STRATEGIC MANAGEMENT

Designed for: MIND AND INTEGRITY COLLEGE, INC. (MAIC)

BY: Edwin T. Casila
COURSE REQUIREMENT
• Review and alignment of the Vision and Mission of the
Organization.
• Industry Analysis: The External Factor Evaluation Matrix
(EFE)
• The Competitive Profile Matrix (CPM)
• Strategy Analysis and Formulation Using the Internal-
External Matrix (IE)
• SWOT Analysis
REVIEW AND ALIGNMENT OF VISION AND
MISSION OF THE ORGANIZATION

NATURE OF THE ORGANIZATION

Mind and Integrity College Inc. (MAIC) is a private,
non-stock, non-profit institution of Higher learning.
The mandate of the institution is to provide
instructions for the students to achieve the right SKILLS,
KNOWLEDGE, VALUES and SELF-ESTEEM which will
empower them to compete with global demands as well as
challenges in life to gain their bright future.
VISION
We are an educational institution that provides balanced, integral,
education through the synergy of continuous learning and Christian
values, with integrity and excellence in all we teach and do.

RECOMMENDED VISION
We as a college intend to provide an education that will consist of
continuous learning guided by Christian value. We will always seek
to offer Integrity and Excellence in our teachings and our actions
our students will always be our main priority.
MISSION
Mind and Integrity College commits itself to effect the highest quality of education to
our students which will equip them with the relevant skills and current knowledge
necessary to meet the demands of the modern world, the same time providing a
learning environment that will cultivate their total development and enable them to
become God fearing leaders and competent professionals.

RECOMMENDED MISSION
Our mission is a commitment to offer the highest quality of education to our
students. To equip them with the skills and knowledge necessary to progress in a
High Tech Modern World. To offer a learning environment that cultivates their
natural skills and talents and develop these further. This will enable them to
become the leaders and professionals of tomorrow, showing confidence and
competence throughout.
 INDUSTRY ANALYSIS: THE EXTERNAL
FACTOR EVALUATION MATRIX (EFE)
Importance Weight Responsiveness
OPPORTUNITIES Source Wt. Score
(0%-100%%) Rating

O1 Continues Education for faculty members Economic 10% 2 .20

O2 Community Engagement and Solidarity Social/Economic 15% 3 .45
O3 Responsive Governance and Management Legal 10% 2 .20
O4 Sustainable technology services Technological 20% 4 .80
O5 Research Excellence Legal/Political 5% 1 .05
O6 Forge strong academe-linkage for desired curriculum exits Economic/Legal 10% 2 .20
THREATS
T1 Faculty members want to transfer to public schools Economic 15% 3 .45
T2 Chosen courses or tracks are not match to their jobs or professions Social/Economic 5% 1 .10

