Republic of the Philippines

UNIVERSITY OF EASTERN PHILIPPINES

University Town, Northern Samar, Philippines
Website: uep.edu.ph; Email: uepnofficial@gmail.com

COLLEGE OF BUSINESS ADMINISTRATION

STRATEGIC MANAGEMENT

BURAC, TERESA G.
Bsba Human Resource Management 3rd Year

DESIREE MATEA B. TEJERO, MPA, LLB

Course Instructor
MODULE 2

ASSESSMENT 4: LEARNING PAPER

Summary:

The article outlines a process for creating a visionary statement for a company that
can serve as a guide for decision-making and inspire employees. The authors
conducted extensive research on companies with enduring success and identified
common traits among them, including a strong and well-articulated vision.

The first step in creating a company vision is to identify core values that will guide
the organization. These values should be authentic and meaningful to the company's
founders and employees. Next, the authors suggest creating a "Big Hairy Audacious
Goal" (BHAG) that will stretch the company's capabilities and inspire employees.
The BHAG should be specific and measurable, yet ambitious. The third step is to
create a vivid description of the company's envisioned future, including details about
the company's products, services, and market position. This description should be
concise, yet compelling, and should communicate the company's unique value
proposition. Finally, the authors suggest testing the company's vision by evaluating it
against a set of criteria, including its ability to inspire, its alignment with core values,
and its ability to provide guidance for decision-making. Once a company's vision is
established, it should be communicated clearly and consistently throughout the
organization.

Overall, the article provides a framework for creating a powerful and inspiring
company vision that can help guide decision-making and motivate employees to
achieve ambitious goals.
Reflection:

Collins and Porras argue that a strong and enduring company vision is a key driver
of success for organizations. They define a company's vision as a statement of its
core values, beliefs, and purpose that transcends short-term goals and guides
decision-making and behavior over the long-term. They suggest that a company's
vision should be grounded in its core ideology (i.e., its enduring values and beliefs)
and its envisioned future (i.e., a long-term goal that is inspiring and energizing). One
of the key takeaways from this article is the importance of having a well-defined and
compelling vision for your organization. The authors argue that a clear and inspiring
vision can help align people within the organization, motivate employees, and guide
decision-making. They also suggest that companies should strive to create a vision
that is enduring, rather than one that changes with the latest trends or market
conditions.

Another important point made by the authors is the need to ensure that a company's
vision is consistent with its core values and beliefs. They suggest that the core
ideology should remain stable, even as the company's strategies and tactics evolve
over time. This ensures that the company stays true to its underlying principles, while
also being flexible enough to adapt to changing circumstances.

Overall, I found this article to be a valuable reminder of the importance of having a

strong and enduring company vision. As a HRM student I have seen firsthand how a
clear and inspiring vision can help drive success and align people around a common
purpose. The article offers practical advice and useful examples for how companies
can develop and refine their vision, and I would highly recommend it to anyone
interested in building a successful and enduring organization.
INDIVIDUAL PROJECT: ACTIVITY 1

Develop a personal Vision Statement

Vision Statement

To become a highly competent and compassionate HR professional, continuously

developing my skills and knowledge, and confidently embracing new challenges and
opportunities. Through dedication, hard work, and a willingness to learn from others,
I will build a rewarding career that empowers and supports individuals and
organizations that allows me to positively impact the lives of those people around
me.

INDIVIDUAL PROJECT: ACTIVITY 2

Develop a personal mission statement and enumerate three personal goals to

support it.

Mission Statement

To continually improve myself by embracing challenges, learning from experiences,

and pursuing opportunities that will allow me to become a confident and effective HR
professional who positively impacts individuals and organizations.

Goals:

1. Build self-confidence by setting achievable goals, celebrating small

successes, and learning from failures. This will help me to approach
challenges with a growth mindset and develop resilience to overcome
obstacles.

2. Cultivate a culture of continuous learning by seeking out diverse perspectives,

actively listening to feedback, and being open to new ideas. This will enable
me to broaden my horizons, enhance my knowledge, and stay up-to-date with
emerging trends and best practices in HR.

3. Develop strong leadership and communication skills by practicing active

listening, delivering effective presentations, and collaborating with others to
 achieve common goals. This will help me to inspire and motivate others, build
strong relationships, and effectively manage conflicts.

