Republic Central Colleges

Plaridel St., 2009 Angeles City, Philippines

Tel. (045) 405-0121; 888-2853 / Fax (045) 322-5656
COLLEGE OF BUSINESS & ACCOUNTANCY
Bachelor of Science in Management Accounting / Bachelor of Science in Accountancy

STRABA

STRATEGIC BUSINESS ANALYSIS

PHILOSOPHY

“The total development of man based on Faith, Science, and Virtue.”

VISION

RCC is a highly sustainable and innovative center of excellence in Central Luzon.

MISSION
RCC provides quality education and services responsive to the changing needs of students and other stakeholders as well as the local and
global communities through:
 teaching and learning,
 support for students,
 research and development,
 relations with the community, and
 governance and management.
GOALS

1. Strengthened quality of teaching and learning

2. Improved recruitment, admission, and academic and non-academic support system for students
3. Enhanced research culture
4. Relevant, responsive, and sustainable community programs
5. Effective and efficient organizational structure and system
CORE VALUES

• Responsibility

We perform our duties effectively and efficiently for the best interests of our students and other stakeholders.

• Respect

We uphold human dignity and recognize differences and limitations to create peaceful and harmonious relationship.

• Integrity

We stand for truth, fairness and high ethical standards in the accomplishment of our mission.

• Compassion

We commit our genuine empathy and concern to inspire and empower our students and other stakeholders.

• Commitment

We dedicate ourselves in giving quality education and services to our students and other stakeholders.

• Excellence

We pursue high standards of excellence in the performance of our functions in instruction, research and community extensions.
 I. COURSE DESCRIPTION: This course integrates the management core courses together with the understanding and application of the real-
world issues across different industries such as among others, the dynamics of internal and external environment affecting the business,
industry and competition, the fast-paced advancement of technology and importance and/or shrinking concept of border, and changes of
customer preferences. Equipped with the theories and concepts of strategic management, students shall be able to analyze business cases,
issues and challenges and recommend strategic solutions to address them.
Credit : 3 units
Number of Hours : 54 hours
Pre-requisite : OM-TQM

II. COURSE OUTCOMES (CO)

RCC Graduate BSMA Graduate Outcomes Course Outcomes (CO) Domain

Outcomes
On the completion of the program, graduates should On the completion of the course, students
be able to: should be able to:
Competent Articulate and discuss the latest development in the CO1 Demonstrate comprehensive knowledge of basing Cognitive
Graduate fields of accountancy management decisions on a strategic view of
organizations through understanding the basic
principles of strategic management.

Psychomotor
Communicate effectively with stakeholders both CO2 Display competence in communication skills by
orally and in writing means of initiating, planning, executing, and
controlling management process and policy to
achieve specific goals and objectives both in oral
and in writing.

Demonstrate working knowledge in the areas of CO3 Perform the application standard of accounting for Psychomotor
financial accounting and reporting, cost accounting management decisions using Financial Reporting.
and management, management accounting,
auditing, accounting information systems, taxation
and accounting research
 Employ technology as a business tool in capturing CO4 Design an appropriate computer based information Psychomotor
financial and non-financial information, preparing systems in organizations such as financial
reports and making decisions accounting system, performance management and
monitoring system, payroll system and executive
information system.

Responsible Work effectively and independently in multi- CO5 Conduct a planning and problem solving Psychomotor
Graduate disciplinary and multi-cultural teams meeting to resolve issued related to a
business transaction or event.

Appraise ethical problems/issues in practical business CO6 Differentiate either actively or passively Affective
and accounting situations and recommend subverting the attainment of the
appropriate courses of action that adhere to the organization’s legitimate and ethical
professional code of ethics objectives.

C07 Relate professional limitations or other Affective

constrains that would preclude responsible
judgment or performance of an activity.

Committed and Preserve and promote Filipino historical and cultural CO8 Identify to the contribution of a Professional Affective
Reflective Lifelong heritage particularly Kapampangan heritage. Filipino accountant to the development of
Learner the economy in compliance to the Philippine
Financial Reporting Standard, Philippine
Act of Accountancy and Philippine
Standards on Auditing.

