintaining better alignment of corporate policies,
priorities, and success
 Strategic analysis consists of a systematic evaluation of
variables currently existing in the external and internal
environments.
 Strategic decision-making is deliberately bringing
 together the right resources for the right markets at the
right time.
 Strategy formulation is designing strategies on the
business and corporate levels.
 Strategy implementation is employing these crafted
strategies to achieve organizational set goals and
objectives.
 Strategic control is the application of appropriate
monitoring and feedback system.
• If strategic analysis is accurately conducted,
organizations can develop strategic intelligence.
Strategic intelligence is is the capability of an
• If strategic decision-making is correctly effected, organizations
can acquire the capability of thinking strategically. Strategic
thinking is the cognitive process of competently and analytically
weighing factors and arriving at critical decisions in the context
of the current milieu of which an organization is part.
• If strategic formulation is uniquely designed and effectively
communicated, organizations have greater possibilities of
attaining organizational competitiveness. Organizational
competitiveness pertains to the ability of any business or
company to utilize its resources optimally and Sustainably for
maximum performance and productivity.
• If strategic implementation is efficiently employed,
organizations can achieve comparative advantage. Comparative
advantage refers to the ability of an organization to produce a
particular good or service at lower marginal and opportunity
costs than its competitors.
•If strategic control is productively monitored, organizations can
realize strategic performance. Strategic performance is the
accomplishment of a high level of productivity that is
characterized by efficiency in the context of lean and
quantifiable management.
STRATEGIC PLANNING
a continuous, repetitive, and competitive process of setting the
goals and objectives that an organization aims to attain, defining
the means to achieve them, and assessing the best way to
realize them in the context of the prevailing environment while
measuring performance through set standards and periodically
but continuously conducting reassessments
Strategic Plans
There are two principal types of plans:
1. Medium/long-range plan - prepared in the context of the
coming three to five, ten, or more years; describes the major
factors or forces that affect the organization's long-term
objectives, strategies, and resources required.
2. Annual/yearly plan short-term; succinctly - describes the
organization's present situation, its goals and objectives,
strategies, monitoring mechanisms, and the budget for the year
ahead.
Steps Involved in Strategic Planning
1. Make a situation audit to ascertain where the organization is
today.
2. State the respective goals and objectives of the organization,
the values and value systems it espouses, its business definition,
and its corresponding strategy statements to determine where it
wants to go.
3. Delineate appropriate strategies to be carried out in order to
help direct the organization to where it wants to be.
4. Identify and then choose the soundest strategy to determine
the best way for the organization to be where it wants to be and
to achieve its goals.
5. Monitor the implementation of strategies to measure
performances.
6. Conduct periodic and continuous reassessments in order to
implement improvements and suggested changes