Manuscript Final

BS ACCOUNTING INFORMATION SYSTEM
Degree Program Initials Res. No ____

Date:
STRATEGIC MANAGEMENT AND BUSINESS PERFORMANCE OF SMALL
AND MEDIUM ENTERPRISES IN TACURONG CITY, SULTAN
KUDARAT
ESTABILLO, MARIEL D.
FABOT, SHANAYA YDENN
RIZADA, NICOLE B.
SUBMITTED TO THE FACULTY OF THE COLLEGE OF BUSINESS

ADMINISTRATION AND HOSPITALITY MANAGEMENT,
SULTAN KUDARAT STATE UNIVERSITY,
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE
DEGREE OF
BACHELOR OF SCIENCE IN ACCOUNTING INFORMATION SYSTEM
APRIL 2023
TRANSMITTAL
The thesis attached here to entitled “STRATEGIC MANAGEMENT AND

BUSINESS PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN
TACURONG CITY, SULTAN KUADARAT” prepared and submitted by MARIEL
D. ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA, in partial
fulfillment of the requirements for the degree BACHELOR OF SCIENCE IN
ACCOUNTING INFORMATION SYSTEM is hereby endorsed for approval.
DENMARK N. DIZO, CPA, MBA JOYLYN D. GAMIAO, DBA

Adviser College Dean
____________________ ____________________
Date Signed Date Signed
ANNIE D. FRANCISCO, MS
Campus Research Coordinator
____________________
Date Signed
Accepted as partial fulfillment of the requirements for the degree of

Bachelor of Science in Accounting Information System.
MA. JEANELLE B. ARGONZA, PhD

Campus Director
____________________
Date Signed
ii
APPROVAL SHEET
The thesis attached hereto entitled “STRATEGIC MANAGEMENT AND

BUSINESS PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN
TACURONG CITY, SULTAN KUDARAT” prepared and submitted by MARIEL
D. ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA, for the
degree BACHELOR OF SCIENCE IN ACCOUNTING INFORMATION SYSTEM,
has passed the standards set by the Sultan Kudarat State University and was
successfully defended before this guidance committee.
CHARMIE A. LAGDAMEN, MBA HECTOR Q. LADUA JR., CPA

Member Member
DENMARK N. DIZO, CPA, MBA

Adviser
____________________
Date Signed
Approved as partial fulfillment of the requirements for the degree of

Bachelor Of Science in Accounting Information System
JOYLYN S. GAMIAO, DBA ANNIE D. FRANCISCO, MS

College Dean Campus Research Coordinator
____________________ ____________________

Campus Director
____________________
Date Signed
iii
BIOGRAPHICAL DATA
Mariel D. Estabillo is presently residing at Mayo, Columbio, Sultan
Kudarat, born on 14th day of July 2000 in Mayo, Columbio, Sultan Kudarat. She
is daughter of Primo S. Estabillo and Mayumi D. Estabillo. She finished her
Kindergarten at Mayo Day Care Center, her Elementary Education at (former)
Mayo Elementary School, her Secondary Education at Columbio National High
School and Senior High at Valdez Mother and Child Asian College Foundation
Incorporated.
During her Tertiary Education, she took up Bachelor of Science in
Accounting Information System. She is currently finishing her internship in
Municipal Agrarian Reform Project Office where she is gaining vulnerable
experience and knowledge from her colleagues. She acquired knowledge about
various areas of working during her internship that may be relevant to her in her
chosen field. Her internship provided her with an opportunity to understand how
to bridge the gap between learning and finding career.
iv
BIOGRAPHICAL DATA
Shanaya Ydenn Fabot was born on October 8, 2000 currently living at
Koronadal City, Soth Cotabato. She finished her elementary education at
Koronadal Central Elementary School II year 2011-2012 and her secondary
education at Koronadal National Comprehensive High School 2016-2017. She
graduated senior high school at St. Alexius College Koronadal 2018-2019.
Now she’s taking her tertiary level at Sultan Kudarat State University,
Tacurong Campus with the degree of Bachelor of Science in Accounting
Information System. With the knowledge she has learned in school, the
researcher seeks to better herself in every way. She wants to increase her
abilities and knowledge for upcoming tasks so she may perform more effectively
and push herself to uncharted limits.
v
BIOGRAPHICAL DATA
Nicole B. Rizada is a fourth-year student at Sultan Kudarat State
University taking up Bachelor of Science in Accounting Information System. She
was born on the 13th day of May, 2001.
She was graduated at Tacurong Pilot Elementary School during her
primary education and Tacurong National High School during her secondary
education. During her Senior High School, she took up academic tract –
Accounting and Business Management Strand and graduated S.Y. 2018-2019.
She completed her internship at the Department of Agrarian Reform –
Provincial Office. She gained a valuable experience and learning that develop
her mentally and physically that may be use on chosen field in the future.
vi
ACKNOWLEDGMENT
The entire research study would not have been possible without the help
and cooperation of several people. As a result, the researchers wish to express
their heartfelt gratitude and appreciation to the following individuals who assisted
and extended their assistance in making this research a reality.
To their adviser, Denmark N. Dizo, CPA, MBA for his patience, guidance,
expertise, support, and kindness in seeing this research study through to
completion;
To the panelists, Charmie A. Lagdamen, MBA and Hector Q. Ladua Jr.,
CPA for the valuable comments and recommendations for the refinement of the
study;
To the Small and Medium Enterprise owners/managers, for their trust
and honesty in answering the survey questionnaire;
To family, for their overwhelming support morally and financially,
patience, encouragement, and their prayers for the success in the conduct of this
study;
To friends, for their support and encouragement which fueled the
researchers to finish this study;
And above all, to the Almighty God the source of all wisdom and
knowledge, patience, and strength that enabled the researchers to overcome all
challenges in carrying out this study. This work bears testimony to God's love
and mercy. The researchers return all glory and praise to Him, the Almighty
Father.
vii
TABLE OF CONTENTS
PRELIMINARIES PAGES
Title Page i
Transmittal ii
Approval Sheet iii
Biographical Data iv
Acknowledgment vii
Table of Contents ix
List of Table xi
List of Figures xii
Abstract xiii
CHAPTER 1 INTRODUCTION...................................................................1
General Objectives:..............................................................................2
Specific Objectives...............................................................................2
Scope and Limitation................................................................................6
CHAPTER 1 INTRODUCTION...................................................................1
Error! Bookmark not defined.
CHAPTER I INTRODUCTION 1
Background of the Study 1
Statement of the Problem 2
Conceptual Framework 3
Hypothesis 4
Significance of the Study 4
Scope and Limitation of the Study 6
Definition of Terms 6
CHAPTER II REVIEW OF RELATED LITERATURE 7

Strategic Management 7
Environmental Scanning 8
Strategy Formulation 8
viii
Strategy Implementation 9
Strategy Evaluation and Monitoring 10
Business Performance 11
Market 11
Supplier 12
Process 12
Employee 13
Customer-Relationship 13
Strategic Management and Business Performance 14
CHAPTER III METHODOLOGY 16

Research Design 16
Respondents of the Study 16
Data Gathering Instrument 17
Data Gathering Procedure 19
Statistical Treatment 20
CHAPTER IV RESULTS AND DISCUSSION 22

Results and Discussion 22
CHAPTER V SUMMARY, CONCLUSION,

AND RECOMMENDATION 34
Summary 34
Conclusion 35
Recommendations 36
LITERATURE CITED 39
APPENDICES 44
Appendix 1 Plan of Course Work 45
Appendix 2 Application for Thesis Title 47
Appendix 3 Nomination Guidance Committee 48
Appendix 4 Application for Thesis Outline Defense 49
Appendix 5 Change of Adviser/Guidance Committee Member 50
Appendix 6 Approval of Thesis Outline 51
Appendix 7 Certification of Statistician 52
Appendix 8 Certification of English Critic 53
Appendix 9 Application for Thesis Final Defense Examination 54
Appendix 10 Application for Thesis Final Printing and Binding 56
Appendix 11 Sample Questionnaire 58
Appendix 12 Pictorials and Screenshots 61
ix
LIST OF TABLES
TABLE TITLE PAGE
1 Likert Scale 18
2 Rating Scale of Level of Strategic Management 18
3 Rating Scale of Level of Business Performance 18
4 Scale of Correlation Coefficient 20
5 Level of Strategic Management 22
5.1 Level of Strategic Management in terms of
Environmental Scanning 23
Strategic Formulation 24
Strategic Implementation 25
Strategic Evaluation and Monitoring 26
6 Level of Business Performance 27
6.1 Level of Business Performance towards Market 28

