HOLY ANGEL UNIVERSITY

School of Business and Accountancy

Bachelor of Science in Accountancy
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MODULE 1 ASSIGNMENT
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In Partial Fulfillment
Of the Requirement of the Course:
Strategic Business Analysis
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Presented to:

MR. DANZEN B. OLAZO

Presented by:

CARIÑO, PATRICIA ANDREA

A-434

JANUARY 10, 2023

 1. What are strategic competitiveness, strategy, competitive advantage, above-
average returns, and the strategic management process?

Strategic competitiveness can be easily achieved when the business can implement
and develop an effective value-creating strategy. An integrated and coordinated set of
commitments and activities intended to capitalize on key skills and acquire a competitive
advantage is referred to as a strategy. Being able to generate goods and services faster
and more efficient than the company’s competitors is known as a competitive edge
which enables the producing unit to outperform its competitors in terms of sales. Above-
average returns are those that outperform what investors would anticipate from other
investments with same risk levels. In other words, above-average returns are higher than
investors had anticipated for the respective levels of risk. The organization's strategy is
defined from strategic management process. It is also the procedure that aids
managers in selecting a group of organizational tactics that will help it operate better.

2. What are the characteristics of the current competitive landscape? What two
factors are the primary drivers of this landscape?

There are many little enterprises and only a few huge ones in the current competitive
landscape. The number of small firms and the number of major enterprises are the two
main drivers of this business environment. Because they may provide more individualized
service and lower pricing than large enterprises, small businesses are a major factor in
the competitive environment. Due to their ability to provide a wider range of goods and
services than small firms, the number of large enterprises is a key factor in the competitive
environment (Withers, et al. 2018).

3. According to the I/O model, what should a firm do to earn above-average returns?
A company can generate above-average returns by utilizing its precious, unique,
expensive-to-imitate, and non-replaceable resources and abilities from its competitors.
The industrial organization model demonstrates how the external market has a significant
impact on a firm's strategic decisions. According to the model, a company can generate
above-average returns if it can identify a desirable field or portion of and employ the
appropriate strategy in accordance with the industry's characteristics. In addition, the I/O
model suggests that businesses might generate above-average returns by creating
standardized products or services that clients are prepared to pay a premium for. As a
result, organizations that can successfully analyze the external environment as the basis
for choosing a desirable industry and putting the right strategy in place generate above
average returns (Gluck, et al. 2022)
4. What does the resource-based model suggest a firm should do to earn above-
average returns?
Utilizing a company's internal resources and competencies in a targeted manner can
result in above-average earnings, according to the resource-based model (Open Learning
World, 2011). Competitors must be evaluated based on their individual strengths and
weaknesses and compared to their resources. When compared to its competitor, a well-
established firm should choose a set of resources that gives it distinctive advantages in
terms of certain qualities. The ability to identify qualities that allow the firm to conduct
tasks and activities better than rivals is necessary for it to outperform its rivals.
5. What are vision and mission? What is their value for the strategic management
process?
Vision is said to be symbol of what a company hopes to develop into and accomplish.
A company's mission is said to be what the company or business is aiming to compete
and who are the people they plan to serve. The cornerstone of the mission is its vision,
and together they provide the organization with the framework necessary to select and
put into practice one or more strategies. A strategic management process is an
examination of the company's internal and external surroundings is necessary to have
appropriate understanding of internal and external opportunities. This makes it possible
for the company's vision and goal to be developed.
6. What are stakeholders? How do the three primary stakeholder groups influence
organizations?
Stakeholders are people who have an influence on the purpose and vision of the
organization, as well as having a stake in the business and are impacted by the results
obtained. Primary stakeholders have the power to immediately influence how decisions
are made inside the company. The three primary stakeholders are: Capital Market
Stakeholders which are individuals who wants the company to earn for the investments
they have made, Product Market Stakeholders include persons with whom the company
does business in the same market, such as suppliers and customers, Organizational
Stakeholders which are the people who have interest in the company (Indeed.com,
2022).
7. How would you describe the work of strategic leaders?
The capacity of a manager to explain a strategic vision for a company or a particular
division within a company, as well as to inspire and persuade others to embrace that
vision, is known as strategic leadership (Boal & Hoojiberg, 2000). Strategic leaders are
those working throughout the organization who are utilizing the strategic management
process to advance the company's vision and purpose. The capacity to foresee and grasp
the shifting work environment for it is their responsibility to determine how resources will
be created or obtained, at what cost, and how they will be used or distributed within the
firm.
8. What are the elements of the strategic management process?
How are they interrelated?
The elements of a strategic management process is to first analyze the external and
internal environment and its opportunities and threats and how to use core competencies.
With that, you will be able to formulate a strategy that could help achieve success with
your competitors. And most importantly is to seek feedback to know what you need to
improve. They are all interrelated for a study of the available possibilities is necessary
before making a strategic decision in order to identify the plan that will be most
advantageous to the firm.
References:
Withers, M. C., Ireland, R. D., Miller, D., Harrison, J. S., Boss, D. S. (2018).
Competitive landscape shifts: The influence of strategic entrepreneurship on shifts in
market commonality. Academy of Management Review, 43(3), 349-370.
Gluck, F. W., Kaufman, S. P., Walleck, A. S. (2022). Strategic management for
competitive advantage. Harvard Business Review. (2022, November 29). Retrieved from
https://hbr.org/1980/07/strategic-management-for-competitive-advantage
Open Learning World. (2011). The Resource-Based Model - FREE online courses on
Introduction to Strategic Management - Alternative Models of Developing Strategic
Competitiveness. Retrieved from
http://www.openlearningworld.com/books/Introduction%20to%20Strategic%20Managem
ent/Alternative%20Models%20of%20Developing%20Strategic%20Competitiveness/The
%20Resource-Based%20Model.html.
Indeed.com (2022). What are primary stakeholders? Retrieved from
https://www.indeed.com/career-advice/career-development/primary-stakeholders
Boal, K. B., Hooijberg, R. (2000). Strategic leadership research: Moving on. The
Leadership Quarterly, 11(4), 515-549.