A strategic management report of De La Salle University-Manila

• Main Author: Tugas, Florenz C.
• Format: text
• Language: English
• Published: Animo Repository 2007
• Subjects: Educational planning > Philippines; De La Salle University (Manila) > Planning
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/3690
• Institution: De La Salle University

De La Salle University Manila should adopt a DIFFERENTIATION strategy by strengthening and constantly innovating academic programs to offer a wide range of courses to its target market more efficiently and more effectively than its direct competitor. The University's biggest competitive advantage over its direct competitor the length of time for the courses to be completed it is shorter since the University follows a trimestral academic year. The University can do this by maximizing its strengths which are its excellent academic programs, strong faculty credentials, and world-class technological facilities and the strong alumni and industry networks and foreign linkages. The corporate objectives set are: Strategic objectives: 1. To increase enrollment by 5% annually for the next three years. 2. To obtain an international accreditation by 2009. Financial Objective: 1. To achieve 6.76% increase in net receipts (operating receipts plus interest income less operating expenses) annually for the next three years. The corporate strategies, geared towards academics, governance, development, and information technology, the University should adopt are as follows: 1. Consolidate the benefits from De La Salle Philippines, Inc. 2. Strengthen its academic programs 3. Sustain investments in information technology 4. Expand international networks To sustain the above-stated corporate strategies, the University should implement, using the 7-S Framework, functional strategies in the following areas: 1. Human resources 2. Marketing 3. Operations 4. Finance 5. Information and communication technology 6. Institutional linkages These strategies were formulated using Porters framework for competitive strategy such as environmental analysis, strategic group analysis, value chain analysis and financial analysis taking into consideration the University's strengths, weaknesses, and competitive advantage as well as the opportunities offered and threats posed by the external environment. For the information technology aspect, Luftmans business-IT strategic alignment model was used.