DE LA SALLE UNIVERSITY-DASMARINAS

COLLEGE OF TOURISM & HOSPITALITY MANAGEMENT

HOSPITALITY MANAGEMENT DEPARTMENT

COURSE SYLLABUS

COURSE CODE : H-BSHM323/H-TOUR321

COURSE TITLE : Strategic Management in Hospitality/Tourism
COURSE TYPE : Lecture
COURSE CREDIT : 3 Units
PRE-REQUISITES : H-CTHM111; H-CTHM121; H-BSHM212; H-CTHM221
CO-REQUISITES : None

COURSE DESCRIPTION
This course will provide the students with a more in-depth knowledge of the various strategic management
theories and their applications in hospitality-related organizations. Both the macro and micro perspectives of strategic
management will be included in the discussion.
Under micro perspectives, theories of quality management, lean philosophy, learning & knowledge
management, organizational excellence, and strategic human resources management will be introduced. In macro
perspectives, different internationalization strategies and the factors that influence these strategies will be discussed.
The emphasis in this course is to develop among students a perspective of managing a hospitality business through
strategic eyes, as well as utilize tools and techniques of strategic management in developing and implementing sound
hospitality strategies.
The course will have a special provision on modality, pacing, pedagogy, assessment type, communication, and
feedback based on the national, regional, provincial, city, and institutional guidelines for the safety amidst disaster and
pandemic. Hence, this class shall be delivered in both online and offline/module-based approach. This course is also
compliant with Outcomes-Based Education (OBE) and 21st Century Learning Design (21CLD) frameworks.

COURSE LEARNING OUTCOMES

By the end of this course, students are expected to:
CLO1. Understand the company’s present position, its long-term direction its opportunities for gaining sustainable
competitive advantage
CLO2. Exhibit knowledge of the major External and Internal environment thru in-depth analysis of its impact in the
organization
CLO3. Exhibit knowledge and skills evaluating strategies and demonstrate sound strategic decisions.
CLO4. Analyze and evaluate critically real-life company situations and develop creative solutions using a strategic
management perspective.
CLO5. Demonstrate 21st-century skills in all learning activities.
LEARNING PLAN

Learning Outcomes for Midterm Period

Course Learning Outcomes Topic Learning Outcomes
 TLO1. Appreciate the role of Business Vision and Mission in
CLO1. Understand the basic concepts, principles, Strategic Management
and practices associated with strategy formulation  TLO2. Identify the various major external forces that affect
and implementation organizational performance
CLO2. Exhibit knowledge of the major External and  TLO3. Demonstrate skills in evaluating internal strengths and
Internal environment thru an in-depth analysis of its weaknesses.
impact on the organization.  TLO4. Analyze the impact of organizational structure in
Strategic Management

 Collaboration, Skilled Communication, Knowledge
CLO5. Demonstrate 21st-century skills in all Construction, Self-Regulation, Real-World Problem-Solving,
learning activities. Use of ICT (not part of the topic, but integrated into
assessments)

Summative Assessment

Onsite Activities

Allotted Hours
Asynchronous
Synchronous
Teaching-Learning Activities / Assessment
Strategy
Module No
and
Learning Offline/Printed Online Module Technology
Outcome(s) Week Module Activities Activities Enabler
 Printed course
 Syllabus uploaded Schoolbook
syllabus
 Presentation of MS Teams
1  Course overview / 1.5
course introduction PowerPoint
 Diagnosis Test with
 Diagnosis Test
Module 1 answer key
 Gospel reflection
CLO 1  Gospel reflection
essay
CLO 5 essay
 Tips to succeed in
 Tips to succeed in a
1 distance learning Schoolbook / 1.5
fully online class
via printed module
 Course requirement
 Course requirement
details
details
  Gospel reflection
 Gospel reflection discussion
essay  Introduction to
 Introduction to Strategic
PowerPoint
Strategic Management
2 Recorder / 1.5
Management lesson
Schoolbook
 Exercises on  Practice
Strategic assessments on
management Strategic
Module 2 management
 Enabling  Enabling
assessment quiz on assessment quiz on
TLO 2 the Main the main
CLO 1 2 Components of the components of the Schoolbook / 1.5
CLO 5 Strategic Planning strategic planning
Process process

 Word hunt puzzle  Word hunt puzzle

 Mission and Vision  Mission & Vision
lesson lesson PowerPoint
3  Enabling  Enabling Recorder, / 1.5
assessment on assessment on Schoolbook
Mission, vision mission, vision

