POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

RAGAY CAMPUS
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
MAJOR IN MARKETING MANAGEMENT

DYNAMIC STRATEGIES: ANALYZING THE ADAPTATION OF STRATEGIC

MANAGEMENT COMPONENTS IN BUSINESS CONTEXTS

Submitted by:

Dimple B. Mirabel
Cherry May B. Roxas
Jimelyn P. Medallada
Lovely Rugeria
Alaiza uvas
Allysa I. Lodea
Angelika S. Mundin
Angelyn D. Mirabona
Arriane Villamonte
Chinny Rose Taller
Fiona Irish Pura
Hazel A. Llagas
Joenel M. Mangilin
John Kevin Ibanes
John Loyd Pacay
Joy Santos
Kim San Pablo
Lynna Joyce Lorilla
Maui Manalo
Paulo M. Madrogaba
Princess C. Postre
Randy Pejas
Rebecca Ramos
Russell Velasco
Wendy Monida

Submitted to:

DR. DORREN D. ARENQUE

Subject Adviser

January 2024
 ACKNOWLEDGEMENT

With utmost reverence, we begin by expressing our profound gratitude to the

Almighty God, whose guidance has paved safe paths for us as we navigated through

the intricate realms of this study. His boundless grace and bestowed wisdom have

been our constant companions, illuminating our meetings and providing us with the

necessary insight and understanding to accomplish this case study.

A heartfelt acknowledgment is extended to our parents, guardians, and

families, whose unwavering support has been a cornerstone in our journey. Their

sacrifices, both emotionally and financially, have been the driving force propelling us

forward amidst the inevitable difficulties and challenges encountered. Their steadfast

encouragement has lightened the burden of conducting this study, making the

endeavor more manageable.

To our friends, classmates, and every dedicated member of our group, we

extend sincere thanks for your unwavering support and substantial contributions to

the contents of this work. Your collaborative efforts have enriched the study, reflecting

the collective strength of our unity.

Gratitude is also extended to the invaluable respondents which is the

managers and employee of selecting businesses in Ragay Municipality. We

appreciate their generosity in allowing us to gather data, their warm welcome, the

precious time invested, and their active participation, all of which have played pivotal

roles in making this case study not only feasible but comprehensive.

Most profoundly, our warmest gratitude is directed towards our esteemed

subject adviser, Dr. Dorren P. Arenque, whose expertise and constant supervision

have been indispensable throughout this study. Dr. Arenque's patience in addressing

our queries, meticulously correcting and validating our outputs, stands as a testament

to her admirable commitment to our academic growth.

-THE RESEARCHERS
INTRODUCTION

In the fast-paced world of business, it is essential for companies to have

strategies that can adapt and evolve with the changing environment. This is

where dynamic strategies come into play. Dynamic strategies refer to the ability

of businesses to analyse and adjust their strategic management components in

order to effectively respond to changes in the market, industry, and other external

factors. Dynamic strategies involve continuously evaluating and modifying these

strategic management components to ensure they remain relevant and effective.

It requires businesses to be proactive in identifying emerging trends, shifts in the

market, technological advancements, and competitive forces that may impact

their operations.

Adaptation is necessary for survival and for achieving effectiveness, the

capability of producing a desired effect. According to Hannan (1998), it can only

be reached if it is possible to attain the “fit between an organization’s structural

features and capabilities and the demand of its external environ ment” (p. 145).

The attainment of an environment-strategy co-alignment has systemic

implications on an organization’s performance (Venkatraman and Prescott 1990).

Anderson and Paine (1977) found that the success of strategy-making patterns

varies across different perceived external and internal contexts.

By analyzing the adaptation of strategic management components,

businesses can identify areas where changes are necessary and make well-

informed decisions to stay ahead of the competition. This may involve adjusting

the company's mission and vision to align with new market demands, setting new

goals and objectives to capitalize on emerging opportunities, or revising

strategies to leverage technological advancements.

The state of adaptation has been the research area of contingency

theorists (Burns and Stalker 1961; Lawrence and Lorsch 1967). They

investigated how different environments require different structures and

mechanisms for an organization to survive and thrive. Later studies confirmed

that organizations do adapt their strategies to major changes in their environment

(e. g. Zajac and Shortell 1989; Zajac and Kraatz 1993).

‘Being adapted’ can have two meanings (Péli 2009): for newcomers, it

means that their strategies and organizations are set up to specifically match the

current environmental conditions, in other words, that there is a fit between

strategy, the environment, and the organization that facilitates good utilization of

resources to exploit environmental opportunities. On the other hand, for existing

organizations, adaptation is the ability to cope with changing fundamental

conditions within their environment through adopting new strategies.

The key to successful adaptation lies in the ability to gather and analyze

pertinent data, conduct thorough market research, and engage in continuous

learning and development. This enables businesses to make informed decisions

based on insights and trends, rather than relying on outdated strategies that may

no longer be effective.

In summary, dynamic strategies involve the ongoing analysis and

adjustment of strategic management components in response to changes in the

business environment. By embracing adaptability and staying ahead of the curve,

businesses can position themselves for long-term success in today's ever-

evolving marketplace.

Methodology

This research employs a dual methodology, incorporating both quantitative and

qualitative approaches to investigate its problem. The descriptive method within

quantitative research is applied to achieve the study's objectives, particularly in

addressing research questions effectively. The quantitative approach assesses

the adaptation of strategic management components in business context.

Simultaneously, the qualitative approach is employed to scrutinize non-numerical

aspects of the research instrument, including respondent demographic profile.

The respondents of the study were the selected employer and employees

of local businesses of food business industry and establishments, banking and

finance, personal care, health and wellness, convenience store and

supermarkets, pet stores and motor shop and dealer in the Municipality of Ragay,

Camarines Sur. The researchers used random sampling technique to select 50

respondents to participate in this study. The rationale for using this approach is

that the researchers selected the employer and employees for inclusion in the

sample because they the most available and the easiest to access.

Table 1.