ASSESSMENT 5: LEARNING PAPER

Bargaining power of customers- HIGH

The bargaining power of customer of LC Pizza food House is considered as

High because some customers have many alternative options to choose from, they
can easily switch to a competitor's product or service if they are not satisfied with the
current one. Especially, the location of the business is near to some restaurants that
offer the same product or service.

Threats of new entrants- HIGH

Low barriers to entry are the reason why LC Pizza Food House is High in
threat of new entrants because the business offers product and services that anyone
can offer. Anyone with a passion for food and hospitality can open a restaurant,
which makes it easy for new players to enter the market. Addition, the availability of
resources. Raw materials, including food and equipment, are widely available in
most areas. This makes it easier for new entrants to access the resources they need
to start a restaurant.

Bargaining power of suppliers- HIGH

The bargaining power of suppliers in LC Pizza Food House is High because

of having no main supplier. This can make it more difficult for the business to have a
discount because they prefer to buy their supply to different supplier.

Threats of substitute products- HIGH

The LC Pizza Food House is considered to have a high threat of substitute products
because consumers have many alternative options for obtaining food and
beverages. Also changes in consumer preferences and lifestyles may lead to new
substitutes emerging in the market.

Rivalry among competing firms- HIGH

The LC Pizza Food House is considered to have high rivalry among competing firms
due to several factors. Large number of competitors; The business is highly
fragmented, with a large number of small and independent operators competing with
larger chains. This creates intense competition and price pressure, as many
competitors are vying for the same customer base. Low switching costs for
customers; Customers have low switching costs when it comes to choosing a
restaurant. This means that LC Pizza Food House need to constantly innovate and
differentiate themselves to retain customers and attract new ones. Similarity of
products; Many restaurants offer similar products, which makes it difficult to
differentiate themselves based on their menu alone.
ASSESSMENT 6: CASE STUDY

1. What is the value that Starbucks creates for its customers? How does
the company create this value.
In competitive advantage at Starbucks, it is evident that the company
creates significant value for its customers. Starbucks offers a unique
coffeehouse experience that goes beyond just serving coffee. The company
provides a comfortable and welcoming atmosphere where customers can
relax, socialize, and work. Starbucks also offers a variety of high-quality
beverages and food items that cater to different tastes and dietary needs.
Starbucks creates value for its customers in several ways. Firstly, the
company uses high-quality ingredients and sources its coffee beans from
various regions worldwide to provide a unique taste and flavor to its
customers. The company also offers a wide range of coffee-based drinks,
teas, and other beverages to cater to different preferences. Lastly, Starbucks
creates value for its customers by providing high-quality products, a
comfortable and welcoming atmosphere, and personalized service. The
company's focus on creating a unique customer experience has enabled it to
differentiate itself from its competitors and establish a strong competitive
advantage in the coffee industry.

2. How important have innovation, efficiency, quality and customer

responsiveness been to Starbucks’ competitiveness position.
It is important to have innovation, efficiency, quality, and customer
responsiveness to understand the company's competitiveness position.
Innovation is key driver of Starbucks' success because in the past years they
constantly introducing new products, services, and store formats to stay
ahead of competitors and meet evolving customer preferences. Efficiency is
also crucial for Starbucks, as it enables the company to maintain a high level
of consistency across its thousands of stores worldwide. By optimizing its
supply chain and operational processes, Starbucks is able to keep costs low
 and provide customers with a consistent and high-quality experience. In
addition, quality has been a fundamental aspect of Starbucks' it places a
strong emphasis on sourcing high-quality coffee beans and using sustainable
and ethical practices in its operations. This has helped Starbucks build a loyal
customer base that values the quality and ethics behind the brand. Lastly,
customer responsiveness it is crucial to company because it able to adapt the
changes of consumer preferences and stay relevant in a rapidly evolving
market by listening to customer feedback and introducing new products and
services based on their needs and preferences.