Compassionate Demonstrate corporate citizenship and social CO9 Demonstrate corporate citizenship and Affective
and Service responsibility, exercise high personal moral and social responsibility strategies and
Driven Graduate ethical standards compliance action plan for a business.
III. COURSE OUTLINE
COURSE LEARNING OUTCOMES CONTENT/TOPIC TIME TEACHING/LEARNING ASSESSMENT
OUTCOME FRAME ACTIVITIES METHOD/TASKS
CO1 Part I: Introduction to Strategic Strategy/methodology  Class
CO2 Management and Business Policy participation
CO3  Lecture  Quizzes
CO4  Describe the benefits of strategic A. Basic Concepts of Strategic 6 hours  Discussion  Statement
CO5 management. Management  Multi-media Analysis
CO6  Explain how globalization and  The Study of Strategic presentation  Library/
CO7 environmental sustainability Management  Case analysis/ Scholarly
CO8 influence strategic management  Globalization and Environmental presentation Research
 Explore the basic model of strategic Sustainability: Challenges to  Group/Team  Case, video
management and its components. Strategic Management Learning and/or film clip
 Theories of Organizational  Video/film clip critiquing
Adaptation analysis  Term
 Creating a Learning Organization  Simulation/Role examination
 Basic Model of Strategic Playing
Management  Reporting/Individual/ LMS:
 Initiation of Strategy: Triggering Group presentation  G Suite for
Events  Production of Education
 Describe the role and  Strategic Decision Making Research Collateral/  Schoology
responsibilities of the board of Portfolio
directors in corporate governance. B. Corporate Governance 3 hours  Podcasting
 Explain how executive leadership is  Role of the Board of Directors  Virtual Presentation &
an important part of strategic  Role of the Top Management Online Apps Activity
management.
C. Ethics and Social Responsibility in
 Comprehend the relationship Strategic Management 3 hours
between social responsibility and  Social Responsibilities of Strategic
corporate performance. Decision Makers
 Explain the concept of sustainability  Ethical Decision Making
through ethical decision making.

PRELIMINARY EXAMINATION
 COURSE LEARNING OUTCOMES CONTENT/TOPIC TIME TEACHING/LEARNING ASSESSMENT
OUTCOME FRAME ACTIVITIES METHOD/TASKS
CO1 Part II: Scanning the Environment 4 hours Strategy/methodology  Class
CO2  Recognize aspects of an A. Environmental Scanning and participation
CO3 organization’s environment that can Industry Analysis  Lecture  Quizzes
CO4 influence its long-term decisions.  Environmental Scanning  Discussion  Statement
CO5  Realize how industry maturity  Industry Analysis: Analyzing the  Multi-media Analysis
CO6 affects industry competitive forces. Task Environment presentation  Library/
CO7  Competitive Intelligence  Case analysis/ Scholarly
CO8  Forecasting presentation Research
 Group/Team  Case, video
Learning and/or film clip
 Apply the resource view of the firm B. Internal Scanning and 4 hours  Video/film clip critiquing
to determine core and distinctive Organizational Analysis analysis  Term
competencies.  A Resource-Based Approach to  Simulation/Role examination
 Assess a company’s corporate Organizational Analysis Playing
culture and how it might affect a  Business Models  Reporting/Individual/ LMS:
proposed strategy.  Value Chain Analysis Group presentation  G Suite for
 Scan functional resources to  Scanning Functional Resources
 Production of Education
determine their fit with a firm’s Research Collateral/  Schoology
and Capabilities
strategy. Portfolio
 Podcasting
 Virtual Presentation &
Online Apps Activity
Part III: Strategy Formulation 4 hours
 Describe the competitive and A. Strategy Formulation: Situation
cooperative strategies available to Analysis and Business Strategy
corporations.  Situation Analysis: SWOT
 Listed the competitive tactics that Analysis
would accompany competitive  Review of Mission and
strategies. Objectives
 Identified the basic types of  Generating Alternative Strategies
strategic alliances. by Using a TOWS Matrix
 Business Strategies

