MODULE 1

CASE BACKGROUND
Are stories that contain a particular management problem or decision that needs to be made.
They are usually very detailed and contain information about key stakeholders, organizational
processes, products, markets, financials, and so on.
It should clearly explain the subject or subjects, as well as their background information. And
lastly, the background must give the reader a full understanding of the issue at hand, and what
process will be taken with the study. Photos and videos are always helpful when applicable.
No photos or videos during the compre exam. Only in the powerpoint for the oral defense.
COMPANY PROFILE
The company share how your company got started, who started or founded the company and
why you continue to serve customers.
a) It justifies the company’s existence – The very reason why it was established and why people
patronized the company.
b) The VISION, MISSION and Core Values.
c) It builds the reputation -What do you want your company to be known for? Is your company
the one that started as a small family-owned shop then grew into a billion-dollar enterprise? Or is
it a company that upholds sustainability and puts ethics at the forefront of its brand? You can
build your reputation through marketing, service, and sales campaigns, but it all begins with a
well-curated first impression.
COMPANY’S CHALLENGES
a) Issues – negative – deterrent or hindrance for growth
b) Achievements – positive – that makes the company move forward
(Note: Present the issues whether negative or positive depending on the case study
background).
3. The important character in the case (VIP’s) – contributor to the success and failure of the
Company.
4. Highlighting the different dates that are essential in the success and failure of the company.
( Note: Introduction or last part of the Case Study)
Note: Acknowledging the page/s or paragraph is very important to justify every words or
statement you included in the Case back ground. Note: So don’t just write the information in
the case background but acknowledging where did you get the information in what
particular page or paragraph is very important to show to the reader especially to the
panel members that the information you have included are coming from the case study.
End of Module 1 for the CASE BACKGROUND.
MODULE 2A
ENVIRONMENT ANALYSIS
(THE GENERAL (MACRO ENVIRONMENT), OPERATING (INDUSTRY
ENVIRONMENT) AND INTERNAL ENVIRONMENT)

GENERAL ENVIRONMENT (PESTEL-Political forces, Economic forces, Social forces,

Technological forces, Environmental forces and Legal forces) Note: Analyse the case based
on O/T – EFE MATRIX
OPERATING ENVIRONMENT (PORTER’S 5 FORCES) Customers, Suppliers, Interest
Groups, New entrants & Competitors) Note: Analyse the case based on O/T – EFE
MATRIX
Note: The above 2 Matrix are both external.

INTERNAL ENVIRONMENT (FUNCTIONAL AREAS) Employees, Management Styles,

Company policies, the business, Corporate Culture, and Managers) S/W - IFE MATRIX
The 7 Functional Areas are: Finance, Operation, Management Organization, Marketing,
HRD, R&D, and IT.
The scope of General Environment is bigger than the operating environment.

MODULE 2D TO 2E
EXTERNAL FACTOR EVALUATION (EFE)
IDENTIFY AND PRIORITIZE KEY STRATEGIC FACTORS IDENTIFIED IN THE
ANALYSIS OF THE GENERAL AND OPERATING ENVIRONMENTS.

1. List the key external factors as identified in the analysis of the external environment.
List the opportunities first and then the threats. Note: EFE should come from General and
Operating (Industry) environments.
2. Assign to each factor a weight that ranges from 0.0 (NOT IMPORTANT) to 1.0. (VERY
IMPORTANT). Weight indicates the relative importance of that factor to being successful in the
firm's industry. Opportunities often receive higher weights, but threats can also receive lighter
weights if they are severe or threatening. Appropriate weights can be determined by comparing
successful with unsuccessful competitors. The sum of all weights assigned to the factors must
equal 1.0.
3. Assign ratings to each key external factor to indicate how effectively the firm's current strategies
respond to the factor. Use 1 - poor response; 2 - average response; 3 - above average response,
4 - superior response. Note: The numerical value is interpreted with responses because
these are all external factors. For IFE, we are only dealing with S/W.
4. Multiply each factor's weight by its rating to determine the weighted score for each factor.
 5. Add all the weighted scores for each factor to arrive at the total weighted score for the company.
REMINDERS: WEIGHTS are Industry based and RATINGS are Company based.