6.2 Level of Business Performance towards Suppliers 28
6.3 Level of Business Performance towards Processes 29
x
6.4 Level of Business Performance towards Employee 30
6.5 Level of Business Performance towards
Customer-Relationship 31
7 Significant Relationship of
Strategic Management and Business Performance 32
LIST OF FIGURES
FIGURE TITLE PAGE

1 Conceptual Framework 3
xi
ABSTRACT
MARIEL D. ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA,

APRIL, 2023. “STRATEGIC MANAGEMENT AND BUSINESS
PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN TACURONG
CITY, SULTAN KUDARAT”. A thesis of Bachelor Of Science In Accounting
Information System, Sultan Kudarat State University, Tacurong Campus,
Tacurong City, Sultan Kudarat.
ADVISER: DENMARK N. DIZO CPA, MBA
This study was conducted to determine the relationship between
relationship between strategic management and business performance of small
and medium enterprises in Tacurong City, Sultan Kudarat. This study used a
quantitative, non-experimental design with correlation technique. The purpose of
this quantitative, non-experimental design is to determine the significant
relationship between strategic management and business performance of small
and medium enterprises in Tacurong City, Sultan Kudarat. The respondents were
xii
the 100 small and medium enterprises, selected through convenience sampling
approach. An adoptive and modified questionnaire was used as statistical
instrument in this study. Moreover, the mean and pearson product moment
correlation was as statistical tools that has been used to reveal the result in
accordance to the study’s objectives. The study revealed that the level of
strategic management and business performance were high. The study also
revealed that strategic management has a significant relationship with business
performance.
xiii
Chapter I
INTRODUCTION
Background of the Study
Strategic management involves the formulation of strategies and the
design of policies in order to achieve the company's goals and objectives.
Strategic management establishes a structure by which an organization can
respond to the uncertainties of an unpredictable environment and uncertain
future (Steiss, 2019). The strategic management implementation phase is
frequently regarded as the most challenging phase of the process. (Clark, 2017).
The strategic management process assists businesses in taking stock of
their current condition, developing strategies, deploying them, and analyzing the
efficacy of the management plans that have been adopted (Tucci, 2022).
Strategic management has been recently developed especially within the private
sector, have begun to be applied by the enterprises in the public sector over
time. Strategic managing is essential; thus, determining how to best implement
strategic plans and requirements to achieve goals is the subject of strategic
management (Durmaz & DÜŞÜN, 2016).
Similar study revealed that there is a positive relationship between
strategic management and organizational performance and recommends that
businesses should focus on the factors that can affects the business
performance (Mohamud, Mohamud, A & Mohamed, 2015). Additionally, a study
that examines the impact of strategic management on the business performance
of small and medium enterprises, the findings revealed that environmental
scanning, strategy formulation, strategy implementation and strategy evaluation
1
have a positive impact on the professional's financial performance small and
medium enterprises are served, and small and medium enterprises organizations
that have implemented a strategic planning process are likely to enjoy improved
financial performance (Namusonge & Mugambi, 2018).
With increasingly business competition and increasingly dynamic market
conditions, many small and medium enterprises in Tacurong City, Sultan Kudarat
are expanding their efforts to understand how small and medium enterprises can
improve their marketing and financial performance. Therefore, this research
study aims to determine the relationship of strategic management and business
performance of small and medium enterprises in Tacurong City, Sultan Kudarat.
Statement of the Problem
General Objectives:
Generally, this study aims to determine the relationship between strategic
management and business performance of small and medium enterprises in
Tacurong City, Sultan Kudarat.
Specific Objectives
Specifically, it aims to answer the following questions:
1. What is the level of strategic management of small and medium
enterprises in terms of;
1.1. Environmental Scanning
1.2. Strategy Formulation
2
1.3. Strategy Implementation; and,
1.4. Strategy Evaluation and Monitoring?
2. What is the level of business performance of small and medium
enterprises towards the following;
2.1. Market
2.2. Suppliers
2.3. Processes
2.4. Employee; and
2.5. Customer-Relationship?
3. Is there significant relationship between strategic management and business
performance of small and medium enterprises in Tacurong City, Sultan Kudarat?
Conceptual Framework
Independent Variable Dependent Variable
STRATEGIC MANAGEMENT BUSINESS PERFORMANCE
 Environmental  Market
Scanning  Suppliers
 Strategy Formulation  Processes
 Strategy  Employee
Implementation  Customer-Relationship
 Strategy Evaluation and
Figure 1. Conceptual Framework
Figure 1 show the conceptual framework used in this study. This study
used an independent and dependent model to reveal the significant relationship
between the two variables (Frost, 2021).
3
The independent variable is the strategic management which is adoptive
from of Aboramadan & Borgonovi (2016). Independent variable describes the
level of strategic management of small and medium enterprises in terms of:
environmental scanning that assists in taking advantage of opportunities and
avoiding risks, which increases business profitability; strategy formulation,
includes carefully planned tactics used to gain a competitive edge; strategy
implementation, that can be defined by stakeholders, resource allocation,
communication, and the structure of the organization; and, strategy evaluation
and monitoring, is the analysis of the established plans and comparison of the
results with the organization's performance accomplished its goals. And, the
dependent variable is the business performance which is adoptive from Baira &
Oracion (2022). Dependent variable describes the level of business performance
in terms of: market, which can be determined by sales revenue, market share,
profitability, competitive advantage, customer satisfaction, and loyalty; suppliers,
as defined as the operational efficiency of a provider is evidence that they
effectively satisfy the buyer's demands; processes, is a way of measuring the
process outcomes that a project accomplishes when it complies to its set
procedures; employee, how employees performs in the workplace, and
customer-relationship, defines the interactions a business will have with its
clients to enhance the client experience.
The arrow connecting the first and second boxes illustrates the
relationship of strategic management to business performance of small and
medium enterprises in Tacurong City, Sultan Kudarat.
4
Hypothesis
The following null hypothesis will be tested based on the 0.05 level of
significance:
1. There is no significant relationship between strategic management and
business performance of small and medium enterprises.
Significance of the Study
The result of the study can contribute to the body of knowledge about
project management and strategic planning of the enterprise. This will provide
data on how enterprises carry on projects and what strategies they practice
continuing business operations.
To the Small and Medium’s Owners/Managers, the result can be used
as a reference on how strategic management affects business performance.
To the Business’ Owners, this study provides an insight how to provide
strategic managing on possible circumstances in establishing resources in
predetermined time.
To the Society, the study can contribute for the data can be used by
businesses to sustain economic development.
To the Local Government Unit of Tacurong City, the result of this
research study would help the locale to implement economic activities which can
promote growth and development of economy.
To the Future Researchers, this research study could also be used as a
reference or basis for related studies.
5
Scope and Limitation
The scope of the study primarily focused determining the level of strategic
management, level of business performance, and the degree of relationship
between the two variables of the research study. The respondents of the study
are the small and medium enterprises in Tacurong City, Sultan Kudara. This
study will be conducted in S.Y. 2022-2023.
Definition of Terms
In order to comprehend the study, the following terms were operationally
defined as they were used in the study.
Business Performance -refers to business performance the
evaluation of a business's
performance, accomplishments, and
possibilities for the future.
Small and Medium Enterprise -relates to Small and medium
enterprises are businesses that keep
their assets, sales, or staff count
Strategic Management limited.
- Strategic management is a
technique that gives excellent
direction by developing plans and
policies to achieve goals and
allocating resources to put those
plans into practice,
6
CHAPTER II
REVIEW OF RELATED LITERATURE
This chapter presents related literature that is relevant to the topic and
gives significant insights from various authors about strategic management and
business performance. The discussion on the strategic management and its
domain, and business performance and its domain is provided in this chapter.
Strategic Management
Strategic management is described as the process of innovation,
planning, and implementation intended to preserve or improve competitive
advent age (Tanya, 2014). A company's competitive edge can be evaluated
through strategic management, which also defines out objectives and plans for
competing with both present and future rivals. (McWilliams & Siegel, 2019).
A study that examined how strategic management affected organizational
performance (Phina, 2020) found that all strategic procedures, including strategy
objective, strategy formulation, strategy implementations and strategy evaluation
had significant effects on organizational performance. Moreover, (Garad, 2015),
studied the relationship between strategic management and organizational
performance. The results showed a relationship between strategic management
and organizational performance that was statistically significant and moderately
positive. Similarly, strategic management practices are significantly and
significantly correlated to performance, according to a study that examined the
effect of these practices on the performance of pharmaceutical businesses in
India. According to the study, strategic management is crucial to performance
7
because it gives overall direction by generating plans and policies that are aimed
at accomplishing goals and then allocating resources to put those plans into
action (Kumar, 2021).
Domain of Strategic Management
Organizations must use strategic management methods to boost their
competitiveness and achieve strategic advantages in order to survive and grow
in the highly competitive domestic and international marketplaces of today
(Huynh et al., 2013). A study on the effect of strategic management on
organizational performance was discovered that environmental scanning,
strategy formulation, strategy implementations and strategic evaluation have
significant positive effect on organizational performance (Nkemchor &
Ezeanolue, 2021).
Environmental Scanning
As a result of changing societal needs and demands, as well as the
different character of businesses, the scope of general environmental scanning is
viewed as a necessity to the successful alignment of competitive strategies,
according to a study on element of strategic management tools associated with
the impact of environmental scanning on organizational performance (Tajuddin &
Ahmad, 2013). A study on the effects of strategic environmental scanning on
organizational performance in a competitive business environment (Babatunde &
Adebisi, 2013), reveals that using strategic environmental scanning to evaluate
external environmental influences improves in exploiting opportunities and
avoiding risks, resulting in organizational profitability
8
Strategy Formulation
Numerous academics have extensively analyzed and studied strategy
formulation, discovering that results varied from one business to the next and
that organizations encounter a variety of problems (Njiru, 2014). It provided a
variety of ways for developing strategies for increasing organizational