MIDTERM EXAMINATION
 COURSE LEARNING OUTCOMES CONTENT/TOPIC TIME TEACHING/LEARNING ASSESSMENT
OUTCOME FRAME ACTIVITIES METHOD/TASKS
CO1  Describe the three aspects of B. Strategy Formulation: Corporate 3 hours Strategy/methodology  Class
CO2 corporate strategy. Strategy participation
CO3  Corporate Strategy  Lecture  Quizzes
CO4  Explore the directional strategies of  Directional Strategy  Discussion  Statement
CO5 growth, stability, and retrenchment.  Portfolio Analysis  Multi-media Analysis
CO6  Corporate Parenting presentation  Library/
CO7  Identify the variety of functional  Case analysis/ Scholarly
CO8 strategies that can be used to C. Strategy Formulation: Functional 4 hours presentation Research
achieve organizational goals and Strategy and Strategic Choice  Group/Team  Case, video
objectives.  Functional Strategy Learning and/or film clip
 The Sourcing Decision: Location  Video/film clip critiquing
 Recognize strategies to avoid and Functions analysis  Term
understand why they are  Strategies to Avoid  Simulation/Role examination
dangerous.  Strategic Choice: Selecting the Playing
Best Strategy  Reporting/Individual/ LMS:
 Develop policies to implement  Developing Policies Group presentation  G Suite for
corporate, business, and functional  Production of Education
strategies. Part IV: Strategic Implementation Research Collateral/  Schoology
and Control 5 hours Portfolio
A. Strategy Implementation:  Podcasting
Organizing for Action  Virtual Presentation &
 Gain knowledge in developing  Strategy Implementation Online Apps Activity
programs, budgets, and procedures  Who Implements Strategy?
to implement strategic change.
 What Must Be Done?
 How is Strategy to Be
 Describe the importance of Implemented? Organizing for
achieving synergy during strategy Action
implementation.
 International Issues in Strategy
Implementation
 Recognize the stages of corporate
development and the structure that
characterizes each stage.
PREFINAL EXAMINATION
 COURSE LEARNING OUTCOMES CONTENT/TOPIC TIME TEACHING/LEARNING ASSESSMENT
OUTCOME FRAME ACTIVITIES METHOD/TASKS
CO1  Explain the link between strategy B. Strategy Implementation: Staffing 10 hours Strategy/methodology  Class
CO2 and staffing decisions. and Directing participation
CO3  Describe how to implement an  Staffing  Lecture  Quizzes
CO4 effective downsizing program. a. Staffing Follows Strategy  Discussion  Statement
CO5  Explore important issues in effective b. Selection and Management  Multi-media Analysis
CO6 staffing and directing international Development presentation  Library/
CO7 expansion. c. Problems in Retrenchment  Case analysis/ Scholarly
CO8  Learn how to assess and manage d. International Issues in presentation Research
the corporate culture’s fit with a new Staffing  Group/Team  Case, video
strategy.  Leading Learning and/or film clip
 Gain knowledge in formulating a. Managing Corporate Culture  Video/film clip critiquing
action plans. b. Action Planning analysis  Term
c. Management by Objectives  Simulation/Role examination
d. Total Quality Management Playing
e. International Considerations  Reporting/Individual/ LMS:
in Leading Group presentation  G Suite for
 Production of Education
Research Collateral/  Schoology
 Explore some measures in C. Evaluation and Control 5 hours Portfolio
evaluating and controlling strategic  Evaluation and Control in  Podcasting
performance. Strategic Management  Virtual Presentation &
 Describe the impact of problems  Measuring Performance Online Apps Activity
with measuring performance.  Strategic Information Systems
 Identify appropriate control system  Problems in Measuring
to support specific strategies. Performance
 Guidelines for Proper Control
 Strategic Incentive Management

