Professional Documents
Culture Documents
MANAGEMENT
(STRAMAN)
DR. R.M. PASTRANA, Ph.D, DBE
ronaldmpastrana@yahoo.com
Graduate School of Business
San Beda College
Mendiola, Manila, Phil.
A Corporate Strategy for XYZ Company
● 3.1 Assumptions
● 3.2 Conceptual Framework/Model: Comprehensive
Strategic Management Framework
● 3.3 Operational Framework &/or Research
Paradigm
● 3.4 Statement of the Central Hypothesis
● 3.4.1 Specific Hypotheses
◻ 1. Hypothesis on Part II- External Environmental
Analysis
◻ Hypothesis on Part III-Internal Environmental Analysis
◻ Hypothesis on Part IV- Strategy Formulation
◻ Hypothesis on Part V-Strategy Implementation
◻ Hypothesis on Part VI- Strategy Evaluation
● 3.5 Operational Definition
● Benedictine Learnings
Appendices
● Company Waiver
● Research Instrument (if applicable)
● Certification of Reviewer
Notes about the Author/Researcher
● Curriculum Vitae
ILLUSTRATION/APPLICATION OF
STRATEGIC MANAGEMENT
FRAMEWORK:MODELS & TOOLS
MANUAL ON STRATEGIC
MANAGEMENT
(STRAMAN)
DR. R.M. PASTRANA, Ph.D, DBE
ronaldmpastrana@yahoo.com
Graduate School of Business
San Beda College
Mendiola, Manila, Phil.
A Corporate Strategy for XYZ Company
Organizational Profile:
Environment, Relationships and
Challenges
2 5
Strategic Workforce
Planning Focus
1 7
Leadership Results
3 6
Customer and Process
Market Focus Management
2. Have Foresight. It must be able to determine the most likely future scenario
in order to properly position the organization.
4. Focus Efforts on a Few but Critical Activities. Effective strategies are rifle
shots at a chosen target, not shotgun blasts that scatter the resources of the
organization. They choose the few things that would make a big difference.
5. Have Force behind the Chosen Few Things. Organizations
must out their full force and major resources behind the
strategies taken. They must “put their money where their mouth
is.”
Objectives
Societal
Environment
Strategies
Task
Environment Policies
Programs
Internal
Budgets
Structure Procedures
Culture
Resources Performance
Feedback
David’s Comprehensive Strategic Management Model
VM-O-KRA-PI - SPATRES
● Objectives (KPI) follow Vision-Mission (Goals)
● Strategy follows Objectives
● Structure and Program follow strategy
Structur
e/
Objective
Vision- Programs
s
Mission Strategy /
(KRA/KPI
(Goals) Tasks
/
Action
Targets)
Plan
Full Spectrum of Right to Left Planning
R V
E A M
C
S
T
I A I I
C
V T
O I S
I T S
T O Key
I N
R
A
S
U
E T
Performance S
Result
R
S P
E
G
Indicators or
R I I I
C
& O
G
E
S
PIs Areas
T R O
A A
E S M O
K N
S S
N
The second is from the bottom where the strategist grounds the
organization according to the realities of the environment it operates in.
The strategist must also outline the strengths and weaknesses of the
organization according to the same vision, mission and objectives.
What is Strategy?
STRATE ORGANI
GIES ZATION
•Programs Planning •Structures
Decision •Systems
•Activities Making
•Tasks Implementing •Resources
Vision
Mission
Leading
Motivating Objectives
Relating
Staffing and
Evaluating
Supporting
•Capabilities
•Attitudes
PEOPLE
Vision-Mission
1. Where do we want to go?
(MISSION/VISION)
2. Which environmental
Factor will aid or hamper
us in reaching our goal?
(Environmental Scan:
Opportunities
And Threats) I I I I I
I I I I I I
I I I I I I
I I I I I
3. Where are we?
(Internal Scrutiny:
I I I I I I
Strengths and II II IIII
Weaknesses)
I I I I I
Industry
Properties
Economies of Scale
Product differentiation
Level of competitiveness
The Industrial Organization (I/O) View
Fred R.David
A. Vision, Mission, Objective, KRAs and Performance
Indicators
● Social factors include the demography of the society under study like its
population, age, morbidity and gender parameters. They look at the
education and skill levels of the populace, their health and their state of
physical as well as psychological security.
● One exercise is analysis which breaks down information into parts that
are screened according to their relevance, magnitude, importance and
urgency.
STRATE ORGANI
GIES ZATION
•Programs Planning •Structures
Decision •Systems
•Activities Making
•Tasks Implementing •Resources
Vision
Mission
Leading
Motivating Objectives
Relating
Staffing and
Evaluating
Supporting
•Capabilities
•Attitudes
PEOPLE
E. SWOT Analysis
● After going through the two levels of visioning/objective setting
and environmental analysis,
1. Take stock of external environment using critical thinking skills or sieving data
according to relevance, magnitude, importance and urgency.