performance in Kenya. Their experimental results showed that the formulation
technique directly increased the performance of governmental organizations and
related institutions in their study (Aldhaheri, Ameen & Isaac, 2018).
The study on the impact of strategy formulation drivers on strategic
performance on mobile telecommunication firms in Nigeria measured strategy
formulation using the organization's vision, mission, and objective (Nwachukwu,
Hieu & Fadeyi, 2018), and the results revealed that strategy formulation has
significant effect on the performance of mobile telecommunications firms.
Furthermore, in a study that determined the effect of strategic formulation on
organizational performance (Emeka, Ejim & Amaka, 2015), revealed that a well
formulated strategy increases productivity in the organization when combined
with the proper structure and strategic formulation is ineffectual due to behavioral
and systemic resistance to strategic changes.
Strategy Implementation
A crucial component of strategic management practice is strategic
implementation, which is the process of turning ideas into a series of actions that
produce the desired outcomes in line with an organization's goal and vision
(Guoyou, Szixing, Chiming, Hatito & Hailiang, 2013). The conversion of a
9
strategy into a corporate action through structure, style, resource planning, and
management of the strategy change was the focus of strategy implementation
(Huang, 2019).
Many organizations place a high value on strategy implementation. The
Kenya Association of Manufacturers performed research on the relationship
between strategy implementation and company performance, with a focus on
registered manufacturing enterprises in Kenya (Cherop, Korir, Tarus, & Toroisl,
2015). The study shows a significant correlation between manufacturing
business performance and strategy implementation. Similarly, a study on the
impact of strategy implementation on the performance of commercial banks in
Kenya finds a substantial correlation between the strategy implementation and
performance of commercial banks (Njagi & Kombo, 2014). Therefore the
researchers recommended, in order to succeed and compete, they must
implement strategies well.
Strategy Evaluation and Monitoring
Evaluation of a strategy might reveal flaws in already implemented
strategic plans force the process to restart from scratch. Asserts that the
fundamental reason why a good evaluation process is crucial. The purpose of
strategy evaluation is to ascertain whether the firm's goals are being met by the
strategy implementation (Ivancic, 2013).
A study on effect of strategy evaluation on performance of Chemelil Sugar
Company in Kenya (Okwemba & Njuguna, 2021), strategy evaluation were
observe on having a strong relationship between two variables in which
10
performance rises with a unit increase in strategy assessment when all other
parameters remain constant. Therefore, the strategy evaluation could be helpful
in encouraging and motivating staff members since it helps employees evaluate
success.
Business Performance
The most fundamental measure of a company's success is its business
performance productivity and effectiveness of management in terms of efficiency
(Liu, Takeda & Ko, 2014). According to Terpiłowski (2022), metrics are the basis
of all business performance. Multiple factors influence how well a business
performs, including managerial style, customer relationship management, the
caliber of the services offered, the efficiency of incentive pay plans, and
employee motivation (Riberolles, 2021).
Domain of Business Performance
Measuring performance provides you an idea of how well the business
performs (Rajnoha & Dobrovic, 2017). In this study, business performance is
studied based on (Baira & Oracion, 2022) the following indicators, the market
performance, supplier performance, process performance, employee
performance and customer-relationship performance.
Markets
Both financial as well as non-financial metrics may be used to evaluate
marketing performance, with the latter concentrating on how customers perform
in terms of satisfaction, loyalty, and the recommendations support for the
business (Na, 2019). A business's market performance can be determined by
11
sales revenue, market share, profitability, competitive advantage, customer
satisfaction, and loyalty. Additionally, the skill and capacity of the business with
regard to of market orientation influences market performance (Jayapal & Omar
2017). Robinson (2014) asserts that "a business will perform better if its market
perspective is improved."
Supplier
A supplier is a person or organization who supplies a firm with the goods
or services it requires. Suppliers can be used by a variety of businesses as a
resource for products or services to help them function. But suppliers are most
commonly found in the retail industry (Olivia, 2020). High-performing suppliers
should be developed and maintained by businesses as a part of their operations
Mafini, Pooe & Loury-Okoumba, 2015).
By monitoring operational measurements that reflect crucial competitive
success criteria including product quality, after-sales service and customer-
response, and sales service quality, suppliers' performance should be evaluate
(Ross, Kuzu & Li, 2016). Furthermore, Dey, Bhattacharya, Ho, and Clegg (2015)
conducted a study on the strategic supplier performance evaluation with the goal
of demonstrating this evaluation. The study's findings showed that improved
supplier performance has a positive impact on the operational and financial
performance of the client organization.
Process
A business process is a set of business tasks and activities that, when
carried out by people or systems in a systematic manner, provide an outcome
12
that contributes to the achievement of company objectives. Processes are
everywhere in a business. From on boarding new employees to exit interviews,
vendor invoicing, and sales, every business outcome is a result of repeatable
tasks and activities (Gaikwad, 2022). Time, budget, and process efficiency are
examples of process performance, and in order to attain organizational
objectives, business should employ well-known management techniques such as
process automation and optimization (Brocke & Roswemann, 2014).
Employees
Business owners need employees that are able to get the job done,
because employee performance is critical to the overall success of the company,
doing so helps determine strengths, weaknesses and potential managerial gaps
in the business organization (Leonard, 2019). An employee barters their skills,
knowledge, experience, and contribution in exchange for compensation from an
employer (Heathfield, 2022).
Moreover, a study that examines the interrelation the factors that affects
the employee performance revealed that the working environment, adoptability
and the support system by the management have the big impact on the
performance of the employees (Diamantidis & Chatzoglou, 2018). Similar study
also revealed that motivation, trainings and self understanding enhances the
employee’s performance within the organization (Ibrahim & Brobbey, 2015).
Customer-Relationship
Consumer value is a customer's opinion of how much a product or service
is worth in comparison to the alternatives (Mahajan, 2020). The process used by
13
organizations to interact with customers and build lasting relationships with them
is referred to as customer-relationship (Cornell, 2023).
In a study, by identifying the performance indicators, evaluation of
customer relationship performance using the key success criteria may eventually
improve service delivery and support the achievement of the strategic
organizational goals ( Parsa & Pourbabaei, 2015). A study on the effects of
strategic management on customer-relationship revealed that there is a
significant and advantageous relationship between the hotels in Kumasi's
customers and their strategic management techniques. Since organizational
culture will determine how things should be run in the company and how people
should behave toward one another and clients in order to fulfill the vision of the
organization, it is advised that hotels develop an organizational culture that
reflects their business model (Antawi, Manuh, Owuso & Bonsu, 2023).
Strategic Management and Business Performance
The study on the impact of strategic management on the business
performance shows the present economic hardship has presented various
businesses with high levels of turbulence that only requires the ability to turn
strategies into action (Agwu, 2018). Therefore, the presence of good strategic
plans assists in some ways in making businesses less vulnerable to the erratic
business environment. Moreover, a study also that examines the impact of
strategic management on the business performance of small and medium
enterprises (Namusonge and Mugambi, 2018), the findings revealed that
environmental scanning, strategy formulation, strategy implementation and
14
strategy evaluation have a positive impact on the professional's financial
performance small and medium enterprises are served, and small and medium
enterprises organizations that have implemented a strategic planning process
are likely to enjoy improved financial performance.
15
CHAPTER III
METHODOLOGY
An overview of the research methods that used in the study is provided in
this chapter. Specifically, this chapter provides information the about research
design that was chosen for the purpose of this study, respondents, data
gathering instruments and data gathering procedures used to carry out this study
and lastly, the statistical treatment that helped interpret the data.
Research Design
This study used a quantitative, non-experimental design with correlation
technique. The purpose of this quantitative, non-experimental design is to
determine the significant relationship between strategic management and
business performance of small and medium enterprises in Tacurong City, Sultan
Kudarat.
Non-experimental design is referred to a method of conducting research
that doesn't manipulate the problem of environment that the subjects are
exposed to (Frey, 2018). The correlation design is a study into the relationships
between two or more variables (Grey, 2018). High values of one variable are
correlated with high values of another variable when there is a positive
correlation. For instance, strategic management is significantly correlated with
business performance. On the other hand, a negative correlation indicates a
relationship between high values of one variable and low values of the other.
16
Respondents of the Study
In this study, a non-probability with convenience sampling technique was
used in the selection of respondents. The respondents of this study are the small
and medium enterprise. Small enterprises are businesses with 10-99 workers
and/or assets worth P3 million and 1 peso to P15 million, while the medium
enterprises are businesses with 100-199 workers and/or assets worth P15 million
and 1 peso to P100 million (Aldaba, 2016). A sample size of 30 respondents is
thought to be sufficient for collection of data (Ganti, 2023). Furthermore, Budiu
and Moran (2021) suggested that 40 respondents are enough to use for
quantitative studies. Therefore, this study gathered 100 small and medium
enterprises of Tacurong City, Sultan Kudarat. The study was conducted in
Tacurong City, Sultan Kudarat that covers 153.40 square kilometers (59.23
square miles), accounting for 2.86 percent of Sultan Kudarat’s total area.
Non-probability sampling is a technique for gathering data that not a basis
for any opinion of probability that the factors in the sample for the study will have
a chance to include the entire universe (Etikan & Bala, 2017). Convenience
sampling is a type of non-probability sampling technique through which data
collection is done from conveniently available and well-suited members for the
study. In convenience sampling, the sample is chosen on the basis of the
convenience of the researchers (Nigam, 2013).
Data Gathering Instrument
The instrument of this study used a modified and adoptive survey
questionnaire to gather the needed information from the respondents. The survey
17
questionnaire used two parts, the strategic management and business
performance. The respondents rated the statements in the questionnaire using
the following rating scale:
Table 1 Likert Scale
Scale Description
4 Always
3 Oftentimes
2 Rarely
1 Never
The first instrument that determined the level of strategic management of
small and medium enterprises was adopted from Aboramadan & Borgonovi
(2016). The rating scale below was used to interpret the level of strategic
management of small and medium enterprises in Tacurong City, Sultan Kudarat.
Table 2 Rating Scale of Level of Strategic Management
Range Description Level Interpretation