 Gospel reflection
 Gospel Reflection essay
 Measuring  Measuring
competitive competitive
3 advantage advantage Schoolbook / 1.5
 Enabling  Enabling
assessment: Case assessment: A case
Study study
Module 2
 Summative
assessment: 1: long
TLO 2  Summative
quiz on Strategic
CLO 2 assessment 1: long
Management,
CLO 5 quiz on Strategic
Components of the
Management,
strategic planning
Components of the
4 process, Vision, Schoolbook / 1.5
strategic planning
Mission and
process, Vision,
Values, and
Mission and Values,
competitive
and competitive
advantage
advantage

4 SELF-CARE / ME-TIME 1.5

Module 3  Gospel reflection
 Gospel reflection essay
TLO 2 essay  Internal SWOT Schoolbook
TLO 4  SWOT ANALYSIS: PowerPoint
CLO 2 5 / 1.5
ANALYSIS: External Scanning recorder
CLO 5 External Scanning lesson
 Lesson exercises  Practice
assessments
 Enabling  Enabling
assessment on assessment on
External Scanning External Scanning Schoolbook
5  Enabling  Enabling / 1.5
assessment: SWOT assessment: SWOT
Analysis Analysis

 Gospel reflection  Gospel reflection

essay essay Schoolbook
6  SWOT Analysis:  Internal scanning PowerPoint / 1.5
Internal Scanning lesson recorder
 Lesson exercises  Lesson exercise
 Pick a word  Pick a word
 PESTEL Model  PESTEL Model
Schoolbook
6  Lesson exercise: lesson
PowerPoint / 1.5
PESTEL analysis  Lesson exercise:
PESTEL analysis

 Gospel reflection
 Gospel reflection
essay
essay
 Enabling
 Enabling Schoolbook
7 assessment: case / 1.5
assessment: case
analysis
analysis using the
PESTEL model
 SELF-CARE/ME-
7 1.5
TIME
 Word Hunt
 Selection of  Word Hunt
appropriate  A lesson in Schoolbook
8 strategies: Selection of / 1.5
MS Teams
Functional level, appropriate
Business level strategies
 Lesson exercises
 Enabling  Enabling
assessment: Assessment: a
8 Schoolbook / 1.5
Selection of selection of
appropriate strategy appropriate strategy
9  Consultation (if  Consultation (if 1.5
willing and able) willing and able)
 Summative Summative
9 assessment 2: Case assessment 2: Case Schoolbook / 1.5
Analysis Analysis
13.
TOTAL 4.5 5
3.0 3.0 27.0
Learning Outcomes for the Final Period
Course Learning Outcomes Topic Learning Outcomes
 TLO5. Discuss the process of strategy evaluation and its
CLO3. Analyze and evaluate critically real-life significance in the performance of the organization
company situations and develop creative  TLO6. Compare the difference between corporate strategy vs
solutions using strategic management global strategy
perspective  TLO 7. Understand the importance of strategy implementation
 TLO 8. Identify the challenges that an organization faces

 TLO9. Make a research project that involves the

CLO4. Conduct and present a credible business
application of the concepts of strategic management on an
analysis in a team setting
actual existing organization or corporation.
 Collaboration, Skilled Communication, Knowledge
CLO5. Demonstrate 21st-century skills in all
Construction, Self-Regulation, Real-World Problem-Solving, Use
learning activities.
of ICT (not part of the topic, but integrated into assessments)

Summative Assessment

Onsite Activities

Allotted Hours
Asynchronous
Synchronous
Teaching-Learning Activities / Assessment
Strategy
Module No
and
Learning Printed Module Online Module Technology
Outcome(s) Week Activities Activities Enabler
10 SELF-CARE / ME-TIME 3.0
 Gospel reflection
 Gospel reflection
essay
essay
 Selection of
 Selection of
appropriate strategies:
appropriate
Corporate level,
11 strategies lesson /
business, and Schoolbook 3.0
 Lesson exercise
functional level MS teams
 Word mine
Module 4  Lesson exercises
 A lesson in strategy
 Word mine
implementation
TLO 5  Strategy
TLO 6 implementation
TLO 7  Gospel reflection  Gospel reflection
CLO 3 essay essay
CLO 5  Enabling assessment:  Enabling Schoolbook
/ 1.5
factors that support assessment: factors
strategy that support strategy
12 implementation implementation
 Strategy review,  Lesson on strategy
evaluation, and review, evaluation,
Schoolbook / 1.5
control and control.
 Lesson exercise  Lesson exercise
  Enabling assessment:
Case analysis 
Review and evaluate  Enabling
Module 5 13
the strategy of the assessment: Case Schoolbook
TLO 7 hospitality-related analysis PowerPoint
TLO 8 business. /
 Review and Recorder 1.5
TLO 9
CLO 3 evaluate the strategy
CLO 5 of the hospitality-
related business
 Consultation (if  Consultation (if
13 / 1.5
willing & able) willing & able)
 Essay on the
 Essay on the progress MS Teams
progress of the final /
14 of the final output MS Forms 3.0
output