T3 Neighboring big schools’ marketing strategy Environment/

10% 2 .20
Economic/Social
TOTAL 100% 2.65

The industry analysis using the EFE Matrix revealed a total weighted score of 2.65.
This is an indication that MAIC is responding in an above average way to existing opportunities and treats in its industry.
The institution’s strategies effectively take advantage of existing opportunities and minimize the potential adverse
effects of external treats.
 INDUSTRY ANALYSIS: THE INTERNAL FACTOR
EVALUATION MATRIX (IFE)
Importance Weight Responsiveness Wt.
INTERNAL STRENGHTS Source
(0%-100%%) Rating Score
S1 Competent and God fearing learners Direct Observation 15% 4 .60
S2 Credible and values driven faculty members and staff Direct Observation 15% 4 .60
S3 All out supports of top management Direct Observation 15% 3 .45
S4 Excellent Curriculum and extra curriculum for students Direct Observation 10% 3 .30
S5 Extend outreach services to the community Direct Observation 10% 2 .20
S6 Linkages with hotels and other learning facilities Direct Observation 10% 2 .20
INTERNAL WEAKNESSES
W1 Lack of excellent researchers Direct Observation 5% 2 .10
W2 Lack of capital outlay for new buildings and parking area Direct Observation 5% 2 .10
W3 Lack of dynamic learning environment Direct Observation 10% 3 .30
W4 Lack of space for students lounge, eating and study areas Direct Observation 5% 2 .10
TOTAL 2.95
The industry analysis using the EFE Matrix revealed a total weighted score of 2.95.
This is an indication that MAIC is responding in an above average way to existing internal strengths and weaknesses in its
industry. The institution’s strategies effectively take advantage of existing internal strengths and minimize the potential
adverse effects of internal weaknesses.
COMPETITIVE PROFILE MATRIX (CPM)
RIVAL ORGANIZATIONS
Colegio de San Juan de Letran Calamba
Colegio de San Juan de Letran Calamba was once described as a fusion between "tradition and vision“. For
the last decades, the Colegio can boast of accomplishments in quality learning and instruction, infrastructure
development, research undertakings, and community service. The institution has a pool of more than 250 qualified
mentors, most of them equipped with graduate degrees. Engineering and communication students manage the
institution's own radio station, Knight 103.9 FM. Hotel and Restaurant Management students operate fully equipped
mini-hotel in the campus. Computer Science and Information Technology majors, on the other hand, enjoys the use of
the Information Technology and Computer Center, a facility provided with 700 top-of-the-line computer units.
Research efforts were rewarded with CHED Region IV's award for the best HEI Student Research Program given January
2007. Community Service is felt through the tradition and advocacy of Makipamuhay, a social immersion program
being sustained by the Colegio for years. It has also put up Hayuma an internationally-funded project where skilled
workers from Laguna communities are working.
Institutional Quality Objectives
 To develop qualified and productive professionals who can effectively contribute to the growth of the nation
 To maintain and continually strive for a corps of competent administrators, faculty, employees and alumni who
shall endeavor to attain the Colegio's mission and vision
 To promote solidarity with the larger community through programs that are responsive to its needs
 To provide a wholesome and conducive educational environment for the Letran community
COMPETITIVE PROFILE MATRIX (CPM)
RIVAL ORGANIZATIONS
Laguna College of Business and Arts
Laguna College of Business and Arts (formerly Laguna Institute) or LCBA is a private non-sectarian school in Calamba,
Laguna, Philippines, hailed today as the first secondary school in Calamba City. LCBA formally opened in June 1930 with
95 students in the first and second year high school. The original Laguna Institute was an old, 2-storey, green and white
rented house; which stood on a 500-square meter lot still unpaved Burgos Street. In 1933, it was fully recognized by the
Department of Public Institutions as a duly accredited high school.
QUALITY OBJECTIVES
To secure the position of LCBA as the College of first choice in the City of Calamba, Laguna College of Business and Arts is
guided by the following quality objectives:
1. Promote diversity and equity among students;
2. Employ experientially and academically aligned educators;
3. Effectually implement outcomes-based education in curriculum development, delivery, and assessment;
4. Prioritize policy-relevant faculty and students research projects;
5. Ensure updated and adequate library holdings and maximized library utilization among faculty and students;
6. Maintain highly competent and supportive staff;
7. Guarantee the provision of state-of-the-art laboratories and facilities;
8. Provide a satisfactory, conducive, and safe learning environment;
10. Prompt efficient and effective administrative systems;
11. Design, initiate, monitor, and evaluate a community-empowering extension program; and
12. Produce globally employable graduates.
COMPETITIVE PROFILE MATRIX (CPM)
LETRAN CALAMBA LCBA MAIC
CRITICAL SUCCESS FACTORS WEIGHT
RATING SCORE RATING SCORE RATING SCORE
Philosophy, Vision, Mission and Goals and Objectives 20% 4 .80 3 .60 4 .80
Curriculum, Assessment and Instruction 10% 4 .40 3 .30 2 .20
Instructional Leadership 10% 4 .40 4 .30 2 .20
Faculty 10% 3 .30 3 .30 4 .40
Academic Support and Student Development Services 15% 4 .60 4 .60 2 .30
Physical plant and instructional Support facilities 5% 4 .20 4 .20 2 .10
Administration and Governance 5% 4 .20 3 .15 3 .15
Budget and Finance 15% 4 .60 3 .45 2 .30
Planning and Development 10% 4 .40 4 .40 4 .40
TOTAL 100% 3.9 3.2 2.85
1st 2nd 3rd

MAIC ranked 3rd in the CPM Matrix with a score of 2.85. This is due to the fact that MAIC is just a new
institution while the rival organizations were already stablished for a longer period of time so that it is
well known and accepted by the industry. In terms of budget and finance, MAIC is not collecting any
charges to the students for it is just relying on the voucher given by the government. On the other hand,
MAIC has a strong Philosophy, Vision, Mission and Goals and Objectives and the faculty and staff has unity
and cooperation.
STRATEGY ANALYSIS AND FORMULATION USING
THE INTERNAL-EXTERNAL MATRIX (IE)
TOTAL IFE RATING = 2.95
STRONG AVERAGE WEAK
3.0 to 4.0 2.0-2.99 1.0 to 1.99
HIGH I II III
TOTAL EFE RATING 3.0 to 4.0
= 2.65 MEDIUM IV V VI
2.0-2.99
LOW VII VIII IX
1.0 to 1.99

MAIC belongs to Quadrant 5 described as Hold and Maintain position.