This means that the strategic management
3.26 - 4.00 Very High is always used in the enterprise.
2.56 - 3.25 High is oftentimes used in the enterprise.
1.76 - 2.50 Low is rarely considered in the enterprise.
This means that the enterprise has no plans
1.01 - 1.75 Very Low to consider the use of strategic
management.
The second instrument measured the level business performance of small
and medium enterprises were adopted from Baira & Oracion (2016). The rating
18
scale below was used to interpret the level of business performance of small and
medium enterprises in Tacurong City, Sultan Kudarat.
Table 3 Rating Scale of Level of Business Performance
Range of
means Description Level Interpretation
This mean that the business performance is of
3.26 - 4.00 Very High the enterprise is best in the industry.
2.56 - 3.25 High the enterprise is better in the industry
1.76 - 2.50 Low the enterprise is bad in the industry
1.01 - 1.75 Very Low the enterprise is worst in the industry
The Cronbach Alpha method was used to pre-test the questionnaire,
which is a method used by academics to analyze the validity of surveys that
utilize the Likert scale. Cronbach alpha measures the similarity of a group of test
items (UCLA, 2021). The acceptable Cronbach's alpha value is 0.70 (Taber,
2017), while the Cronbach Alpha Test for strategic management and business
success revealed an alpha score of 0.974.
Data Gathering Procedure
The primary step before gathering data was validating the survey
questionnaire through the research adviser, statistician, and panels. Afterwards,
the researchers requested permission to conduct the study to the department
19
chairperson and noted by the research adviser in which allowing the
researchers to gather data based on the study's objectives.
Upon approval of the prepared survey questionnaires, the researcher
conducted a pre-test to evaluate the questionnaire's reliability. The statistician
calculated the collected data.
The researcher then conducted the final data gathering upon the pre-test.
The obtained data was tallied, tabulated, and evaluated by the statistician in
order to apply statistical treatment of the study. The outcome helped in identifying
whether or not there is a significant relationship between the variables.
Statistical Treatment
The collected data proceed to analyzing statically. Descriptive statistics
such as mean and Pearson product moment correlation was considered as
statistical tools to interpret the collected data.
Mean was computed to get the average or central value. of the responses
in every statement to determine level of strategic management and business
The mean of responses, which were obtained from each statement, was used to
examine the data. The mean of each response are being compared to the entire
response from always to never grouping criterion.
Pearson Product Moment Correlation is a statistic that measures the
strength of a two-variable linear connection. The primary objective of a Pearson-
20
product moment correlation is to identify the most appropriate match between
two variables' data.
Table 4 Scale of Correlation Coefficient
Scale of Correlation
Coefficient Value
0 < r ≤ 0.19 Very Low Correlation
0.2 ≤ r ≤ 0.39 Low Correlation
0.4 ≤ r ≤ 0.59 Moderate Correlation
0.6 ≤ r ≤ 0.79 High Correlation
0.8 ≤ r ≤ 1.0 Very High Correlation
21
CHAPTER IV
RESULTS AND DISCUSSION
This chapter presents the summary, analysis, and discussion of the
results from the gathered data to provide answers to the questions. The following
tables reveals the level of strategic management, level of business performance
and relationship between strategic management and business performance of
small and medium enterprise in Tacurong City.
Level of Strategic Management of Small and Medium Enterprises in