 Essay on the
 Essay on the progress progress of the final
15 /
CLO1 of the final output output 3.0
CLO2
CLO3  Presentation of Final  Presentation of
CLO4 Output Final Output
16
CLO 5  Reflection of the  Reflection of the MS Teams 3.0
& 17
entire module entire module
 Module submission  Module submission

GRADING SYSTEM

Midterm
Enabling Assessments - 60%
Summative Assessments - 40%
100%

Finals
Enabling Assessments - 50%
Summative Assessments - 50%
100%

Overall Final Grade = Midterm + Final

2

COURSE POLICIES AND REQUIREMENTS

1. Enrollment in an E-Class. Your teacher shall enroll you in the e-class. This will be based on the class list
provided by the Office of the University Registrar and at the portal. For those who opted for printed modules,
you will only be given the module if you are officially enrolled.

2. Communication and Feedback

a. Online Synchronous Communication shall happen as indicated in the learning plan section of the
syllabus.
b. Online Asynchronous Communication shall happen when the faculty utilizes at least one of the
recommended asynchronous communication. The minimum response time for asynchronous
communication is 24 hours, excluding Sundays and holidays. All communication platforms must be
explicitly indicated in the syllabus. Below are the recommended asynchronous communication
platforms:
i. Forum – at the Forum Tab at Schoolbook, students can post their general concerns. The forum
is public and any post can be seen by the class.
ii. Messaging – at Schoolbook. Any private or confidential matters must be messaged through
Schoolbook messaging feature.
iii. Email – you may email your professor at [email protected]
c. Offline Communication is only for Students who opted for Printed Modules. Text messaging subject to
a strict confidentiality agreement between the student and the professor may be used. This mode of
communication is exclusive only for the specified type of student. Calls may be entertained within
working hours (8 AM to 5 PM), while text messages may be responded to within 24 hours, excluding
Sundays and holidays.
d. No use of foul, curse, and other bad words, whether in written or verbal. No shouting. No flooding of
chat and messages. No selling.

3. Attendance Policy
a. Attendance Policy for Online Classes is scheduled based on the learning plan. Attendance, especially
in synchronous classes, shall not be a basis for receiving a failing grade. It will not comprise any grade
in the class standing.
b. RSVP as part of an ethical process of conducting online meetings, the following will be observed:
i. The synchronous meeting will be made by the teacher at least 14 calendar days before its
schedule.
ii. The student must RSVP at least three days before the scheduled synchronous meeting.
iii. The faculty will announce two days before the calendared synchronous meeting if it will push
through or if it will be cancelled. If canceled, the faculty will announce a replacement
asynchronous activity and the new schedule of the synchronous meeting.
c. The minimum required attendees in synchronous class shall be 50 percent of the entire class. It is the
faculty’s prerogative whether to continue or discontinue the session if it does not reach 50 percent.
However, if the attendees are less than 20 percent of the total class, the synchronous session will be
rescheduled, an asynchronous learning activity will take the place of the supposed synchronous
meeting.
d. All synchronous meetings will be recorded and embedded into a schoolbook page section. It will also
be accessed by students at MS Teams and other institutionally subscribed video hosting platform.
e. The synchronous meeting will only be held at the schedule indicated in the registration form.

4. Intellectual Property Policy

a. Policy and copyright infringement will not be tolerated. Any violation of such will earn students a
grade of zero in the assessment.
b. Using of any illegally obtained software is strictly prohibited.
 c. Students are encouraged to use their original photos, videos, and other resources. Otherwise, students
can use royalty-free resources or embed the sources in their submissions to avoid copyright
infringement and/or plagiarism.
d. Inviting people, that are not part of the class, in synchronous meetings is strictly prohibited unless
approved by the subject teacher. Posing as another person during a synchronous activity is strictly
prohibited.
e. Giving of password to Schoolbook and Office 365 is strictly prohibited. Likewise, accessing
Schoolbook and Office 365 account other than the students' account is also strictly prohibited.
Violating students will be reported to the Student Welfare and Formation Office (SWAFO).