Respondents of the Study

Types of Business Sample Percentage%

Food industry 29 58%

/Establishment

Banking/Finance 1 2%

Personal Care 4 8%

Convenience 13 26%

Store/Supermarket

Pet supplies 1 2%

store/Grooming

Motor shop/Dealer 2 4%

Total: 100%
50

The researchers used the following instruments in order to address the

research problem;

The study utilized a researcher’s made survey questionnaire. It consist of

two (2) parts of which the first part is the basic information profile of respondents,

and the second part assess the strategic management components.

 The survey questionnaire has been consulted to and validated by the

subject adviser of the researchers. Furthermore, the researchers assisted the

respondents in answering the survey through explaining terminologies and

question they are not familiar with.

The major construct of this case study was measured using 4-point Likert

Scales to estimate the rate of respondent on putting the strategic management

components of local business in Ragay.

Table 2.

Scale Weight Assigned for Strategic Management Components of the

Businesses

Scale Interpretatio

Weight n Description

Assigned

4 3.1-4 Highly The employer and employee always

Observed observe the adaptation of different

strategic management components.

3 2.1-3 Observed The employer and employee often

observe the adaptation of different

strategic management components.

2 1.6-2 Fairly The employer and employee

Observed sometimes observe the adaptation of

different strategic management

components.

1 1-1.5 Not The employer and employee does not

Observed observe the adaptation of different

strategic management components.

Formula Used;
 number of responses ( x )
Perce ntage ( % ) = x 100
total number of responses ( n )

❑ number of responses x weight scale assigned

mean =
total number of respondents
Weighted Mean was used to determine and assess the demographic

profile and strategic management components of the respondents and

businesses. It is obtained by simply dividing the sum of all values in a data set by

the number of values. The weighted means obtained were added together and

then divided by the total number of counts to get the grand mean.

Results and discussion

This part of the paper involves the data analysis and results on food

industry/Establishments, banking/finance, personal care, convenience

store/supermarket, pet supply store/grooming and motor shop/dealers in Ragay,

Camarines Sur. The data is organized, tabulated, and presented based on the

following variables; (1) first is the demographic profile of the respondents; (2) the

strategic management components, the environmental analysis, the Vision,

Mission, Goals and Objectives, Strategic Formulation, Strategic Implementation

and Monitoring and Evaluation.

Basic Profile and Respondents

This section presents the demographic profile of the respondents- food

industry/establishment, banking/finance, personal care, health and wellness,

convenience store/supermarket, pet supply store/grooming and motor

shop/dealers- along the aspects of gender, age, civil status, special sector,

highest educational attainment, estimated monthly income, position in business,

classification of business, number of years in business or service, types of

business establishment and number of years of the business establishment.

Gender. The table below shows the demographic profile of the

respondents in terms of their gender.

Table 3.
 Gender of the Respondents

Gender Frequency Percentage%

Male 21 42%

Female 29 58%

Total 50 100%

Table 3 shows that 42 percent of the respondents are male while the

remaining 58 percent of the respondents are female.

Participative strategy making (PSM) positively moderates the relationship

between both racial and gender diversity in management and firm performance

measured as return on assets. Specifically, PSM strengthens the positive

relationship that exists between racial diversity in management and firm

performance. Although no main effect is observed for gender diversity in

management, our results reveal that gender diversity in management is positively

related to performance when PSM is high. However, we find that gender diversity

in management is negatively related to performance when PSM is low, while

gender homogeneous management experience superior performance. We offer

implications for diversity research to embrace and consider the role of PSM and

‘inclusiveness’. (Orlando C Richard, Susan L Kirby, Ken Chadwick, 2013).

Age. The table below shows the demographic profile of the respondents in

terms of their age.

Table 4.

Age of the Respondents

Age Frequency Percentage%

20-25 12 24%

26-30 12 24%

31-35 9 18%

36-40 8 16%

41 above 9 18%
 Total 50 100%

Table 4 illustrates that 24% of the respondents are between ages 20 and

25, 24% are between ages 26 and 30, 18% are between ages 31 and 35, 16%

are between ages 36 and 40 and there are 18% among respondents who are

ages 41 and above.

According to Creelman (2022) Employees require the skills to execute

Strategy, and those skills will differ according to the Strategic Goals.

Organizations should quit their obsession with employee retention and focus on

ensuring the right employee capabilities are in place, encouraged and developed.

Leaders are simply employees, so developing leadership capabilities is

appropriate here. In the Age of Uncertainty, there’s a critical leadership balancing

act between having a strong Strategic Vision for the organization, while accepting

that there might be a need to commit to a new course of action when the

situation warrants it. Furthermore, leaders can excel in one context and fail in

another. Winston Churchill was an outstanding war-time Prime Minister, but

ineffective in peacetime. Steve Jobs excelled leading an organization focused on

disruptive innovation but was once forced out of Apple, at a time the board was

looking for steady-state leadership.

Special Sector. The table below shows the demographic profile of the

respondents in terms of special factor they belong with.

Table 5.

Special Sector of the Respondents

Special Sector Frequency Percentage %

Student 8 16%

Senior Citizen 6 12%

Solo Parent 5 10%

Others 31 62%

Total 50 100%
 Table 5 shows that 16% of the respondents are students, 12% are senior

citizens, 10% are solo parents and the remaining respondents are 62%.

Firms have many reasons to employ ethnic minorities or refrain from

employing them. Management scholars focusing on workplace diversity have

made several attempts to describe these reasons, but a theoretically grounded

framework is still missing. This article outlines a novel approach to this topic

based on resource dependence theory. We propose a typology of diversity

strategies defined by the kind of critical resources that ethnic minorities provide

to organizations. Focusing on business logic, the typology offers many

applications for future research on antecedents and consequences of the

strategies, a diverse competence pool, and power relations. We suggest

resource dependence theory as a fruitful explanatory approach to diversity and

describe practical implications for different actors. (Renate Ortlieb, Barbara

Sieben, 2013)

Civil Status. The table below shows the demographic profile of the

respondents in terms of their civil status.

Table 6.