Tacurong City
Table 5 Level of Strategic Management
Descriptive
Indicator Mean Level Interpretation
Environmental 3.22 High This means that the
Scanning strategic management is
oftentimes used in the
22
enterprise.
This means that the
Strategy strategic management is
3.17 High
Formulation oftentimes used in the
enterprise.
This means that the
Strategy strategic management is
3.27 Very High
Implementation always used in the
enterprise.
This means that the
Strategy
strategic management is
Evaluation and 3.11 High
Monitoring
enterprise.
This means that the
strategic management is
Overall Mean 3.19 High
enterprise.
The first statement of the problem of this study is to determine the level of
stratrategic management of small and medium enterprises. As shown in Table 5,
the straregic management with its indicators: environmental scanning, strategy
formulation, strategy implementation, and strategy evalutaion and monitoring
yielded an overall mean of 3.19 described as high. This revealed that the
strategic management is oftentimes used in the enterprise.
Strategy implementation were observe to have the very high mean scores
which indicated that the indicator were strongly manifested as compared to other
indicators. The high level of Strategic management of small and medium
enterprises is due to high ratings provided by the respondents on environmental
scanning, strategy formulation, strategy implementation, and strategy evalutaion
and monitoring.
23
Table 5.1 Level of Strategic Management in terms of Environmental
Scanning
Descriptiv
Indicator Mean e Level Interpretation
Item No. 1 3.28 Very High This means that the strategic management
is always used in the enterprise
Item No. 2 3.24 High
is oftentimes used in the enterprise.
Item No. 3 3.18 High This means that the strategic management
This means that the strategic
Overall
3.22 High management is oftentimes used in the
Mean
enterprise.
Table 5.1 shows the level of strategic management of small and medium
enterprises in terms of environmental scanning, it has an overall mean of 3.22
with descriptive level of high. The results revealed that the strategic management
is oftentimes used in the enterprise. In a study of Babatunde & Adebisi (2013), on
the impacts of strategic environmental scanning on organization performance in
a competitive business environment, reveals that using strategic environmental
scanning to evaluate external environmental influences improves in exploiting
opportunities and avoiding risks, resulting in organizational profitability.
Table 5.2 Level of Strategic Management in terms of Strategy Formulation

Descriptiv
Item No. 1 3.14 High
24
Overall
3.17 High management is oftentimes used in the
Mean
enterprise.
Table 5.2 shows level of strategic management of small and medium
enterprises in terms of strategy formulation, it has an overall mean of 3.17 with a
descriptive level of high. The result revealed that the strategic management is
oftentimes used in the enterprise. In a study that determined the effect of
strategic formulation on organizational performance (Emeka, Ejim & Amaka,
2015), revealed that a well formulated strategy increases productivity in the
organization when combined with the proper structure and strategic formulation
is ineffectual due to behavioral and systemic resistance to strategic changes.
Table 5.3 Level of Strategic Management in terms of Strategy

Implementation
Descriptiv
Item No. 1 3.42 Very High
25
Overall
3.27 Very High management is always used in the
Mean
enterprise
enterprises in terms of strategy implementation, it has an overall mean of 3.27
with descriptive level of very high. The results revealed that the strategic
management is always used in the enterprise. In a study on impact of strategy
implementation on the performance of commercial banks in Kenya finds a
substantial correlation between the strategy implementation and performance of
commercial banks (Njagi & Kombo, 2014). Therefore the researchers
recommended, in order to succeed and compete, they must implement strategies
well.
Table 5.4 Level of Strategic Management in terms of Strategy Evaluation

and Monitoring
Descriptiv
Item No. 1 3.1 High
26
Overall management is oftentimes used in the
3.11 High
Mean enterprise.
enterprises in terms of strategy evaluation and monitoring, it has an overall mean
of 3.11 with descriptive level of high. The results revealed that the strategic
management is oftentimes used in the enterprise. A study on effect of strategy
evaluation on performance of Chemelil Sugar Company in Kenya (Okwemba &
Njuguna, 2021), strategy evaluation were observe on having a strong relationship
between two variables in which performance rises with a unit increase in strategy
assessment when all other parameters remain constant. Therefore, the strategy
evaluation could be helpful in encouraging and motivating staff members since it
helps employees evaluate success.
Level of Business Performance of Small and Medium Enterprises in

Tacurong City
Table 2 Level of Business

Performance
Descriptive
This means that the business
Market 3.34 Very High performance of the enterprise
is better in the industry.
Suppliers 3.24 High performance of the enterprise
Processes 3.2 High performance of the enterprise
27
Employee 3.22 High performance of the enterprise
Customer- This means that the business
Relationship 3.18 High performance of the enterprise
This means that the
business performance of
Overall 3.24 High
the enterprise is best in the
industry.
The second statement of the problem of this study is to determine the
level of business performance of small and medium enterprises. As shown in
Table 6, the business performance with its indicators: market, suppliers, process,
employee and customer-relationship yielded an overall mean of 3.24 described
as high. This revealed that the business performance is of the enterprise is better
in the industry. Moreover, market performance were observe to have the very
high mean scores which indicated that the indicator were best performance in the
enterprise as compared to other indicator. The high level of business
performance of small and medium enterprises is due to high ratings provided by
the respondents on market, suppliers, process, employee and customer-
relationship. The respondents is therefore
Table 6.1 Level of Business Performance towards Market

Descriptiv
This means that the business performance
Item No.1 3.28 Very High
of the enterprise is best in the industry.
Item No.2 3.4 Very High This means that the business performance
This mean that the business
Overall 3.34 Very High performance is of the enterprise is best
28
in the industry.
Table 6.1 shows the level business performance of small and medium
enterprises towards market performsnce, it has an overall mean of 3.34 with
descriptive level of very high. This revealed that the business performance is of
the enterprise is best in the industry. A study of Sullivan & Abela (2014) on how
measuring marketing effectiveness influences real business performance, the
relationship is balanced by posting frequency, which has a positive impact on
firm performance. Instead than focusing on the metrics utilized, which receive a
lot of attention in the literature, more focus should be placed on the actions that
are being monitored.
Table 6.2 Level of Business Performance towards Suppliers

Descriptiv
Item No.1 3.46 Very High
Item No.2 3.14 High This means that the business performance
of the enterprise is better in the industry.
Item No.3 3.12 High This means that the business performance
of the enterprise is better in the industry.
Overall 3.24 High performance of the enterprise is better in
the industry.
Table 6.2 shows the level of business performsnce of small and medium
enterprises towards suppliers performance, it has an overall mean of 3.24 with
29
descriptive level of high. This revealed that the business performance is of the
enterprise is best in the industry.
High-performing suppliers should be developed and maintained by businesses
as a part of their operations (Mafini et al., 2015). By monitoring operational
measurements that reflect crucial competitive success criteria including product
quality, after-sales service and customer-response, and sales service quality,
suppliers' performance should be evaluate (Ross et al., 2016). Dey,
Bhattacharya, Ho, and Clegg (2015) conducted a study on the strategic supplier
performance evaluation with the goal of demonstrating this evaluation. The
study's findings showed that improved supplier performance has a positive
impact on the operational and financial performance of the client organization.
Table 6.3 Level of Business Performance of Process

Descriptiv
Item No. 1 3.32 Very High of the enterprise is best in the industry.
Item No. 2 3.06 High of the enterprise is better in the industry.
the industry.
30
enterprises towards process performance, it has an overall mean of 3.20 with
enterprise is better in the industry. Time, budget, and process efficiency are
examples of process performance, and in order to attain organizational
objectives, business should employ well-known management techniques such as
process automation and optimization (Brocke & Rosemann, 2014).
Table 6.4 Level of Business Performance of

towards Employee
Descriptive
Item No. 1 3.22 High performance of the enterprise
Item No. 2 3.28 Very High performance of the enterprise
is best in the industry.
Item No. 3 3.16 High performance of the enterprise
Overall 3.22 High This means that the
business performance of
the enterprise is better in
31
the industry.
Table 6.4 shows the level of business performance of small and medium
enterprises towards employee performance, it has an overall mean of 3.22 with
enterprise is better in the industry. Business owners need employees that are
able to get the job done, because employee performance is critical to the overall
success of the company, doing so helps determine strengths, weaknesses and
potential managerial gaps in the business organization (Leonard, 2019).
Table 6.5 Level of Business Performance of towards Customer-