5. Other Policies
a. Attire - students must wear decent casual or smart-casual attire prescribed by the Student Handbook.
b. Microphone Use – microphone must be muted and only unmuted when the teacher requires them to.
c. Video – videos may be used by the teacher to validate attendance. However, the student can choose to
turn off the video if the teacher allows them to.
d. The use of English is required for any presentation including the question and answer. Tagalog or
Taglish can be used during consultation.

REFERENCES:

Online References
Call Reference Material
number or
e-provider
Hill, C.W., Jones, G.R., Schilling, M. A. (2014). Strategic Management Theory: An Integrated
Online
Approach 11th Edition, Cengage Learning, 2014
Okumus, et.al. (2019). Strategic Management for Tourism and Hospitality 2nd Edition, Elsevier
Ltd., 2019 https://books.google.com.ph/books?
Online id=nHm6DwAAQBAJ&printsec=frontcover&dq=strategic+management+for+hospitality&
hl=en&sa=X&ved=2ahUKEwjdi9HbuMnrAhWEQN4KHZI3BLgQ6AEwAnoECAMQAg
#v=onepage&q=strategic%20management%20for%20hospitality&f=false
Barney, J.B., Hesterly, W.S. (2015). Strategic Management and Competitive Advantage
Concepts & Cases 5th Edition. Pearson Education Limited
Online
2015file:///C:/Users/user/Downloads/Strategic%20Management%20and%20Competitive
%20Advantage%20Concepts%20and%20Cases%20(%20PDFDrive.com%20).pdf
Online Rothaermel, F.T. (2016). Strategic Management 3rd Edition, McGraw-Hill Education, 2016
Kazanas, H.C., & Rothwell, W. (2003). Human Resources: Strategic Planning for Personnel
Online
Management 2nd Edition, Human Resource Development Press, Inc. 2003
Youtube Business To You, (2018). PESTEL Analysis Explained. Retrieved from
Channel https://www.youtube.com/watch?v=bYn4CyL3r5w&t=251s
Youtube David Kryscynski, (2020). Corporate vs. Business Strategy. Retrieved from
Channel https://www.youtube.com/watch?v=X50pXorhtjY
Youtube 365 Careers, (2017). Business Strategy – SWOT Analysis. Retrieved from
Channel https://www.youtube.com/watch?v=9-NWhwskTO4
Youtube Gregg Learning, (2019). Mission and Vision. Retrieved from https://www.youtube.com/watch?
Channel v=9Nod9e0jZEk
On-Site Reference
Call Reference Material
number or
e-provider
Okumus, et.al. (2019). Strategic Management for Tourism and Hospitality 2nd Edition, Elsevier
Ltd., 2019

Prepared: Hospitality Management Department

1st Semester, SY 2020-2021

Endorsed: Federico C, Abut, MSHRM

Chair, HMD

Approved: Beberlee R. Desingaño, DBM

Dean, CTHM
GUIDELINES FOR THE FINAL OUTPUT: HOSPITALITY STRATEGIC AUDIT
Introduction: What is the Hospitality Strategic Audit?
The Hospitality Strategic Audit (HSA) is a research project that involves the application of the concepts of
strategic management on an actual existing Hospitality related organization.

The actual process involved in the HSA as are as follows:

1. Students are to organize themselves into teams, the number of members of which is not to exceed 7
(the exact number of teams and its members will be determined by the subject Professor). The teams
then choose an actual company to be the subject of their HSA (subject to the final approval of the
subject Professor).
2. After choosing the company, the teams are to gather information on the said company and the
industry it
operates/belongs to. The information-gathering can be done through online discussions with its
management and/or thorough research.
3. After gathering information, the team then sets out to analyze its operations by applying the concepts
of strategic management, as well as the different strategy evaluation tools.
4. After a thorough analysis of the company and the industry it operates in, the team is then expected to
make recommendations that involve strategy re-formulation and execution/implementation.