SAMPLE EFE MATRIX:

PROFORMA TABLE WITH PRE-COMPUTED WEIGHTS (FOR EFE):
INTERNAL FACTOR EVALUATION
SUMMARIZES AND EVALUATES MAJOR STRENGTHS AND WEAKNESSES IN THE
FUNCTIONAL AREAS OF BUSINESS.
STEPS
1 List the key internal factors as identified in the analysis of the external environment.
Note: List the strengths first and then weaknesses.
2 Assign to each factor a weight that ranges from 0.0 (NOT IMPORTANT) to 1.0.
(VERY IMPORTANT). Weight indicates the relative importance of that factor to being
successful in the firm's industry. Regardless of whether a key factor is an internal strength
or weakness, factors considered to have the greatest effect on organizational performance
should be assigned the highest weights. The sum of all weights assigned to the factors
must equal 1.0. Note: The higher the weight, the higher the importance.
3 Assign ratings to each key external factor to indicate how effectively the firm's current
strategies respond to the factor. Use 1 - major weakness; 2 - minor weakness;
3 - minor strength; 4 - major strength.
4 Multiply each factor's weight by its rating to determine the weighted score for each factor.

5 Sum the weighted scores for each variable to determine the total weighted score for the
organization.

REMINDERS: WEIGHTS ARE INDUSTRY BASED AND RATINGS ARE COMPANY BASED.

SAMPLE IFE MATRIX

IMPORTANT COPY DURING COMPRE EXAM:

List most Explains how weights
important and ratings were
conditions or key estimated
strategic factors
(KSF)

What? How? Why?

Note: The weighted score of 2.97, firm’s internal position is strong.

Note: for the PROBLEM STATEMENT, you need to provide sufficient evidence.
DIFFERENCE BETWEEN MISSION & VISION
MISSION: ARE EXPECTED TO HAVE SEVERAL STATEMENTS BECAUSE MISSION
STATEMENTS ARE MEANS AND WAYS TO ACHIEVE YOUR VISION.
VISION: ULTIMATE GOAL OF THE ORGANIZATION. IT IS FORMULATED
SHORT AND DIRECT TO THE POINT.

CORE VALUES: IF THERE IS NO CORE VALUES, LEAVE IT BLANK…

NOTE: IF THERE IS NO MISSION, VISION & CORE VALUES – LEAVE THEM
BLANK. DON’T GUESS FOR ANYTHING…
ASSUMPTIONS CAN BE DONE ONLY AFTER THE EFE & IFE… BEFORE THE
STATEMENT OF THE PROBLEM YOU CAN MAKE SOME ASSUMPTIONS. THERE
IS A PART FOR THE ASSUMPTIONS. THE MAJOR PROBLEM IS NOT GIVEN AND
THE STUDENT WILL BE THE ONE TO FORMULATE WHAT IS THE MAJOR
PROBLEM BASED ON THE MINOR PROBLEMS. WEAKNESSES ARE MINOR
PROBLEMS.

EXAMPLE: VISION AS AN ULTIMATE GOAL. THE VISION IS TO BE THE

NUMBER ONE FASTFOOD CHAIN IN THE PHILIPPINES. SO WHAT WOULD BE
THE MISSION STATEMENT?
FIRST YOU SHOULD PUT UP SOME BRANCHES ALL OVER THE COUNTRY TO BE
NUMBER 1. SECOND, YOU HAVE TO CONSIDER THE 4PS – HOW ARE YOU
GOING TO PRESENT YOUR PRODUCT, PRICE, PROMOTION, & PLACE. SO IT IS
EXPECTED THAT YOUR STATEMENTS ARE MORE THAN ONE BECAUSE THESE
ARE WAYS AND MEANS TO ACHIEVE YOUR GOAL OR VISION.