Relationship
Descriptiv
Item No.1 3.2 High of the enterprise is better in the industry.
Item No.4 3.32 Very High of the enterprise is best in the industry.
the industry.
32
enterprises towards customer-relationship performance, it has an overall mean of
3.18 with descriptive level of high. This revealed that the business performance is
of the enterprise is better in the industry. Customer value is the perception of
what a product or service is worth to a customer versus the possible alternatives
(Mahajan, 2020). In a study, by identifying the performance indicators, evaluation
of customer relationship performance using the key success criteria may
eventually improve service delivery and support the achievement of the strategic
organizational goals (Parsa & Pourbabaei, 2015).
Significance of the Relationship between Enterprise Risk Management and

Table 7 Significance on the Relationship between Strategic

Management and Business Performance
SME Category Significance R Interpretation
Strategic Management
vs. p < 0.000 .916** Very High Correlation
**Correlation is significant at .05 level
Table 7 shows the computed r-value on strategic management and
business performance of small and medium enterprises. The combined
computed r-value of 0.916 indicates a very high correlation and given the
33
probability value of less than 0.05, the result reveals that strategic management
has a significant direct relationship with the business performance, thus, the null
hypothesis is rejected.
The results revealed the significant relationship between strategic
management and business performance of small and medium enterprises. This
indicates that businesses should provide an effective strategic management to
businesses that will enhance performance. Implementing strategic management
techniques is essential for enhancing business performance and helps
businesses in gaining a sustainable competitive edge and rising profitability.
This finding corresponds to the study of Namusonge & Mugambi (2018)
that examines the impact of strategic management on the business performance
of small and medium enterprises, the findings revealed that environmental
scanning, strategy formulation, strategy implementation and strategy evaluation
have a positive impact on the professional's financial performance small and
medium enterprises are served, and small and medium enterprises organizations
that have implemented a strategic planning process are likely to enjoy improved
financial performance. Additionally, the study on the impact of strategic
management on the business performance shows the present economic
hardship has presented various businesses with high levels of turbulence that
only requires the ability to turn strategies into action (Agwu, 2018). Therefore,
The availability of solid strategic plans helps organizations to be less exposed to
the chaotic business climate in some aspects.
34
CHAPTER V
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of findings, conclusions and
recommendations in the study of strategic management and business
Summary
The objecticves of the study is to determine the relationship between the
strategic management and business performance of small and medium
35
enterprises in Tacurong City, Sultan Kudarat. The prepared survey questionnaire
was gathered from 100 small and medium enterprise. The researchers
distributed survey questionnaires to the respondents as the main data gathering
instrument. The data was statistically tallied, tabulated and evaluated based on
the study’s descriptive level and interpretation.
The following are the findings of the study:
The level of strategic management, with its indicators, produced a mean
average of 3.19, which is high. This means that the strategic management is
oftentimes used in the enterprise. Furthermore, environmental scanning, strategy
formulation and strategy evaluation and monitoring has a high average of mean,
while strategy implementation has the highest total mean of 3.27 which is defined
as very high which mean that it is always used in the enterprise as compared to
other indicators.
The level of business performance, with its indicators. revealed a mean of
3.24 with a descriptive level as high. The results indicate that the business
performance of the enterprise is better in the industry. Moreover, suppliers,
employees, processes and customer-relationships have a high average of mean,
while markets have the highest total mean of 3.34 which is defined as very high
which means that it is best in the enterprise.
The study also sought to determine the relationship between strategic
management and business performance. The findings revealed that strategic
36
management has a significant direct relationship with the business performance,
thus, the null hypothesis is rejected.
Conclusion
In Tacurong City, there is a high level of corporate strategic management.
In other words, small and medium enterprises have a fully functional strategic
management system. Overall, this shows that small and medium enterprises
owners and managers consider the implementation of strategic management to
be essential for long-term commercial advantage and continuing growth. A high
degree of business performance was also identified by the study. As a result, it
can be concluded that the company has the better business performance in its
sector. This indicates that owners or managers have consistently demonstrated
the best management practices in the market, with a high level of success in their
endeavors, which attests to their productivity and efficiency.
The study was determined that there is a correlation between the two
variables and that all strategic management areas have an impact on the
business performance of small and medium enterprises. Essentially, the results
of this study support the claims outlined in the review of related literature the
startegic management and business performance are correlated. This
association between the two variables confirms the assertion of Namusonge &
Mugambi (2018) that examines the impact of strategic management on the
business performance of small and medium enterprises, the findings revealed
that environmental scanning, strategy formulation, strategy implementation and
37
strategy evaluation have a positive impact on the professional's financial
performance small and medium enterprises are served, and small and medium
enterprises organizations that have implemented a strategic planning process
are likely to enjoy improved financial performance. Additionally, the study on the
impact of strategic management on the business performance shows the present
economic hardship has presented various businesses with high levels of
turbulence that only requires the ability to turn strategies into action (Agwu,
2018). Therefore, The availability of solid strategic plans helps organizations to
be less exposed to the chaotic business climate in some aspects.
Recommendation
According to the study’s findings, small and medium enterprises in
Tacurong City, which comprised the study’s respondents, consistently used
strategic management, and their business performance was the best in the
sector. Also, there is a strong correlation between strategic management and
business performance; as a result, the researchers advise small and medium
enterprises to keep using strategic management, which affects business
performance.
Additionally, the researchers recommend Tacurong City’s Local
Government Unit to provide seminars and programs to support and maintain
enterprise strategic management's effective and efficient implementation as well
as to emphasize the relevance of this discipline’s impact on global markets. Also,
as of the research’s discovery of a connection between enterprise strategic
38
management and business performance, the researchers recommends
managers to be well-versed in strategic management, particularly when coping
with the always shifting worldwide marketplaces. Moreover, it is recommended
that the managers should focus more on finding ways to deepen their
understanding of strategic management, as well as strategies to improve their
capacity to successfully adjust to a new market situation and boost business
performance.
The results of this study on the significant relationship of strategic
management and business performance if small and medium enterprises, of the
researchers recommendations that additional research be done to validate and
support the findings of this paper about other elements that are related to the
business performance of small and medium enterprises. This research aimed to
determined the relationship impact of strategic management and business
performnce. Future academics might even use small and large businesses as
study subjects.
39
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APPENDICES
46
Appendix 1 Form 1
PLAN OF COURSE WORK
Name: FABOT, SHANAYA YDENN Course: BS AIS
Course No Course Description Unit Grade Remarks

ACCTG11 Financial Accounting and Reporting 3 2.75 Passed
1
ACCTG12 Basic Accounting for Partnership and 3 2.75 Passed
1 Corporate Entities
ACCTG11 Conceptual Framework and Accounting 3 2.50 Passed
2
ACCTG22 Standards Cost Accounting and Control 3 2.50 Passed
1
ACCTG21 Intermediate Accounting 1 3 2.25 Passed
1
LAW211 Law On Obligations and Contracts 3 1.75 Passed
ACCTG22 Strategic Cost Management 3 3.00 Passed
2
2
LAW212 Business Laws and Regulations I 3 3.00 Passed
TAX311 Income Taxation 3 3.00 Passed
1
LAW311 Business Laws and Regulations II 3 2.75 Passed
LAW312 Regulatory Framework and Legal Issues 3 1.50 Passed
In Business
TAX312 Business Taxation 3 2.75 Passed
Inclusive Course:
COMP200 Computer Application in Business and 3 1.75 Passed
Finance
COMP312 Statistical Analysis with Software 3 1.75 Passed
Application
RES411 Accounting Research Methods 3 1.75 Passed
Total Number of Units Required for the Period : 188 Units
Total Numbers of Units Earned : 188 Units
Certified Correct: Approved:
MARIBETH P. SALABAN, MBA MA. JEANELLE B. ARGONZA, PhD

Campus Registrar Campus Director
________________ ________________
Date Date
44
Appendix 1 Form 1
PLAN OF COURSE WORK
Name: ESTABILLO, MARIEL D. Course: BS AIS