By going through the entire process of an HSA, the student can apply all the concepts of strategic
management, as well as all the other management courses that he has taken in the past. It is for this
reason that this research project is what we call an ‘integration project’, where the students are expected
to look at their chosen company from a total business perspective.

The project objective, therefore, is to enable the student to apply the concepts and tools in Strategic
Management, which in its totality involves the Industry and Environmental Analysis, the Company History
and its current operations, and the Strategy Evaluation, leading to a possible Strategy Reformulation and
Implementation.
Choosing the Company:
(1) The company must be existing/operating for not less than five years.
(2) There is a formal management structure in place
(3) Must have at least 25 full-time/regular employees

The final requirement is a written research paper that contains all the work that the teams have done on the
company of its choice as well as a panel presentation.

The research paper is composed of three (3) parts:

Part 1: Industry and Company Information and Facts, leading up to the Case Description.
"A case is a description of an administrative decision or problem. It is normally written
by the decision-maker involved. The case writer must report to the best of his ability the relevant
facts of the situation at the time the decision needed to be made or the problem existed.”
In the course of setting the case, it is necessary to support it through information about the company
and its industry. It is pretty much like telling a story – events are recounted and facts that are pertinent
to the story are included in Part 1, such that by the time the case is put forward, it comes out as a
clear and logical conclusion from the said information.
In this section, therefore, students are required to study the chosen company's current situation and
strategic plans and write a case about it, with a focus on the major strategic issues. The case must be
comprehensive enough to describe the situation in real-life terms and should only include relevant data
and information. This requires the student therefore to be truly selective because it is possible to lose
one’s case amongst irrelevant information, especially in situations where there is voluminous
information available.
Part 2: Analysis of the Company Situation
This portion of the research paper contains the analysis of the company’s current operations from the
the perspective of the concepts of strategic management.

This means that the teams must do the following:

1. Analyze and evaluate the company's performance concerning its stated strategy and
objectives and its existing environment,
2. Draw conclusions that are realistic and supported by case facts, and are logical and have used
the application of sound management principles.
Throughout the entire semester, the students will be taught the different strategic management tools
and techniques that will help them do the said analysis (although the students are encouraged to read
and study in advance). The analysis portion will also require stock knowledge of the basic functions of
management, which has previously been taken by the student in the earlier years (principles of
management, marketing, finance, accounting, organizational development, etc…)

Part 3: Conclusions and Recommendations

After recounting facts, and doing the analysis of the case facts, it is logical to come to some kind of
conclusion about the company, and to make recommendations on what it should be doing for the short-term
and long-term.
Guidelines and Tips for an Effective Corporate Strategic Audit
(1) It is important to choose a company whose information is readily available, especially as far as its
financials
are concerned. It does not make sense to do a strategic audit when financial information (preferably for the
last three years) cannot be obtained, since financial ratio analysis is basic to a strategy audit. Thus, before
any further work is undertaken, make sure first that the management is willing to share its financial
statements or that said statements can be obtained from the Securities and Exchange Commission. If no
financial statements are available, and the team still insists on the said company, then the team should be
prepared to have some tough times, when it comes to the teachers’ comments as well as the panel defense.

(2) Do not use dated information – meaning that data that is more than 3 to 5 years old should not be used.
This is a common mistake of the teams, especially when it comes to industry analysis. Old data is no longer
relevant when doing strategy evaluation and analysis. This does not mean that the team should not write
about the history of the company – that is a different matter altogether. The history of the company is often
relevant, especially when explaining the corporate culture or organization.

(3) The number of pages of the research paper does not determine how well the HSA has been undertaken.
What is important is a concise but thorough case presentation, analysis, and recommendation. Again, it must
be emphasized that only relevant information must be included. As consultants to management, you should
assume that the CEO or the Board have no time to read through thick documents and would prefer very
short and simple reports.
(4) When certain facts are not available, it is important to say so, especially in Part 1, which is the case
presentation. All exhibits and appendices must be numbered. Figures included must be checked for
accuracy so it is important to record complete and specific sources of references.

(5) When an entire case, written under the name of the company, is based on published material such as
annual
reports of a company or its financial statements as reported in a publication, a footnote from the case title
should indicate the source. When substantial quotations are used, permission to reprint must be secured
from the publisher, with an exact indication of the source, including the title of the article, as well as an
author, publisher
, and date of publication must accompany each quotation. Newspaper articles, not syndicated, and
advertised may be used without the formality of securing a release from the company provided due credit is
given to the source from which the material is taken.