3. Does Starbucks have any distinctive competencies? If so, how do they

affect the business?
Yes, Starbucks has several distinctive competencies that have contributed to
its competitive advantage and success. One of Starbucks' distinctive
competencies is its strong brand identity and customer loyalty. Starbucks has
built a reputation as a premium coffee brand that values quality and ethical
sourcing practices. This brand identity has helped Starbucks differentiate itself
from competitors and build a loyal customer base that is willing to pay a
premium for its products. Another distinctive competency of Starbucks is its
highly efficient supply chain and operational processes. Starbucks has
developed an efficient and streamlined supply chain that allows it to source
high-quality coffee beans and other ingredients from around the world and
distribute them to thousands of stores worldwide. This efficiency has enabled
Starbucks to maintain consistency and quality across its stores and keep
costs low, which is critical in the highly competitive coffee industry.

4. Why do you think the performance of Starbucks started to decline after

2005? What was Schultz trying to do with the changes he made after
2008?
There were several factors that contributed to Starbucks' decline in
performance after 2005. One of the main reasons was that the company had
expanded too quickly and had become overextended. Starbucks had opened
too many stores too quickly, and many of these stores were located too close
to each other, which causes of decreasing their sales and profitability. This
rapid expansion also led to a decline in the quality of the customer
experience, which had been a key differentiator for Starbucks in the past.
Another factor that contributed to the decline was the economic recession of
2008. The recession led to a decline in consumer spending, which affected
Starbucks' sales and profitability. Additionally, competitors had started to offer
premium coffee products, which increased competition in the industry.
To address these challenges, Howard Schultz returned as CEO in
2008 and implemented a number of changes to turn the company around.
One of the first changes he made was to slow down the company's expansion
and close underperforming stores. He also made significant investments in
training and employee development to improve the quality of the customer
experience. He focused on restoring the company's commitment to quality
and ethical sourcing practices, and he emphasized the importance of building
a strong corporate culture that valued employees and customers. Overall,
Schultz's changes were aimed at refocusing the company on its core values
and strengths, and improving the quality of the customer experience. These
changes were successful, and Starbucks was able to recover from its decline
and regain its position as a leader in the coffee industry.
MODULE 3

Individual Project: Activity 3

For each of the three goals you listed in Activity 2, develop at least two

objectives and list down all the activities, actions, or strategies which you

consider are needed to accomplish or achieve said objectives within a three-

year period. It is assumed and expected that in doing this, you consider your

resources, capabilities, internal strengths and weaknesses, as well as external

opportunities and threats.

Goals:

1. Build self-confidence by setting achievable goals, celebrating small

successes, and learning from failures. This will help me to approach
challenges with a growth mindset and develop resilience to overcome
obstacles.

Objective 1: Set achievable goals and celebrate small successes.

 Identify personal and professional goals to work towards.

 Break down larger goals into smaller, achievable milestones.

 Celebrate progress and successes along the way with small

rewards or treats.

 Reflect on accomplishments and take note of what worked well

and what could be improved for next time.

Objective 2: Learn from failures

  Embrace failure as a learning opportunity.

 Analyze what went wrong and identify areas for improvement.

 Use lessons learned to adjust goals and strategies moving

forward.

2. Cultivate a culture of continuous learning by seeking out diverse perspectives,

actively listening to feedback, and being open to new ideas. This will enable
me to broaden my horizons, enhance my knowledge, and stay up-to-date with
emerging trends and best practices in HR.

Objective 1: Seek out diverse perspectives

 Attend conferences and workshops related to HR and other

relevant topics.

 Join professional organizations or networking groups to connect

with others in the field.

 Read industry publications and research to stay up-to-date on

emerging trends and best practices.

 Seek out feedback from colleagues, mentors, or coaches with

different backgrounds and experiences.

Objective 2: Be open to new ideas

 Encourage team members to share new ideas and perspectives.

 Implement systems or processes that promote innovation and

experimentation.

 Embrace change and be willing to pivot strategies as needed.

 Create a culture where mistakes are seen as opportunities to

learn and grow

3. Develop strong leadership and communication skills by practicing active

listening, delivering effective presentations, and collaborating with others to
achieve common goals. This will help me to inspire and motivate others, build
strong relationships, and effectively management.
Objective 1: Practice active listening

 Use active listening techniques such as summarizing and

asking clarifying questions.
 Avoid interrupting or dismissing others' ideas
Objective 3: Collaborate with others to achieve common goals

 Encourage teamwork and collaboration by setting shared

goals and expectations.
 Use conflict resolution techniques to address any
disagreements or challenges that arise.