1
2
ACCTG22 Standards Cost Accounting and Control 3 2.50 Passed
1
1
2
2
1
In Business
Inclusive Course:
Finance
Application
45
Appendix 1 Form 1
MARIBETH P. SALABAN, MBA JOYLYN D. GAMIAO, DBA

________________ ________________
46
Appendix 1 Form 1
Date Date
PLAN OF COURSE WORK
Name: RIZADA, NICOLE B. Course: BS AIS

1
2 Standards
ACCTG22 Cost Accounting and Control 3 2.50 Passed
1
1
2
2
1
In Business
Inclusive Course:
Finance
Application
MARIBETH P. SALABAN, MBA JOYLYN D. GAMIAO, DBA

________________ ________________
Date Date
47
Appendix 1 Form 1
48
Appendix 2 Form 2
Republic of the Philippines

SULTAN KUDARAT STATE UNIVERSITY
College of Business Administration and Hospitality Management
Tacurong Campus
Tacurong City, Sultan Kudarat
APPLICATION FOR THESIS TITLE

________________
Date
STRATEGIC MANAGEMENT AND BUSINESS
PERFORMANCE OF SMALL AND MEDIUM
ENTERPRISES __________ _________
Remarks Signature
CONSUMERS PREFERENCE ON BUYING 2ND
HAND PRODUCTS __________ _________
Remarks Signature
THE EFFECTS OF LOW MINIMUM WAGE ON
JOB CREATION __________ _________
Remarks Signature
We are planning to write my thesis outline on Insert Date, at SKSU
Tacurong Campus.
Very respectfully yours,

ESTABILLO, MARIEL
RIZADA, NICOLE
Recommending Approval:
DENMARK N. DIZO, CPA, MBA HECTOR Q. LADUA JR., CPA

Member Member
CHARMIE A. LAGDAMEN, MBA

Adviser
Endorsed:
ANNIE D. FRANCISCO, MS JOYLYN S. GAMIAO, DBA

Campus Research Coordinator College Dean
____________ ____________
Approved:

Campus Director
____________
47
Appendix 2 Form 2
Date Signed
48
Appendix 3 Form 3

Tacurong Campus
NOMINATION OF GUIDANCE COMMITTEE
WE, MARIEL D. ESTABILLO, SHANAYA YDENN FABOT and NICOLE
B. RIZADA, a student of BS ACCOUNTING INFORMATION SYSTEM hereby
nominate the following as adviser and members of my thesis guidance
committee.

Adviser

Member Member
We, hereby certify our willingness to act as adviser / members of the
guidance committee.

Adviser
CHARMIE A. LAGDAMEN, MBA HECTOR Q. HECTOR JR., CPA

Member Member
Endorsed:
ANNIE D. FRANCISCO, MS JOYLYN S. GAMIAO, DBA

____________ ____________
Approved:

Campus Director
____________
Date Signed
48
Appendix 4 Form 4

Tacurong Campus
APPLICATION FOR THESIS OUTLINE DEFENSE
Name: ESTABILLO, MARIEL D. Course/Major: BS AIS

RIZADA, NICOLE B.
We have the honor to apply for outline defense for my study entitled:
STRATEGIC MANAGEMENT AND BUSINESS PERFORMANCE OF SMALL
AND MEDIUM ENTERPRISE IN TACURONG CITY, SULTAN KUDARAT.
Time:
Date:
Venue:

Member Member
JANET F. RABUT, PhD IRISH MAE G. PASQUIN, Lib

Statistician English Critic
CHARMIE A. LAGDAMEN, MBA

Adviser
Endorsed: Recommending Approval:
ANNIE D. FRANCISCO, MS JOYLYN D. GAMIAO, DBA

Approved:

Campus Director
49
Appendix 5 Form 5

Tacurong Campus
CHANGE OF ADVISER / GUIDANCE COMMITTEE MEMBER

RIZADA, NICOLE B.
Thesis Title: STRATEGIC MANAGEMENT AND BUSINESS PERFORMANCE
OF SMALL AND MEDIUM ENTERPRISE IN TACURONG CITY, SULTAN
KUDARAT
APPROVED BY THE GUIDANCE COMMITTEE
DENMARK N. DIZO CPA, MBA __________ __________

Adviser Signature Date
CHARMIE A. LAGDAMEN, MBA __________ __________

Member Signature Date
HECTOR Q. LADUA JR., CPA __________ __________

IRISH MAE G. PASQUIN, Lib __________ __________

English Critic Signature Date
JANET F. RABUT, PhD __________ __________


Approved:

Campus Director
50
Appendix 6 Form 6

Tacurong Campus
CHANGE OF ADVISER / GUIDANCE COMMITTEE MEMBER

RIZADA, NICOLE B.
KUDARAT
APPROVED BY THE GUIDANCE COMMITTEE




JANET F. RABUT, PhD __________ __________


Approved:

Campus Director
51
Appendix 7 Form 7

Tacurong Campus
CERTIFICATION OF STATISTICIAN
This is to certify that the thesis entitled STRATEGIC MANAGEMENT
AND BUSINESS PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES
IN TACURONG CITY conducted on _________, authored by MARIEL D.
ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA was
evaluated/checked by the undersigned as to the statistical analysis and
interpretation.
Issued on this ___________ day of _____________.
JANET F. RABUT, PhD

Statistician
Noted:

Campus Director
52
Appendix 8 Form 8

Tacurong Campus
CERTIFICATION OF ENGLISH CRITIC
IN TACURONG CITY conducted on _________, authored by MARIEL D.
ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA was edited
by the undersigned as to its grammar
Issued on this ___________ day of _____________.
IRISH MAE G. PASQUIN, LIb

English Critic
Noted:

Campus Director
53
Appendix 9 Form 9

Tacurong Campus
APPLICATION FOR THESIS FINAL DEFENSE EXAMINATION
Name: ESTABILLO, MARIEL D. Course/Major: BS ACCTNG INFO. SYSTEM

RIZADA, NICOLE B.
Please write × whether: ( ) First ( ) Second ( )Third

Date: Time: Venue: SKSU-Tacurong Campus
Guidance Committee




JANET F. RABUT, PhD __________ __________


Approved:

Campus Director
_________________
Date
54
Appendix 9 Form 9
Report on the Result of Final Defense

(Action taken by the Guidance Committee. Please indicate whether Passed or
Failed)
Signature Date Remarks
_________________ _________________ _________________
_________________ _________________ _________________
_________________ _________________ _________________
Approved:

Campus Director
55
Appendix 10 Form 10

Tacurong Campus
APPLICATION FOR THESIS FINAL PRINTING AND BINDING

IN TACURONG CITY was thoroughly reviewed by the guidance committee and
recommended for final printing and binding.
IRISH MAE G. PASQUIN, Lib JANET F. RABUT, PhD

English Critic Statistician
______________ ______________
CHARMIE A. LAGDAMEN, MBA HECTOR Q. HECTOR JR., CPA

Member Member
______________ ______________

Adviser
______________
Date Signed
Recommending Approval:

______________ ______________
Approved:

Campus Director
_________________
Date
56
Appendix 10 Form 10
Statistical Tables
Table 1 ANOVA
Sum of Mean
Square Df Square F Sig.
Between
Groups 33.182 39 0.851 34.987 0
Within Groups 1.459 60 0.024
Total 34.641 99
a. Dependent Variable:
BUSINESSPERFORMANCE
b. Predictors: (Constant), Strategic Scanning, Strategic
Formulation, Strategic Implementation and Strategic Evaluation
and Monitoring
Table 1.1 DESCRIPTIVESTATISTICS

Mean Std. Deviation N
Strategic Management 3.192 0.57996 100
Business Performance 3.2332 0.59153 100
Table 1.2
Correlations
Strategic Business
Management Performance
Strategic Pearson
Management Correlation 1 .916**
Business Pearson
Performance Correlation .916** 1
** Correlation is Significant at the .05 level
57
Appendix 10 Form 10
58
Appendix 11 Form 11

