Straman - Final Paper
Straman - Final Paper
Straman - Final Paper
TABLE OF CONTENTS
EXECUTIVE SUMMARY .. 1
CHAPTER ONE THE ORGANIZATION ........ 5
Description and Profile of the Organization ... 5
Mission Statement ..... 6
Vision Statement of the Organization ..... 7
Effective Elements ..... 7
Shortcomings .. 7
Values, Philosophy, and Ideology of the Organization . 8
Goals of the Organization . 9
Objectives of the Organization ...... 10
Financial Objectives .... 10
Strategic Objectives ..... 12
CHAPTER TWO EXTERNAL ENVIRONMENT ......... 13
Macro-Environment Components (PESTELD) .... 13
FIVE Forces Competitive Environment ........ 17
5-Forces Analysis (Strong vs Weak) . 19
Factors affecting Competition from Substitute Products ....... 19
Factors affecting Bargaining Power of Buyers .... 19
Factors affecting Strength of Rivalry . 20
Factors affecting Threat of Entry 20
Factors affecting Bargaining Power of Suppliers ....... 20
CHAPTER THREE RESOURCES, CAPABILITITES, AND
COMPETITIVENESS ...... 21
Tangible Resources of the Organization ...... 21
Intangible Resources of the Organization ....... 23
SWOT Analysis . 24
Easy to communicate
Santugons vision is easy to communicate because it a
single sentence that is direct to the point and selfexplanatory.
Too broad
Santugons vision is too broad because it is all-inclusive
wherein the organization can be lead to multiple directions.
There are no specifics on concrete future of the individuals
after they have discovered their potential and where the
organization will be when that happens.
Ideology
Consultative - In line with the organizations value of individuality,
Santugon seeks perspectives from all sectors. Consulting a wide variety of
sectors broadens the organizations views and gathers information to help
in their decision making process.
Proactive - Initiative is an important aspect that Santugon values among
its members. The initiative of doing tasks where there is no need for
someone to always tell them what to do.
a. Financial Objectives
- To raise funds from membership card fees of 144,000 pesos to
cover the expenses of the Freshmen Elections held during the
month of August
Membership Card
Price
Quantity
80
1800
TOTAL
144,000
Total
12
66,000
57
199,500
24,500
5500
Batch Campaign
Fee
Quantity
3500
Canlubang
Candidates
Campaign Fee
3500
COB Core
30,000
30,000
SOE Core
30,000
30,000
CLA Core
30,000
30,000
COE Core
30,000
30,000
COS Core
30,000
30,000
CCS Core
30,000
30,000
CED Core
30,000
30,000
President
25,000
25,000
10
Outer Core
President
25,000
25,000
25,000
25,000
25,000
25,000
40,000
40,000
Secretary
General
Executive Vice
President for
Activities
Garage Sale
(Fund Raising
Activity)
640,000
b. Strategic Objectives
- To develop individuals leadership formation through daily trainings
especially during Freshmen and General Elections held in the
-
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also not strict with the membership because it is open for all willing to join.
It values on its commitment in the society as they try to build Empowered
Lasallians that help out the community. In this program they make sure
that each members would be involved in giving for the society, which
would result for them to be molded as a responsible citizen in the society.
Political relationships of organization with external forces
Economic supply and demand in the industry
Societal Values community involvement
Technological portals that the organization utilizes
Environmental engagement on environmental protection
Legal laws that govern the operations of the organization
Demographics traits of the individuals within the population
Political
- Science and Technology Center
Last March 2013, Santugon was integrated in DLSU STC.
This integration affected Santugon by having a wider scope
-
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Website
Santugon created a website (www.botoderecho.com), to
have a comprehensive information on the specific plans of
action of each candidate. Secondarily the website also
contains the history, values, and advocacies that Santugon
believes in. This affects Santugon by having an easy access
for the people on what Santugons purpose in the society.
Cleaning of Taft
Members of Santugon were involved in a clean up drive of
Taft Avenue last August 2012 address the problem of the
volume of trash outside the campus. The organizations
involvement in the clean up drive had a solution to the citys
problem of flooding along Taft Avenue.
Legal
-
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Population Demographics
-
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Competitive
pressures
stemming
from
supplier-seller
community.
The Competitive Force of Supplier Bargaining Power (WEAK)
- Santugon has an access to multiple suppliers. Every year, various
suppliers change to ensure quality and on time delivery.
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The
Competitive
Force
of
Potential
New
Entrants
of
New
Organizations (STRONG)
- There has been a shift in preference for non-partisan ideologies
that opened an opportunity for the independent candidates to run
for office. This is evident in the last General Elections where an
independent candidate was triumphant in attaining the presidency.
The
Competitive
Force
of
Rivalry among
Competing
Sellers
(STRONG)
- The rivals of Santugon individually have strong influence in their
respective field. Santugon gears towards holistic development while
professional organizations have specialties that fit better to the
needs of the students in relation to their course.
Based on the identified intensities of each competitive force, we
can say that Santugon will have to work hard to protect their competitive
advantage. In pursuing their vision of solely honing individuals unsought
potentials, Santugon will face difficulties in achieving their vision.
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the
brand
name
of
the
organization
since
its
establishment.
ii. Organization colors: Yellow and Blue
1. Yellow represents dynamism. Santugon hones proactive
individuals with the constant pursuit of progress. In line with its
name, the organization believes in continually adapting to the
needs of the student body and society in relation to the times.
2. Blue represents commitment. The organization was founded
on October, which happens to be Marian devotion month.
Keeping this in mind, the organization used the color to signify
the commitment in service of good will of Mother Mary.
c. Relationships
i. The relationships of the organization with internal and external
personalities are a vital tool for the sustenance of the
organization. Santugon has existing relationships with university
administration, network and connection of the current and former
organization members and external suppliers for the production of
their paraphernalia.
d. Company culture
i. Santugons culture and norms of behavior are in line with the
virtues of determination, discipline, experience, heart and
community.
C. SWOT Analysis
SWOT analysis provides the basis for crafting a strategy that
capitalizes on the companys strengths, aims squarely at capturing the
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companys best opportunities, and defends against the threats to its wellbeing.
STRENGTHS
- High
number
membership
-
WEAKNESSES
of
- Santugon members exude
from
feeder
schools
Has point person per high
members
(Members
are
not in activities)
Highly
rooted
on
organizational values
an elitist vibe
Lack of involvement of all
political affiliations
Proven traditional method of
data
gathering
Inaccurate
election results
Poor marketing strategies
from
projection
of
Expectations of Santugon
Student Government
are high
Solid
network
of
connections
administration
and
connections
-
personality
and
Competencies of members
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credentials
OPPORTUNITIES
THREATS
- Establishment of a wider
- The
organizational
involvement
distance
between
STC
(STC)
miscommunication
Increase
of
membership
causes
of
the
two
campuses
-
Tie-ups
with
external
organizations
for
scope
range
and
better
of
between
members
-
the
two
organizations
increased
perception
of
Improvement of recruitment
of
the
upper
classmen
Santugons pursuit for their vision is still realistic and attainable. The
organization is overcoming their strengths, weaknesses, opportunities and
threats by focusing on their strengths, lessening the effects of the
corresponding weaknesses and taking action on possible opportunities,
Santugon can still maintain their competitive advantage.
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main
competitive
strategy
is
having
broad
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factor
is
the
existence
of
familial
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