Civil Status of the Respondents

Civil Status Frequency Percentage %

Single 30 60%

Married 18 36%

Separated 1 2%

Widowed 1 2%

Total 50 100%

Table 6 shows that 60% of the respondent are single, 36% are married,

2% are separated and widowed.

 In the field of business, civil status has made an influence on maintaining

a micro business operation. Alusen, M. L., & Javier, J. N. (2018), observed that

the distinct relationship of a person has a great impact in supervising a small

business. It showed that the majority of business owners are married which

suggests that having someone to support your business can help them in earning

an extra income and at the same time spending time with your family. Meanwhile

the single, divorcees and widows imply that they prefer operating their business

alone that makes them ease with their own pace. Interaction among family or

enjoying yourself working alone is one of the drivers as to why small business

owners pursue the field of business.

For entrepreneurs, relationship status between men and women may

impact growth intentions in different ways. Byrne, J., Tounes, A. Giacomin, O. &

Fattoum, S. (2016), stated that the civil status between men and women differ

regarding various aspects in handling a small business. Being a single

entrepreneur has an immense advantage as they work in flexibility or any time

they want. In regards to married entrepreneurs, it has a negative impact on

growth intentions as it constrains the business activities from family

responsibilities. By this, civil status affects how a person supervises a small

business.

Educational Attainment. The table below shows the demographic profile

of the respondents in terms of their educational attainment.

Table 7.

Educational Attainment of the Respondents

Educational Frequency Percentage

Attainment

High School Graduate 15 30%

Vocational 10 20%

College 15 30%

Others 10 20%

Total 50 100%
 Table 7 shows that 30% of the respondents are high school graduate, 20%

are vocational, 30% are college and the remaining 20% are undergraduate.

Many theories of economic growth stress the role of human capital in the form of

education, but empirical studies have been hampered by inadequate data. We

describe a data set on educational attainment for 129 countries over five-year

periods from 1960 to 1985. Census/survey figures fill over 40% of the cells, and

the remainder are estimated from school-enrollment data by a perpetual

inventory method. The data refers to male and female attainment of the adult

population at four levels: no schooling, primary, secondary, and higher. We also

provide a rough breakdown into incomplete and complete attainment at the three

levels of schooling.

The study aims to determine the effect of educational attainment, length of

work experience on self-efficacy and also to determine the difference of self-

efficacy of employees and business owners based on the educational attainment

and the length of work experience. To support the theories of the study, literature

was reviewed. The study used a descriptive correlational research design and

the questionnaires were used to gather the data.

The study found out that 18 of business established or 30 percent of the

respondents are high school graduates and 20 percent of the respondents are in

the vocational and followed by the college graduate with a 30% and the

remaining 20 percent are the undergraduate. To some up many high school

graduates respondents and college graduates both the same percentage in

terms of educational attainment.

Monthly Income. The table below shows the demographic profile of the

respondents in terms of their monthly income.

Table 8.
 Monthly Income of the Respondents

Monthly Income Frequency Percentage

Below 5000 20 40%

5000-10000 13 26%

10,001-15000 6 12%

15001-20000 0 0%

20001-30000 5 10%

30000 and above 6 `12%

Total 50 100%

Table 8 shows that 26% of the respondents are 5000-10000 the monthly

income. 12% are 10,001-15000. No one in 15,001-20000. 10% are 20,001-

30,000. And last 12% are 30,000 and above.

According to Sam Swenson, CFA, CPA, Monthly gross income is simply

the amount you earn every month before taxes and other deductions. Put

another way, it's the annual amount you earn divided by 12. Having a handle on

your monthly income is a great way to stay on top of your finances as a whole, so

take the time to calculate it and know where every dollar is going.

Position in the Business. The table below shows the demographic

profile of the respondents in terms of their position in the business.

Table 9.

Position in the Business of the Respondents

Position in the Frequency Percentage %

Business

Owner 17 34%

Manager 11 22%

Employee 20 40%

Others 2 4%
 Total 50 100%

Table 9 shows that 34% in the respondents are Owner. 22% are manager.

40% are employee, and lastly others are 4%.

Kanter argued that men's and women's positions in workplace opportunity

structures, not their sex, shape their career attitudes. Women attached less

importance to promotion than men, according to 1991 General Social Survey

data. The authors examine the extent to which this difference stems from the

sexes' segregation into jobs with unequal opportunities, as Kanter argued. The

findings are largely consistent with Kanter's thesis: Men attached greater

importance to promotion than women because they were more likely to be

located in organizational positions that encourage workers to hope for a

promotion. Net of the effects of workers' organizational locations and prior

promotion by their employer, sex was not associated with promotion attitudes.

Employee is a valuable resource (asset) of the organization. The success

or failure of the organization depends on employee performance. Therefore,

organizations are investing huge amount of money on employee development.

The paper examines and investigates the literature review on employee

development and its effect on employee performance. The key variables

identifies related to employee development and Employee performance. The

paper presents the importance of the employee developmental activities,

importance of investment in a human capital, and challenges in employee

development. The further discussion develops a proposed model which explains

the relationship between employee development variables (employee learning,

skill growth, self-directed, employee attitude) and employee performance

variable. The employee performance will effect on organizational effectiveness.

(Elena P. 2000)

Identifying appropriate responsibilities and positions needed for successful

business process management (BPM) initiatives has become a challenge. Past

research efforts have been based on homogenous small samples. The purpose
of this paper is to validate a BPM position and responsibility framework among a

larger BPM community, by measuring the framework's validity, reliability, and

level of agreement among BPM professionals. As BPM initiatives continue to

gain momentum, it has become increasingly crucial to identify the appropriate

roles and responsibilities required for successful implementation. (Yvonne

Lederer Antonucci, Richard J. Goeke , February 2011)

Classification of Business. The table below shows the demographic

profile of the respondents in terms of the classification of business they are

working.

Table 10.

Classification of Business

Classification of Frequency Percentage %

Business

Single Proprietorship 45 90%

Corporation 5 10%

Total 50 100%

Table 10 shows that 90% in the respondents belong to single

proprietorship, while the remaining 10% belong to corporation.