EXAMPLE: EXPANSION OF NEW PRODUCTS TO OTHER COUNTRIES –

STRENGTHS OR IF OPPORTUNITIES UNDER EXTERNNAL ENVIRONMENT. TO
EXPAND - FOR MARKETING

TAKE NOTE: IF EXTERNAL – THE CONCLUSION IS: RESPONSE

IF INTERNAL – THE CONCLUSION IS EITHER WEAK & STRONG
MODULE 2F
ENVIRONMENT ANALYSIS

COMPETITIVE PROFILE MATRIX (CPM)

Important Notes:
In EFE, you don’t include your competitors
For item 2, you combined the General and Operating Environment
In EFE you cannot compare your rivals or competitors, but in CPM you can compare because
you can include your competitors in the CPM.
1 List the critical success factors as identified in the analysis of industry environment.

2 Assign to each factor a weight that ranges from 0.0 (NOT IMPORTANT) to 1.0 (VERY IMPORTANT
indicates the relative importance of that factor to being successful in the industry. Regardless of
whether a key factor is an internal strength or weakness, factors considered to have the greatest
effect on organizational performance should be assigned the highest weights. The sum of all
weights assigned to the factors must equal 1.0

3 Assign ratings to each key external factor to indicate how effectively the firm's current strategies
respond to the factor. Use 1 - major weakness; 2 - minor weaknesses; 3 - minor strength,
4 - major strength.

4 Multiply each factor's weight by its rating to determine its weighted score.
5 Sum the weighted scores for each variable to determine the total weighted score for the
organization. Note: WEIGHTS are INDUSTRY based, RATINGS are COMPANY based.
Manufacturing-related
• Low-cost production efficiency
• Quality of manufacture
• High-utilization of fixed assets
• Low-cost plant locations
• High labor productivity
• Manufacturing Flexibility
Distribution-related
• Strong network of distributors/dealers
• Ample sample on retailers shelves
• Company-owned retail outlets
• Low distribution costs
• Fast delivery

Marketing Related

Technology-related
• Scientific research expertise
• Production process innovation capability
• Product innovation capability
Skills-related
• Superior talent
 • Quality control know-how
• Design expertise
• Ability to come up with clever, catchy ads
• Ability to get newly developed product into market quickly.
Organizational Capability
• Superior information systems
• Ability to respond quickly to shifting markets
• More experienced and managerial know-how
Others
• Favorable image/reputation with buyers
• Overall low cost, convenient locations
• Pleasant, courteous employees
• Access to financial capital

SAMPLE CRITICAL SUCCESS FACTORS (CSF)

Key areas that determine a company's success in the industry.

These factors vary among industries or even strategic groups.

It should include both internal and external factors for analysis.

To get a more robust and accurate analysis, include more relevant factors.

PREPARE PRO-FORMA TABLE WITH PRE-COMPUTED WEIGHTS.

Q&A: How many CSFs are required to be provided in the CPM?
Prof. Neil – Check in the case study if there are 5 areas that can be used in the CSF to
compare your company’s performance with the other competitors then that’s fine. Just
check what is the most important CSF. It doesn’t need that you need to put all of them.

You can choose the write the names of other competitors in the CPM for as long as they are
all known in the international level like Nike & Adidas, or for fast food chain you cannot
compare McDo or Burger King with perhaps Jollibee because Jollibee is mostly only in
Asia and only very few in the US or Middle East.
If there are no other 2 competitors provided in the case study you have to make use of the
Assumptions but (take note) don’t search or use any narratives from the internet. All you
should state in the CPM is “based on my actual experience and observations and the
narratives I have gathered these are the situations…bla,bla…bla…

The company’s CSF as mentioned in the case study will be the one to be used in the CPM
and not the CSF of the other 2 competitors.