Strategies suggested for this position is market penetration, market
development and service development.
SWOT ANALYSIS
INTERNAL STRENGHTS
S1 Competent and God fearing learners
S2 Credible and values driven faculty members and staff
S3 All out supports of top management
S4 Excellent Curriculum and extra curriculum for students
S5 Extend outreach services to the community
S6 Linkages with hotels and other learning facilities
INTERNAL WEAKNESSES
W1 Lack of excellent researchers
W2 Lack of capital outlay for new buildings and parking area
W3 Lack of dynamic learning environment
W4 Lack of space for students lounge, eating and study areas

EXTERNAL OPPORTUNITIES EXTERNAL THREATS

O1 Continues Education for faculty members T1 Faculty members want to transfer to public schools
O2 Community Engagement and Solidarity T2 Chosen courses or tracks are not match to their jobs or professions
O3 Responsive Governance and Management T3 Neighboring big schools’ marketing strategy
O4 Sustainable technology services
O5 Research Excellence
O6 Forge strong academe-linkage for desired curriculum exits

A scan of MAIC’s internal and external environment for its strategic planning process.
SWOT ANALYSIS
Strengths/Opportunities Strategies
INTERNAL STRENGHTS EXTERNAL OPPORTUNITIES
S1 Competent and God fearing learners O1 Continues Education for faculty members

S2 Credible and values driven faculty members O2 Community Engagement and Solidarity
and staff
S3 All out supports of top management O3 Responsive Governance and Management

S4 Excellent Curriculum and extra curriculum for O4 Sustainable technology services

students
S5 Extend outreach services to the community O5 Research Excellence

S6 Linkages with hotels and other learning O6 Forge strong academe-linkage for desired
facilities curriculum exits
 SWOT ANALYSIS
S.O. Strategies
 SO1 To achieve credible and values driven faculty members and staff, the
management can provide some trainings and seminars for the teacher and
staff and a subsidy for their study for them to have continues growth in
their profession. (S1,01,O3)
 SO2 Maximize community engagement, solidarity and linkages with other
hotels and other learning facilities to promote the school and help the
students become globally competitive ( S5,S6, O2, O6)
 SO3 All out support of the managements and the positive response of the
government helps the schools achieve its goals and objectives to educate
and help the learners become competitive and God-fearing individual ( S1,
S3, O3)
SWOT ANALYSIS
Strengths/Threats Strategies
INTERNAL STRENGHTS
S1 Competent and God fearing learners
S2 Credible and values driven faculty members
and staff
S3 All out supports of top management
EXTERNAL THREATS
T1 Faculty members want to transfer to public
schools
T2 Chosen courses or tracks are not match to
their jobs or professions
T3 Neighboring big schools’ marketing strategy

S4 Excellent Curriculum and extra curriculum for

students
S5 Extend outreach services to the community

S6 Linkages with hotels and other learning

facilities
 SWOT ANALYSIS
S.T. Strategies

 ST1 The management should give its all out support to the
teacher, like proper compensation and a subsidy for their study
for them not to transfer to other school. (S3, T1)
 ST2 Partnership with hotels, organization and other learning
facilities will help the school compete to other schools (S6, T3)
 ST3 Providing an excellent curriculum that are align with partners
industries will solve the problem of miss match in job and
profession. ( S4, T2)
SWOT ANALYSIS
Weaknesses/Opportunities Strategies
INTERNAL WEAKNESSES EXTERNAL OPPORTUNITIES
W1 Lack of excellent researchers O1 Continues Education for faculty members

W2 Lack of capital outlay for new buildings and O2 Community Engagement and Solidarity
parking area
W3 Lack of dynamic learning environment O3 Responsive Governance and Management

W4 Lack of space for students lounge, eating and O4 Sustainable technology services
study areas
O5 Research Excellence

O6 Forge strong academe-linkage for desired

curriculum exits
SWOT ANALYSIS
W.O. Strategies

 WO1 Forge strong academe-linkage for desired

curriculum exits and sustainable technology
services can solve the problem of Lack of dynamic
learning environment. (W3,O4, O6)
 WO2 Continues education for faculty member can
sustain the lack of excellent researchers ( W1, O1)
SWOT ANALYSIS
Weaknesses/Threats Strategies

INTERNAL WEAKNESSES EXTERNAL THREATS

W1 Lack of excellent researchers T1 Faculty members want to transfer to public

schools

W2 Lack of capital outlay for new buildings and T2 Chosen courses or tracks are not match to
parking area their jobs or professions

W3 Lack of dynamic learning environment T3 Neighboring big schools’ marketing strategy

W4 Lack of space for students lounge, eating and O4 Sustainable technology services
study areas
SWOT ANALYSIS
W.T. Strategies

 WT2 Increase the capital for the new building to

provide a dynamic learning environment.(W2,
W3, T1, T3)
 WT2 provide enough space for students’ lounge
and study areas to increase their time in study
(W4)