The Theory of Business Classification Dynamics posits that

businesses can be systematically categorized based on their dynamic

adaptability, innovation capacity, and strategic orientation. This theory introduces

three core dimensions for classification: the Adaptability Spectrum, measuring a

company's flexibility in response to changing environments; the Innovation

Quotient, assessing a business's commitment to technological advancements;

and the Strategic Orientation Matrix, classifying businesses based on their

strategic approaches. Recognizing the dynamic nature of business landscapes,

this theory emphasizes that classifications are not static but evolve over time as
businesses adapt to market forces and leverage innovation, providing a

comprehensive framework for understanding the fluid nature of businesses within

a dynamic environment.

Number of Years in the Business or Service. The table below shows

the demographic profile of the respondents in terms of the number of years in the

business or service they work.

Table 11.

Number of Years in the Business or Service of the Respondents

Number of Years in the Frequency Percentage

Business/ Service

Less than 1 year 18 36%

1 to 3 years 20 40%

4 to 10 years 8 16%

11 to 20 years 2 4%

21 years and above 2 4%

Others 50 100%

Table 11 shows that 36% in the respondents are less than 1 year in

number of business service. 40% are 1 to 3 years. 16% are 4 to 10 years. 4%

are 11 to 20 years and 21 years and above.

Business age refers to the number of years that a company has been

legally in operation. (Morgan et al., 2013) defined firm age as the number of

years a firm has been engaged in exporting operations. (Abu Bakar, 2011)

classified firm age into three categories: those operating for less than five years,

those operating for six to ten years, and those operating for more than ten years.

(LiPuma et al., 2013) concentrated only on new and old firms.

 Type of Business. The table below shows the demographic profile of the

respondents in terms of the type of business they are working.

Table 12.

Type of Business

Type of Business Frequency Percentage %

Food Industry 29 58%

/Establishment

Banking/Finance 1 2%

Personal Care, Health 4 8%

and Wellness

Convenience 13 26%

Store/Supermarket

Pet Supply Store/ 1 2%

Grooming

Motor Shop 2 4%

Total 50 100%

According to the table, 29 businesses, or 58% of the respondents, are in

the food industry or establishment. One business, or 2% of those rated, is in

banking or finance, four businesses, or 8%, are in personal care, health and

wellness, 13 businesses, or 26%, are in a convenience store or supermarket, two

businesses, or 4% of the respondents, are in the motor shop or dealership, and

there are a lot of businesses, 19 or 38% of the respondents identified their

business as other, most common is they identified their business as a MSMEs.

This implies that most local business responders are MSMEs. Mary Jane

C. Samonte (2018) found that 90% of Philippine businesses are

microenterprises. Microbusinesses are important for a country's economic

development because they foster entrepreneurship. These businesses also

created jobs, which boosted the economy and improved quality of life.

Mary, Jane, C., Samonte. (2018).

 Number of Years of the Business Establishment. The table below

shows the demographic profile of respondents in terms of number of years of the

business establishment they are working in.

Table 13.

Number of Years of the Business Establishment

Number of Years Frequency Percentage

Less than 1 year 15 30%

1 to 3 years 19 38%

4 to 10 years 9 18%

11 to 20 years 2 4%

21 years and above 5 10%

Total 50 100%

Table shows that 30% of the respondents are less than 1 year in business

establishments. 38% are 1 to 3 years. 18% 4 to 10 years. 4% are 11 to 20 years.

10% are 21 years above to the total in 100%.

According to David Neumark, Junfu Zhang (2005). We present evidence

on the contributions of business establishment dynamics-including births and

deaths, expansions and contractions, and in-and out-migration-to employment

growth (and decline). The evidence indicates that births of new business

establishments and expansion of existing ones, coupled with their counterparts of

deaths and contractions of existing establishments, are the prime determinants of

employment growth. Business relocation, while often the focus of public debate

regarding the business climate, plays a negligible role. Overall, business

establishment births and deaths are the largest contributors to job creation and

destruction, and births of new firms are particularly important in gross and net job

creation.
 Strategic Management Components

This section of the paper presents the assessment on the five (5) strategic

components: Environmental Analysis, Vision, Mission, Goals and Objectives,

Strategic Formulation, Strategic Implementation and Monitoring and Evaluation.

Environmental Analysis. This table shows the average and interpretation

on how the respondents assess the questions regarding the environmental

analysis of their business.