Tacurong Campus
SURVEY QUESTIONNAIRE
Business Name: (optional) ___________________________________
PART I. STRATEGIC MANAGEMENT
Instruction: The items below will assess the level of strategic management of
small and medium enterprises in Tacurong City, Sultan Kudarat. Please check
the box that corresponds to your judgment and practice, using the rating scale
below.
4- Always 3- Sometimes 2-Rarely 1-Never
A. Environmental Scanning 4 3 2 1
1. Observation of existing external threats and
opportunities are being applied in the enterprise.
2. Observation of existing internal weaknesses and
strategies are being applied in the enterprise.
3. The analysis of the environmental factors such as
the economic, political, social and technological
ones is being applied in the enterprise.
4. The analysis of the needs of the communities and
the potential beneficiaries are being applied in the
enterprise.
5. The participation of the employees in analyzing the
environment is being applied in the enterprise.
B. Strategy Formulation
1. The establishment have a long term objective in
nature (more than one year-based objectives)
2. The development of strategic options and choosing
a strategy are being applied in the enterprise.
3. The revision and modification of the mission
statement, strategies and plans in light of
threats/opportunities and strengths/weaknesses are
being applied in the enterprise.
4. The participation of the internal stakeholders
(employees, board, etc.) in developing the strategies
and plans are being applied in the enterprise.
5. The communication of mission and strategies to
external stakeholders are being applied in the
58
Appendix 11 Form 11
enterprise. (Donors, partners, etc).

6. The reliance on consultants in developing the
strategy is being applied in the enterprise.
C. Strategy Implementation
1. The development of clear rules and procedures to
guide strategic plans are being applied in the
enterprise.
2. The development of short-term objectives, (equal or
less than one year based-objectives are being
applied in the enterprise.
3. The allocation of sufficient financial, human and
other resources to implement the strategies and
plans are being applied in the enterprise.
4. The establishment of clear activities or steps needed
to accomplish the short-term goals are being applied
in the enterprise.
5. The adjustment of the organizational structure to
adapt with new changes brought by their new
strategic plans and decisions are being applied in
the enterprise.
6. A leadership-support in implementing strategies are
7. The organization’s culture such as core values,
beliefs and norms are being applied in the
enterprise.
D. Strategy Evaluation and Monitoring
1. The developments of monitoring system are being
2. Monitoring the strategic plans on regular basis is
3. The identification of performance measures and
standards are being applied in the enterprise.
4. The evaluation of the outcomes of the strategies and
plans are being applied in the enterprise.
5. The modifications of strategies, if needed, as a
result of the evaluation are being applied in the
enterprise.
6. The communications of the evaluation results to the
stakeholders are being applied in the enterprise.
7. The satisfaction of the community is taken into
account in the evaluation of monitoring of strategy.
8. The reliance on consultants in the evaluation to
ensure objectively and transparency are being
PART II. BUSINESS PERFORMANCE
Instruction The items below will assess the level of business performance of
small and medium enterprises in Tacurong City, Sultan Kudarat. Please check
59
Appendix 11 Form 11
the box that corresponds to your judgment and practice, using the rating scale
below
4- Always 3- Sometimes 2-Rarely 1-Never
A. Market Performance 4 3 2 1
1. SME helps enterprise to gain high market-share
growth in the industry.
2. SME helps the enterprise with cost-benefits analysis
in terms of producing products/services.
B. Suppliers Performance
1. The enterprise’s control activities help to offer the
highest-quality supplier products in the business.
2. The enterprise offers the industry’s best supplier
communication.
3. The enterprise’s supplier-buyer relationship provides
competitive prices.
C. Process Performance
1. SME helps the enterprise to have the best inventory
of work in progress in the industry.
2. SME helps with the delivery reliability.
3. SME enhances supply chain responsiveness.
4. The enterprise has the quickest order fulfilment in the
market.
D. Employee Performance
1. Employees with the highest levels of skill in the
industry work for the business.
2. Supervision and oversight helps enhance employee
engagement in the industry.
3. Monitoring mechanism enriches the enterprise
training and development.
E. Customer-Relationship Performance
1. Information and communication reduces customer
complaints and have high resolution rate among the
industry.
2. Enterprise’s customer retention and loyalty are
unrivalled in the business.
3. The enterprise’s products return rates is among the
highest in the industry.
4. The enterprise’s order processing and handling
speed is best in the industry.
60
Appendix 12 Form 12

Tacurong Campus
PICTORIALS
61
61

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BS ACCOUNTING INFORMATION SYSTEM

Degree Program Initials Res. No ____

SUBMITTED TO THE FACULTY OF THE COLLEGE OF BUSINESS

BACHELOR OF SCIENCE IN ACCOUNTING INFORMATION SYSTEM

The thesis attached here to entitled “STRATEGIC MANAGEMENT AND

DENMARK N. DIZO, CPA, MBA JOYLYN D. GAMIAO, DBA

Accepted as partial fulfillment of the requirements for the degree of

MA. JEANELLE B. ARGONZA, PhD

The thesis attached hereto entitled “STRATEGIC MANAGEMENT AND

CHARMIE A. LAGDAMEN, MBA HECTOR Q. LADUA JR., CPA

DENMARK N. DIZO, CPA, MBA

Approved as partial fulfillment of the requirements for the degree of

JOYLYN S. GAMIAO, DBA ANNIE D. FRANCISCO, MS

MA. JEANELLE B. ARGONZA, PhD

Mariel D. Estabillo is presently residing at Mayo, Columbio, Sultan

is daughter of Primo S. Estabillo and Mayumi D. Estabillo. She finished her

Kindergarten at Mayo Day Care Center, her Elementary Education at (former)

Mayo Elementary School, her Secondary Education at Columbio National High

During her Tertiary Education, she took up Bachelor of Science in

Accounting Information System. She is currently finishing her internship in

Municipal Agrarian Reform Project Office where she is gaining vulnerable

to bridge the gap between learning and finding career.

Shanaya Ydenn Fabot was born on October 8, 2000 currently living at

Koronadal City, Soth Cotabato. She finished her elementary education at

Koronadal Central Elementary School II year 2011-2012 and her secondary

education at Koronadal National Comprehensive High School 2016-2017. She

graduated senior high school at St. Alexius College Koronadal 2018-2019.

Tacurong Campus with the degree of Bachelor of Science in Accounting

and push herself to uncharted limits.

Nicole B. Rizada is a fourth-year student at Sultan Kudarat State

University taking up Bachelor of Science in Accounting Information System. She

was born on the 13th day of May, 2001.

She was graduated at Tacurong Pilot Elementary School during her

Accounting and Business Management Strand and graduated S.Y. 2018-2019.

She completed her internship at the Department of Agrarian Reform –

and cooperation of several people. As a result, the researchers wish to express

and extended their assistance in making this research a reality.

expertise, support, and kindness in seeing this research study through to

To the panelists, Charmie A. Lagdamen, MBA and Hector Q. Ladua Jr.,

To the Small and Medium Enterprise owners/managers, for their trust

and honesty in answering the survey questionnaire;

To family, for their overwhelming support morally and financially,

To friends, for their support and encouragement which fueled the

researchers to finish this study;

Scope and Limitation................................................................................6

Error! Bookmark not defined.

CHAPTER II REVIEW OF RELATED LITERATURE 7

CHAPTER III METHODOLOGY 16

CHAPTER IV RESULTS AND DISCUSSION 22

CHAPTER V SUMMARY, CONCLUSION,

TABLE TITLE PAGE

6.1 Level of Business Performance towards Market 28

FIGURE TITLE PAGE

MARIEL D. ESTABILLO, SHANAYA YDENN FABOT and NICOLE B. RIZADA,

ADVISER: DENMARK N. DIZO CPA, MBA

This study was conducted to determine the relationship between

relationship between strategic management and business performance of small

quantitative, non-experimental design with correlation technique. The purpose of

this quantitative, non-experimental design is to determine the significant

relationship between strategic management and business performance of small

approach. An adoptive and modified questionnaire was used as statistical

revealed that strategic management has a significant relationship with business

Background of the Study