Strategic Planning Pangasinan State University Urdaneta City

1. Second Stage of Strategic Management
Jennilee T. Abrenica
GS-MDM Student
1st Semester 2012

2.  a vivid, imaginative conception or anticipatio
n
 the act or power of anticipatingthat which
will or may come to be
 a vision statement presents an image of
what success will look like

3.  a statement of the purpose of
a company or organization
 guide the actions of the
organization, spell out its
overall goal, provide a path, and
guide decision-making
 organization's purpose, its raison
d'etre or reason for existing

4.  A company's mission is its reason
for being. The mission often is
expressed in the form of a mission
statement, which conveys a sense
of purpose to employees and
projects a company image to
customers. In the strategy
formulation process, the mission
statement sets the mood of where
the company should go.

5. With vision and mission statements in
hand, an organization has taken an
important step towards creating a shared,
coherent idea of what it is strategically
planning for.

7. To be a MODEL TOWN
where people are
disciplined, empowered,
self-reliant, and productive.

8. Villasis is committed to
provide basic social services;
promote healthy, safe and
secured environment; and
implement adequate
infrastructure geared towards
economic growth.

9. Villasis Municipal Health
Office – The best primary
health care provider
responsive and
compassionate towards
every Villasinian’s health
and welfare.

10. The Local Government
Unit in partnership and
cooperation with all
concerned stakeholders
will ensure optimum
access to quality and
efficient health care
services.

11.  We are the best tasting QSR.. (quick service
restaurant)
The most endearing brand…
that has ever been…
We will lead in product taste at all times…
We will provide FSC (food-service-
cleanliness) excellence in every encounter…
Happiness in every moment…
By year 2020, with over 4,000 stores
worldwide, Jollibee is truly a GLOBAL
BRAND. (and the Filipino will be admired
worldwide)

12.  To serve great tasting food,
bringing the joy of eating to
everyone.

13. Third Stage of Strategic Management

14.  Once an organization's vision and mission have
been affirmed and its critical issues identified, it
is time to figure out what to do about them: the
broad approaches to be taken (strategies), and
the general and specific results to be sought (the
goals and objectives).
 Strategies, goals, and objectives may come from
individual inspiration, group discussion, formal
decision-making techniques, and so on - but the
bottom line is that, in the end, the leadership
agrees on how to address the critical issues.

15. 1. Setting the Organizations’
objectives - The key component of
any strategy statement is to set the
long-term objectives of the
organization. It is known that strategy
is generally a medium for realization
of organizational objectives.

16.  Objectives stress the state of being
there whereas Strategy stresses
upon the process of reaching there.
 Objectives are concrete goals that
the organization seeks to reach, for
example, an earnings growth target.
The objectives should be challenging
but achievable. They also should be
measurable so that the company can
monitor its progress and make
corrections as needed.

17. 2. Evaluating the Organizational
Environment - The next step is to
evaluate the general economic and
industrial environment in which the
organization operates. This includes a
review of the organizations
competitive position. It is essential to
conduct a qualitative and quantitative
review of an organizations existing
product line.

18. 3. Setting Quantitative Targets - In
this step, an organization must
practically fix the quantitative target
values for some of the organizational
objectives. The idea behind this is to
compare with long term customers, so
as to evaluate the contribution that
might be made by various product
zones or operating departments.

19. 4.Aiming in context with the
divisional plans - In this step, the
contributions made by each
department or division or product
category within the organization is
identified and accordingly strategic
planning is done for each sub-unit. This
requires a careful analysis of
macroeconomic trends.

20. 5.Performance Analysis - Performance
analysis includes discovering and
analyzing the gap between the planned
or desired performance. A critical
evaluation of the organizations past
performance, present condition and
the desired future conditions must be
done by the organization.

21. 6.Choice of Strategy - This is the
ultimate step in Strategy Formulation.
The best course of action is actually
chosen after considering organizational
goals, organizational strengths,
potential and limitations as well as the
external opportunities.

22.  The strategy you formulate
should reflect environmental
analysis, lead to fulfillment
of your organizational vision,
and result in reaching
organizational objectives.

24.  FIRST TIME EVALUATION
 2011 – Ranked 5th Place in 44
Municipalities in the Provincial Monitoring
and Evaluation of Local Level Plan
Implementation of Nutrition Programs
 2011 - Ranked 15th Place in the Regional
Monitoring and Evaluation of Local Level
Plan Implementation of Nutrition
Programs

25.  http://dictionary.reference.com/browse/vision
 http://en.wikipedia.org/wiki/Mission_statement
 http://www.netmba.com/strategy/process/
 http://www.worksystems.com/services/strategic_p
lanning.html
 http://www.namac.org/strategic-planning-steps
 http://www.managementstudyguide.com/strategy-
formulation-process.htm