Table 14

Environmental Analysis of the Respondents

Indicators Mean Interpretation

The business conducts 3.5 Highly observed

environmental analysis
efforts to understand the
needs of the market.
(Ang negosyo ay
nagsasagawa ng mga
pagsusumikap sa
pagsusuri sa kapaligiran
upang maunawaan ang
mga pangangailangan ng
merkado.)
Upon knowing the 3.3 Highly observed
weaknesses and possible
threats, the company
immediately look for
possible solutions by
making strategy based on
their strength and
opportunities.
(Sa pagkakaroon ng
kaalaman sa mga
kahinaan at posibleng
banta, agad na
naghahanap ang
kumpanya ng mga
posibleng solusyon sa
pamamagitan ng pagbuo
ng isang estratehiya batay
sa kanilang lakas at mga
oportunidad.)
The organization takes 3.34 Highly observed
advantage of their strength
and different opportunities
for their business to gain
competitive advantage.
(Ang organisasyon ay
kumukuha ng benepisyo
mula sa kanilang lakas at
iba't ibang oportunidad
para mapanatili ang
kanilang kompetitibong
kapakinabangan sa
negosyo.)
The company conduct 3.18 Highly observed
analysis to interplay the
socio-cultural dynamics,
technological
advancements, and
economic variables
collaboratively in molding
marketing management
strategies, exerting
influence on decision-
making and adaptability in
an ever-changing business
landscape.
(Ang kumpanya ay
gumagamit ng pag
aanalisa upang
pagtambalin ang mga
dynamics ng sosyo-
kultural, teknolohikal na
pag-unlad, at mga pang-
ekonomiyang variable
nang sabay-sabay sa
pagbuo ng mga
estratehiya sa
pamamahala ng
marketing. Ito'y nagbibigay
ng impluwensya sa
paggawa ng desisyon at
kakayahan na makisabay
sa patuloy na pagbabago
sa larangan ng negosyo.)
The company conducts 3.34 Highly observed
analysis to gain insights
into the past, current, and
future developments of the
external environment,
especially during times of
uncertainty, information
overload, and
disorganization.
(Ang kumpanya ay
nagsasagawa ng analysis
upang makakuha ng mga
impormasyon sa
nakaraan, kasalukuyan, at
hinaharap na mga pag-
unlad ng panlabas na
kapaligiran, lalo na sa mga
oras ng kawalan ng
katiyakan, labis na
impormasyon, at di-
organisasyon.)
Efforts are made to 2.66 observed
enhance and build upon
existing strengths,
ensuring they remain
competitive in the market.
(Ginagawa ang mga
pagsusumikap upang
mapabuti at palakasin ang
mga umiiral nang
kalakasan, na nagtitiyak
na nananatiling
competitive ang kumpanya
sa merkado).
The organization aligns its 3.62 Highly observed
strategies with
governmental policies,
actions that likely affect
changes in organization
operations, economic
trends or indicators that
are favourable towards
success and key
influences that are
affecting customers
attitudes and behavior in
way that might affect the
organization.
(Nakaangkla at
sumusunod ang istratehiya
ng organisasyon sa mga
patakaran ng pamahalaan,
mga aksyon na malamang
na makakaapekto sa mga
pagbabago sa mga
operasyon ng
organisasyon, mga trend
ng ekonomiya o mga
indicator na paborable sa
tagumpay at mga
pangunahing impluwensya
na nakakaapekto sa mga
saloobin at pag-uugali ng
mga customer sa paraang
maaaring makaapekto sa
organisasyon.)
The establishment's 3.4 Highly observed
successful communication
methods are a strength
that significantly
contributes to customer
satisfaction.
(Ang matagumpay na
paraan ng komunikasyon
ng establisimiyento ay
isang lakas na
makabuluhang nag-
aambag sa kasiyahan ng
customer.)
(The organization optimize 3.42 Highly observed
resource allocation by
focusing on areas where
competitive forces are
strongest, ensuring
efficient use of resources
to enhance profitability and
sustainability.)
(Bininigyang pansin ng
organisasyon ang
paglalaan ng mga rekurso
(tao, materyales,
pinansyal, at iba pa)
upang mapagtagumpayan
nito ang mga malalakas na
pwersang maaaring
makapagpahina sa
operasyon tulad ng
kompetensya upang
masiguro ang kakayahang
kumita at pagpapanatili
nito sa merkado.)
A company conducts 3.44 Highly observed
 analysis to enhance its
competitive position.
(Ang isang kumpanya ay
gumagawa ng mga pag
aanalisa upang
mapahusay ang
magandang posisyon nito
sa merkado.)
The company conducts 3.44 Highly observed
analysis to understand the
economic forces at play
within the industry.
(Ang kumpanya ay
gumagawa ng mga pag
aanalisa upang
maunawaan ang mga
pang-ekonomiyang
pwersa na umiiral sa loob
ng industriya.)
3.33 Highly observed

As can be seen from the table, respondents' assessments of the questions

about the environmental analysis of their business are categorized into four

categories: highly observed, observed, fairly observed, and not observed. Most

questions are assessed as highly observed and only question number six (6) got

observed as assessment. In conclusion, environmental analysis was assessed

as highly observed.

According to Rainey (2008), the dynamic environment in which a business

operates provides opportunities for it to grow develop and create value and

wealth. It also poses some threats to the business. The primary concern is how

the business affects people and natural environment as it produces and sells

products necessary to satisfy customers, stakeholders and other constituents. By

building key stakeholder relationships among government agencies, consumer

entities, environmental groups and other constituents, a business can anticipate

and manage issues and concerns that might otherwise have gone undetected

until they had grown into major problems.

Vision, Mission, Goals and Objectives. This table shows the average and

interpretation of how the respondents assess the questions regarding the vision,

mission, goals and objectives of their business.

Table 15
 Vision, Mission, Goals and Objectives of the Respondents

Indicators Mean Interpretation

The organization has a 3.46 Highly observed

clear vision, mission, goals
and objectives. This is
understood by all people in
the organization.
(Ang organisasyon ay may
malinaw na pananaw,
misyon, layunin at layunin.
Nauunawan ito ng lahat ng
tao sa organisasyon.)

The vision of the business 3.5 Highly observed

is realistic and achievable
that meets the needs and
expectations of those
dealing with it.

(Ang pananaw ng negosyo

ay makatotohanan at
makakamit na
nakakatugon sa mga
pangangailangan at
inaasahan ng mga
nakikitungo dito.)

The vision of the business 3.48 Highly observed

is inspiring and motivating
to people both inside and
outside the company.

(Ang pananaw ng negosyo

ay nagbibigay-inspirasyon
at nag-uudyok sa mga tao
sa loob at labas ng
kumpanya.)

The mission design is 3.32 Highly observed

adaptable to changes in
the industry, market
conditions, or technological
advancements.

(Ang misyon na inihayag

ay madaling ibagay kung
sakali na magkaroon ng
mga pagbabago sa
industriya, kundisyon ng
merkado, o pag unlad sa
teknolohiya.)

The company's mission is 3.44 Highly observed

effectively communicated
to employees at all levels.

(Ang misyon ng kumpanya

ay epektibong ipinapaalam
sa mga empleyado sa
lahat ng antas.)

The business' goal of the 3.52 Highly observed

organization's efforts is
efficient and aligned with
the company's overall
goals.

(Ang layunin ng negosyo

at pagsisikap ng iyong
organizasyon ay mahusay
at naaayon sa mga
pangkalahatang layunin ng
kumpanya.)

The business strategies 3.48 Highly observed

are taken to adapt to
changing market
conditions while pursuing
the goals.

(Ang mga business

strategy na ginawa ay
umangkop sa pagbabago
ng mga kondisyon ng
merkado habang
isinasakatuparan ang mga
layunin.)