FINAL EXAMINATION
IV. COURSE OUTPUT/COURSE REQUIREMENTS

As evidence of attaining the above learning outcomes, the student has to do and submit the following:
a. Knowledge of Concepts (Major Examinations, Quizzes, Graded Recitation, Class Participation, Assignments & Activities)
– CO1& CO6
b. Process/Product/Skill Development Concepts (Classroom Presentation, Strategic Plan/ Research Output /Portfolio Production)
– CO2, CO3, CO4, CO5, CO7, CO8, & CO9
c. Values Integration/Personal Realizations – CO10, CO11 & CO12
Narrate experience in learning strategic management. Articulate understanding on the knowledge, skills and attitudes expected of a
marketer/business manager based on learning experiences. Discuss course challenges encountered and the ways to overcome them. If these
challenges remain to be so, formulate plans as to how these may be surpassed (e.g., asking other business administration students who
already took the course and inquire what actions may be taken to learn the course better).

V. GRADING SYSTEM

Class Standing 67%

Quizzes 40%
Seatwork 30%
Recitation/Participation/ 20%
Assignment/others 10%
Major Exam 33%
TOTAL 100%

Formula for the Computation of Grades

Prelim Grade (PG) = Final Grade (FG) =

(Class Standing X 2) + Prelim Exam CS + [(LE X 30%) + (FE X 70%)] X 2 + MTG
3 3 .
2
Mid-term Grade (MTG) =
(CS X 2) + Mid-term Exam + PG
3 .
2
VI. REFERENCES

TEXT BOOK
Wheelen, T.L., Hunger, J.D., Hoffman, A.N., Bamford, C.E. (2018). Strategic management and business policy globalization, innovation and
sustainability. Pearson Education Limited.

BOOKS
Gutierrez, B.P.B., Rodriguez, R.A., & Echains, E.S. (2018). Cases in strategic management. U.P. Business Research Foundation, Inc.
Llano, A.B. (2017). Business policy and strategy. Rex Book Store.
Portny, S. (2017). Project management (5th ed.). John Wiley & Sons, Inc.
Pradeep, A. K., Appel, A., & Sthanunathan, S. (2019). AI for marketing and product innovation: Powerful new tools for predicting trends,
connecting with customers, and closing sales. New Jersey: John Wiley & Sons, Inc.
Serrano, A. C. (2017). Formulating and implementing policy & strategy in business. Manila: Mindshapers Co., Inc.
Thompson, A., Gamble, J., Peteraf, M., & Trickland, A. (2016). Crafting and executing strategy: the quest for competitive advantage, concepts
and cases. McGraw-Hill Education.
Young, F. (2015). Strategic management made simple. Rex Book Store.

WEB SITES
Jurevicius, O. (2013). Strategic management and strategic planning. Retrieved from
https://strategicmanagementinsight.com/topics/strategic-management-planning.html
Kaplan, R., & Norton, D. (2005). The office of strategy management. Retrieved from Harvard Business Review website:
https://hbr.org/2005/10/the-office-of-strategy-management
Rouse, M. (2020). Strategic management. Retrieved from https://searchcio.techtarget.com/definition/strategic-management
Strategic management (2020). Retrieved from Boundless Management https://courses.lumenlearning.com/boundless-
management/chapter/strategic-management/
Strategic management for long-term business (2020). Retrieved from https://www.imd.org/imd-reflections/general-management-
reflections/strategic-management/
Strategic management: Meaning and important concepts (2020). Retrieved from https://www.managementstudyguide.com/strategic-
management.htm
VII. SUMMARY OF REVISION

Dean Airwin S. Ditianquin /

● Virtual Learning Modality and Learning Management Systems (LMS) are
1.0 June 25, 2020 Dr. Gloria B. Abrazado /
considered in the teaching-learning activities and assessment methods used.
CBA Faculty Members

Prepared by: Noted by:

Wilma G. Nonato, CHP, Ph.D.

Airwin S. Ditianquin, DBA (CAR)
Faculty
Dean, College of Business and Accountancy
January 8, 2022