(6) The student, unless the case is disguised (with the teacher’s prior permission) should request the written
permission from a ranking executive of the company allowing the case to be used for educational purposes.
The usual procedure is for a manager to sign a statement signifying his organization’s acceptance of the case.
He thereby permits the educational institution (Ateneo) to make it available for use in class.

(7) The suggested report format (which follows this section) is precisely what it is: A SUGGESTION.
Students
are not required to comply with every section that is contained in the outline but instead use its
judgment to discern which sections are more fitting and relevant than others. For example, in the strategy
evaluation section, several tools are available to the students (to be taught during the
semester). However, some of these tools may not be relevant to the company that has been chosen, so the
team is not expected to force-fit the tool into the research paper. In the end, the final determinant of what
to include and what not to is whether the resulting paper is logical inflow, and most importantly whether or
not the conclusions and recommendations have been properly supported in Part 1 and Part 2.

(8) Most of the teams take the strategy of dividing the whole paper into sections, and then assigning various
individuals to write-up their assigned sections, without careful discussions. BE CAREFUL IN DOING
THIS! If
the teams do this, what ends up is also a disjointed and confusing research paper. It is easy to tell when a
team has done this – it normally does not take the teacher past the first 10 pages to know that this is exactly
what has happened. Take the time out to discuss first the company and your observations, before actually
starting to write the research paper. After spirited and meaningful discussions, outline the paper
and your thoughts – only then should the team assign the actual write-ups to different members of the team
(if the team opts to do this). Have one or two members of the team do the final editing so that the said
member can also check for the logical flow.

(9) Finally, start research early. This is one project where the students cannot get away with putting it off
until the last minute. It takes time to gather the information, do the analysis, and finally end up writing the
entire paper.
Suggested Report Format
PART ONE: THE COMPANY
1. Introduction – Briefly describe the company and the industry where it competes in. Then focus on a
situation or
a scenario wherein the company's CEO (or top management) is confronted with strategic problems or issues
requiring critical decisions such as a change in the firm’s environment, focus, direction, strategy, objectives
and/or a series of corrective actions needed by the firm. Describe and formulate such as a problem for top
management to solve.

3.The Industry / Environment

a. Brief background and history (size, importance, market, and growth trends)
b. The macro-environment – (Brief description of the socio-cultural, technological,
economic/environmental, politico-legal, and competitive factors relevant to the company)
c. Industry structure (profile and history of major players – their size, scope, profitability, influence,
strategies,
resources, value networks)
d. Other key stakeholders – customers, suppliers, channels of distribution, creditors, trade associations, local
community, interest groups, shareholders
e. Recent development and trends – implications for the company

4. The Company in Focus

a. Brief background and history (ownership, size, position, and influence in the industry)
b. Overview of the firm’s business concept (business vision-mission-values and core strategy), resources
(strategic assets, core competence, core processes), and corporate and functional strategies (marketing,
finance, R&D, operations and production, HR, information systems)
c. Organizational profile (structure, systems, staff, skills, management style, culture)
d. Recent performance / major accomplishments
e. Strategic issues / organizational problems experienced
f. Financial Statements (details can be placed in the Appendix)

5. Strategic Options
a. Feasible alternative strategies are available to the organization
b. Corporate strategies
c. Business strategies
d. Functional strategies

6. Conclusion – Return to the problem formulated as stated in the Introduction.

a. Highlight a situation illustrating the strategic problem/issues confronting management.
b. Draw out suggestions/hints of possible solutions and implications from major decision-makers.

PART TWO: YOUR EVALUATION

1. External & Internal Audit
. SWOT Analysis
b. Critical Success Factors for the whole organization and in different functional areas both immediate,
near future, and long term
2. Review of Underlying Bases of Strategy (implicit in the existing business concept)
a. Have major changes occurred in the firm’s external strategic position?
b. Have major changes occurred in the firm’s internal strategic position?
c. Has the firm progressed satisfactorily toward achieving its stated objectives?
d. Is corrective action needed?
3. Evaluation of Organizational Performance
a. Analysis of quantitative measures (return on investment/equity, profit margin, market share, debt to
equity, earnings per share, sales and asset growth, etc.)
b. Indications of environmental and organizational trouble in the key areas.

PART THREE: YOUR CONCLUSION AND RECOMMENDATIONS

1. Summary of the state of the organization
2. Recommendations
a. Corrective actions
b. Contingency Plans