The business short term 3.52 Highly observed

objectives are concerned
with the overall customer
satisfaction.

(Ang panandaliang layunin

ng negosyo ay nakahanay
sa kabuuang kasiyahan ng
mga mamimili.)

The business short-term 3.4 Highly observed

objectives provide
guidance on what current
actions should be
implemented in order to
generate effective results.

(Ang panandaliang layunin

ng negosyo ay nagbibigay
gabay kung ano ang mga
aksyon na dapat gawin sa
kasalukuyan para makamit
ang epektibong resulta.)

The business' long-term 3.42 Highly observed

objectives set a clear
strategy and direction of
what to do to achieve
optimal long-term
performance.

(Ang mga
pangmatagalang layunin
ng negosyo ay nagtatakda
ng isang malinaw na
estratehiya at direksyon
kung ano ang gagawin
upang makamit ang
pinakamainam na
pangmatagalang
pagganap.)
Performance objectives of
an organization can be 3.44 Highly observed
 achieved over a period of
five years or more.

(Ang mga layunin sa

pagganap ng isang
organisasyon ay maaaring
makamit sa loob ng limang
taon o higit pa)

3.45 Highly observed

Table 15 shows that all questions are assessed as highly observed, which

makes the vision, mission, goals and objectives of the company as highly

observed.

An organization’s vision and mission combined offer a broad, overall

sense of the organization’s direction. To work toward achieving these overall

aspirations, organizations also need to create goals narrower aims that should

provide clear and tangible guidance to employees as they perform their work on

a daily basis. Bartkus, Glassman, and McAfee (2006) conclude that, mission and

vision statements have a potential for influencing the organization’s performance.

Ireland and Hitt, (2013) asserts that organizations do this by examining the

changes that have already taken place. Subsequently, there is near certainty that

a global economy is imminent and that its beginning had an impact on leadership

practices today.

According to (Edwards, 2012), an organization’s vision describes what the

organization hopes to become in the future. Well-constructed visions clearly

articulate an organization’s aspirations. According to (Edwards, 2012), to be

effective, this mission statement must filter down to all employees and inspire

them to adopt that mission.

Strategic Formulation. This table shows the average and interpretation

of how the respondents assess the questions regarding strategic formulation of

their business.
 Table 16

Strategic Formulation of the Respondents

Indicators Mean Interpretation

The company strategy 3.56

considers the Highly observed
organization's values and
other opportunities while
developing tactics to deal
with competitors.
(Isinasaalang-alang ng
mga diskarte ng
kumpanya ang halaga ng
organisasyon at iba pang
mga layunin habang
bumubuo ng mga taktika
upang harapin ang mga
kakumpitensya.)
The company portrays 3.62
itself in the marketplace Highly observed
and in the minds of
customers to attain a
competitive advantage.
(Ipinapakita ng kompanya
ang sarili sa marketplace
at sa isip ng mga customer
upang makamit ang
kalamangan sa mga
kakompetensya nito sa
merkado.)
Company's strategies 3.8
serve the basic pattern of Highly observed
proposals and policies that
define the firm and its
business.
(Ang mga istratehiya ay
nagsisilbing pangunahing
gabay ng mga panukala at
patakaran na tumutukoy
sa kompanya at sa
negosyo nito.)
The company's strategies 3.74
are being implemented as Highly observed
a response to changes in
the environment
(Ang mga istratehiya ng
kumpanya ay ipinatupad
bilang tugon sa mga
pagbabago sa kapaligiran)
The company strategy is 3.36
conducted in sequence so Highly observed
that no factors will be
missed in the process.
(Ang istratehiya ng
kumpanya ay isinagawa
ng may pagkakasunod
sunod upang walang
mapalampas sa proseso.)
The product or service of 3.48
the business can produce Highly observed
benefits at least equal to
its price. (Ang produkto o
serbisyo ng negosyo ay
maaaring makagawa ng
mga benepisyo na hindi
bababa at katumbas ng
presyo nito.)
The business team has 3.54
enough resources and skill Highly observed
to achieve the company's
overall goals.
(Ang pangkat ng mga tao
sa negosyo ay may sapat
na mapagkukunan ng
rekurso at kasanayan
upang makamit ang mga
pangkalahatang layunin ng
kumpanya.)
The organization pursues 3.54
growth and new Highly observed
business/market
development with as much
passion as it does in
operational efficiency.
(Ang organisasyon ay
nagsusumikap sa paglago
at bagong negosyo/pag-
unlad ng merkado na may
higit na pagnanais gaya ng
ginagawa nito sa
kahusayan sa
pagpapatakbo.)
The company employs 3.8
technology innovation to Highly observed
improve the strategic
formulation process.
(Gumagamit ang
kumpanya ng
makabagong teknolohiya
upang mapabuti ang
proseso ng pagbubuo ng
estratehiko.)
The aim of a company's 3.5
strategy is to improve the Highly observed
company's current product.
(Ang layunin ng istratehiya
ng mga kumpanya ay ang
mapabuti ang
kasalukuyang
produkto/serbisyo ng
kumpanya.)
The company strategy 3.44
considers the Highly observed
organization's values and
other opportunities while
developing tactics to deal
with competitors.
(Isinasaalang-alang ng
mga diskarte ng
kumpanya ang halaga ng
organisasyon at iba pang
mga layunin habang
bumubuo ng mga taktika
upang harapin ang mga
kakumpitensya.)
3.58
Highly observed
 The table shows that all questions are assessed as highly observed,

which makes the strategic formulation of the company as highly observed by the

employer and employee of the company.

According to David L. Rainey (2009) Introduction to strategic formulation is

a complex vibrant elements of the strategic Management process. It involves

exploring options, determining the mission, selecting objectives and crafting

business strategies and action plans. The leaders of strategic business units

(SBUs) discussed, analyze and objectively consider all of their strategic options

as they engage in strategic formulation. This is accomplished in concert with the

strategic Management framework and based on the result of the strategic

analysis. The overarching aim is to chart the course for the future and transition

and/or transform the business unit into more successful entity through strategic

business planning (SBP), enterprise-wide strategic leadership (ELS), and

effective decision making. SBU leaders often start the strategic formulation by

laying out the available strategic options. It has the resources to become involved

in scores of new business, new ventures, radical developments and improvement

program- even acquiring companies outside its traditional business areas.

According to M. Yusuf Sulfarano Barusman (2018) the strategic

formulation from the research results is based on four internal factors as its

foundation (the effectiveness of leadership, the availability of funds and financing,

the effectiveness of human resource management strategy, and the relevance of

curriculum).

Strategic Implementation. This table shows the average and

interpretstion of how the respondents assess the questions regarding the

strategic implementation of their business.

 Table 17

Strategic Implementation of the Respondents

Indicators Mean Interpretation

The organization assimilates 3.48

valuable lessons from both Highly observed
successful and unsuccessful
instances in implementing
strategy.
(Ang organisasyon ay
nakakakuha ng mahahalagang
aral mula sa parehong
matagumpay at hindi
matagumpay na mga
pagkakataon sa pagpapatupad
ng diskarte.)
The organization effectively 3.44
communicates its strategic goals Highly observed
and objectives to all levels of the
organization.
(Ang organisasyon ay
epektibong nakikipag-usap sa
mga istratehikong layunin nito sa
lahat ng antas ng organisasyon,
mula sa mataas hanggang sa
mababang lebel o posisyon.)
Employees clearly understand 3.32
their individual roles and Highly observed
responsibilities in contributing to
the overall strategic plan.
(Malinaw na nauunawaan ng
mga empleyado ang kanilang
mga indibidwal na tungkulin at
responsibilidad sa pag-aambag
sa pangkalahatang
estratehikong plano.)
The organization adequately 3.4
invests in the necessary Highly observed
resources and capabilities to
support strategic initiatives.
(Ang organisasyon ay sapat na
namumuhunan sa mga
kinakailangang mapagkukunan
at kakayahan upang suportahan
ang mga madiskarteng
inisyatiba.)
Performance metrics are 3.42
effectively aligned with the Highly observed
strategic goals of the business.
(Ang mga sukatan ng pagganap
ay epektibong naaayon sa mga
madiskarteng layunin ng
negosyo.)
Feedback mechanisms are in 3.46
place to assess the progress and Highly observed
effectiveness of strategic
implementation.
(May mga mekanismo o
pamamaraan ang negosyo
upang makapagbigay
puna/suhestiyon/rekomendasyo
n sa mga gawain at pagganap
upang masuri ang pag-unlad at
pagiging epektibo ng
 estratehikong ipinatutupad.)
Changes in the external 3.36
business environment are Highly observed
considered and incorporated
effectively into the strategic
decision-making process.
(Ang mga pagbabago sa
panlabas na kapaligiran ng
negosyo ay isinasaalang-alang
at epektibong isinasama sa
estratehikong proseso ng
paggawa ng desisyon.)
There is a strong culture of 3.4
innovation and continuous Highly observed
improvement within the
organization.
(Mayroong isang malakas na
kultura ng pagbabago at patuloy
na pagpapabuti sa loob ng
organisasyon.)
Information and knowledge are 3.4
well shared across different Highly observed
departments to support strategic
goals.
(Ang impormasyon at kaalaman
ay mahusay na ibinabahagi sa
iba't ibang departamento upang
suportahan ang mga
madiskarteng layunin.)
Day-to-day activities and 3.44
decision-making processes are Highly observed
well aligned with the overarching
strategic plan of the business.
(Ang mga pang-araw-araw na
aktibidad at proseso ng
paggawa ng desisyon ay
mahusay na nakahanay sa
pangkalahatang estratehikong
plano ng negosyo.)
The organization assimilates 3.44
valuable lessons from both Highly observed
successful and unsuccessful
instances in implementing
strategy.
(Ang organisasyon ay
nakakakuha ng mahahalagang
aral mula sa parehong
matagumpay at hindi
matagumpay na mga
pagkakataon sa pagpapatupad
ng diskarte.)
3.41
Highly observed

The table shows that all questions are assessed as highly observed,

which makes the strategic implementation of the company as highly observed by

the employer and employee of the company.

 These results provide information about the level of observation and

attention given to each item based on the survey conducted. According to Asana.

(2023, March 1) Strategy Implementation is the fourth stage of the Strategic

Management process, the other three being a determination of strategic mission,

vision and objectives, environmental and organisational analysis, and formulating

the strategy it is related to the study because adaptation of strategies are not

separate from strategic implementation; they become crucial actions within the

plan, effective implementation requires flexibility, resource allocation, and

continuous monitoring of adaptation strategies. By integrating adaptation

strategies into the strategic implementation process, organizations can build

resilience and thrive in a changing environment.

Monitoring and Evaluation. This table shows the average and

interpretation of how the respondents assess the questions regarding the

monitoring and evaluation of their business.

Table 18

Monitoring and Implementation of the Respondents

Indicators Mean Interpretation

The implemented strategy is 3.5

aligned with the organizational Highly observed
goals, and the key performance
indicators (KPIs) are being
monitored to assess the
execution performance.
(Naaayon ang ipinatupad na
diskarte sa mga layunin ng
organisasyon, at ang mga
pangunahing tagapagpahiwatig
ng pagganap (KPI) ay
sinusubaybayan upang masuri
ang pagganap ng
pagpapatupad. )
On track in fulfilling the goals 3.42
and objectives of the business Highly observed
with the strategy developed.
(Naisasakatuparan ng negosyo
ang pagsunod nito sa mga
hangarin at layunin gamit ang
istratehiya na sa paggampan ng
mga gawain nito.)
The assessment of business 3.46
performance is being performed Highly observed
and observed.
(Ang pagsusuri sa pagganap ng
negosyo ay kasalukuyang
isinasagawa at iniobserba.)
The monitoring and assessment 3.5
of business performance is used Highly observed
to identify and improve areas of
performance. (Ginagamit ang
pagsusuri upang malaman kung
saan at ano ang mga bagay na
magpapahusay sa negosyo at
serbisyo nito.)
The employee feedback and 3.34
input are integrated into the Highly observed
monitoring process to improve
overall business performance.
(Ang mga puna at katugunan at
mga impormasyong galing sa
mga empleyado ay isinama sa
pag susubaybay sa proseso
para sa ikalalago nang
pangkalahatang paglilingkod
nito.)
During monitoring, employee 3.44
engagement plays a role in Highly observed
achieving successful strategic
implementation of the company.
(Sa panahon ng pagsubaybay,
ang pakikipag-ugnayan sa
empleyado isinasaalang-alang
sa pagkamit ng matagumpay na
pagpapatupad ng estratehikong
pamamaraan ng
kumpanya/organisyon.)
Information is shared for the 3.46
development of methods during Highly observed
the provision of proposals for the
implementation of strategies.
(Naibabahagi ang mga
impormasyon para sa pag-unlad
ng mga pamamaraan sa
panahon ng pagbibigayan ng
panukala ng pagpapatupad ng
mga istratehiya.)
During monitoring, there are 3.46
established performance metrics Highly observed
to measure how well the chosen
strategy performs for the
company.
(Sa panahon ng pagsubaybay,
may mga itinalagang
pamamaraan para masukat at
malaman kung gaano ka
epektibo ang napiling stratehiya
para sa kumpanya.)
There are meaningful 3.48
improvements based on Highly observed
employee feedback that are
implemented promptly and
effectively.
(Nagkaroon ng makabuluhang
pagpapabuti batay sa feedback
ng mga empleyado at
karaniwang naipapatupad nang
maayos at agaran ang mga ito.)
After evaluation, the company 3.48
learns from the implementation Highly observed
process and makes necessary
adjustments as soon as
possible.
(Pagkatapos ng pagsusuri,
 natututo ang kumpanya mula sa
mga proseso ng pagpapatupad
ng estratehikong napili at
gumawa ng kinakailangang
pagsasaayos sa lalong madaling
panahon.)
The implemented strategy is 3.44
aligned with the organizational Highly observed
goals, and the key performance
indicators (KPIs) are being
monitored to assess the
execution performance.
(Naaayon ang ipinatupad na
diskarte sa mga layunin ng
organisasyon, at ang mga
pangunahing tagapagpahiwatig
ng pagganap (KPI) ay
sinusubaybayan upang masuri
ang pagganap ng
pagpapatupad. )
3.45
Highly observed

The table shows that all questions are assessed as highly observed,

which makes the monitoring and evaluation of the company as highly observed

by the employer and employee of the company.

According to Inès Bakhtaoui and Richard Taylor (2023), monitoring and

evaluation (M&E) is critical to ensuring that adaptation efforts are carried out as

intended and that lessons are learned to enhance them. Because the

performance of an adaptation intervention is evaluated using the monitored

criteria, both are essential for understanding what makes adaptation activities

effective. Popova's study (2023) highlights the importance of monitoring business

performance through various metrics like risk, profitability, and liquidity. Effective

cost control and strategic investments are crucial, while Leadership Quarterly

(2022) emphasizes the positive impact of high-quality feedback on employee

performance compared to low-quality or no feedback. However, the study finds

no significant difference in overall performance, suggesting further research is

needed to understand the nuances of feedback's influence.

Mahdia Azzouz, et al. (2020), most businesses must regularly connect

their information systems with their business strategy to stay competitive in

today's dynamic climate. The company's global-minded actors define these

strategies in terms of goals and results. A performance indicators system (PIS)

helps obe a hidden advantage. Employee feedback tools are used by most

companies to improve human capital.

Conclusion

In conclusion, this study emphasizes the importance of evaluating

components such as goal setting, environmental analysis, strategy formulation,

implementation, and evaluation .This study has several business classifications

in Ragay, Camarines Sur. Showing adaptation of businesses and market

penetration. This analysis reveals a commendable emphasis on

leveraging existing strengths to maintain competitiveness, yet highlights a

notable gap in recognizing the value of socio-cultural, technological, and

economic insights for informed decision-making. Base on the data analysis, it

shows a positive outcome. Businesses are good at using their strengths but may

need to pay more attention to understanding social, technological, and economic

factors for better decision-making. Overall, companies seem to understand their

goals, but there's room for improvement in certain areas. This research not only

adds to what we know about business strategies but also gives practical advice

for businesses to adapt and succeed in a changing environment. The study not

only contributes valuable insights to the academic discourse on strategic

management but also provides practical implications for businesses. By

addressing identified gaps and building on existing strengths, businesses can

enhance their adaptability in the ever-evolving business landscape. This

research serves as a foundation for informed decision-making, fostering strategic

resilience and sustainable success in the dynamic business context.

Recommendation

The adaptation of strategic management components is crucial for Ragay

business establishments to effectively navigate the dynamic business

environment. Through environmental analysis, SWOT analysis, strategic

planning, implementation, execution, and continuous learning, these

organizations can ensure their strategies remain relevant and effective. By

embracing dynamic strategies, Ragay business establishments can increase

their chances of long-term success and competitiveness in the market. For

researchers, studying Ragay businesses provides an opportunity to explore the

factors that influence business success and failure. By analyzing the financial

health, operational efficiency, and market positioning of various enterprises,

researchers can identify best practices and develop theories that can be applied

to other similar contexts. A study of business establishments in Ragay can also

bring several benefits to the local community. It can help policymakers create

targeted policies that address the specific needs of the local economy, increase

employment opportunities, and foster entrepreneurship. By understanding the

challenges faced by local businesses, policymakers can tailor incentives and

support mechanisms to foster a conducive environment for growth. Additionally,

the study can provide insights into consumer behavior, enabling businesses to

better serve their target market. In Conclusion, Conducting a study in Ragay

business establishments is crucial for understanding the local economy and

fostering sustainable growth. Researchers can benefit by generating new

knowledge and theories applicable to similar contexts. Meanwhile, the

community can benefit from targeted policies and improved business practices.

By employing various data collection methods such as surveys and interviews,

researchers can gather valuable information that can inform decision-making

processes.