● Establishing distributors
● Websites directly to customers
● Franchising
● Partnership/Placement/local-overseas
Corporate Growth Strategies:
Backward Integration
● Forward Integration-seeking ownership or increased
control of a firm’s suppliers (supply chain)
● SMC- Magnolia/Poultry
● Partnership/Recruitment/local-overseas
Corporate Growth Strategies:
Horizontal Integration
● Market Development
● Involves introducing present products or services into new
geographic areas.
● Population shift (urban-rural/regions/country)
● Example:
● Mc Donalds/Jolibee/Starbucks/7-11/Ministop/SM- branching
out (areas/regions/overseas)
● Cebu Pacific-new routes, “No.1 in routes covered/destinations”
● STI/AMA/Informatics-Franchising
● Ateneo (loyola)-rockwell-makati,ADB,Laguna, Subic
● DLSU- taft-ortigas- makati(RCBC bldg)
● MIT/UST- middle East
Corporate Growth Strategies- Intensive
Strategies: PRODUCT DEVELOPMENT
● Product Development
● Seeks increased sales by improving or modifying present
products or services.
● Large research and development expenditures
● Example:
● Mc Donalds/Jollibee/Magnolia/Selecta- new products
● SMC- San Mig light
● Coca-cola Zero/Pepsi Light
● C2- from colas to tea (flavors)
● Del Monte (fit)- flavors
Corporate Growth Strategies- Intensive
Strategies: PRODUCT DEVELOPMENT
● Product Development
● Seeks increased sales by improving or modifying present
products or services.
● Large research and development expenditures
● Example:
● Ateneo
◻ MBA Standards. Executive MBA, MBA-Regis, Middle Management.
Hospital Mgt
● UP-Open U (Open and Distance Education)
● DLSU-CSB- Continuing Education/Equivalency
The Crucial Choice for a Competitive Advantage:
Quality, Cost Leadership or Focus?
Porter’s Generic Competitive Strategies and HEI’s
Cost
Competitive
Broad Differentiation
Leadership
Target
Scope
Narrow Focu
Target s
● COST LEADERSHIP
● Emphasizes producing standardized products at very low per-unit cost for
consumers who are price sensitive.
● SM,Toyota, Dell
● DIFFERENTIATION
● Aimed at producing products and services considered unique industrywide and
● directed at consumers who are relatively price insensitive
● BMW, Mercedes Benz, Volvo, Sony,Apple
● FOCUS (NICHE)
● Producing products and services that fulfill the needs of small group of consumers
● 7-11/Ministop
● Assumption College (Education, AB, BA)-exclusive for women , B+ -A market
● ACE (Asian Center for Entrepreneurship)
The Crucial Choice for a Competitive Advantage:
Quality, Cost Leadership or Focus?
Porter’s Generic Competitive Strategies and HEI’s
● The accreditation of HEIs to regulatory
requirements and certification to international
standards such as ISO tend to support the
differentiation strategy pursued by an HEI.
● Operating Plan
(Business)
● Marketing Plan
● HR Plan
● Production/Operations
Plan
● Financial Plan
● Capital Investment Plan
Strategy Implementation
9. Gear for implementation
a) Define specific, shorter term goals
b) Set policies, guiding principles
c) Allocate resources
Money
People
Facilities
Managers
time
d) Organize for tasks
e) Determine who will manage what
f) Service delivery mechanisms, methods, systems
procedures
g) Sequencing of activities; planning step by step
process; time-framing of whole strategy,
programs and projects
h) Support systems; alliance building
i) Communication and dissemination
10. Contingency Planning
What can we do wrong?
Establish fallback positions
Strategy Evaluation
11. Evaluation Process
a) Monitoring of performance according to key result
areas and performance indicators
b) Evaluating variance from performance and
establishing causes, determining effects.
c) Corrective action
d) Instituting better control mechanisms
Kaplan’s Balanced Scorecard and Performance
Measurement-Based Management System
a. The McKinsey 7-S Framework
Peters and Waterman in their seminal book “In Search of Excellence” (Peters, 1982),
introduced the Mc Kinsey 7-S Framework, named after the consulting firm that
developed the model, as shown below:
Shared
Value
12. Reformulate Strategies
● 3.1 Assumptions
● 3.2 Conceptual Framework/Model: Comprehensive
Strategic Management Framework
● 3.3 Operational Framework &/or Research
Paradigm
● 3.4 Statement of the Central Hypothesis
● 3.4.1 Specific Hypotheses
◻ 1. Hypothesis on Part II- External Environmental
Analysis
◻ Hypothesis on Part III-Internal Environmental Analysis
◻ Hypothesis on Part IV- Strategy Formulation
◻ Hypothesis on Part V-Strategy Implementation
◻ Hypothesis on Part VI- Strategy Evaluation
● 3.5 Operational Definition
Objectives
Societal
Environment
Strategies
Task
Environment Policies
Programs
Internal
Budgets
Structure Procedures
Culture
Resources Performance
Feedback
Chapter 4- Research Methodology
Competitive advantage
PART II
EXTERNAL ENVIRONMENT &
INDUSTRY ANALYSIS
Chapter 6-External Assessment and Analysis of
Potential
Changes in the Macro Economic Environment
Competitive advantage
External Environment Forces (PESTEL)
Government Regulations
Regulation/deregulation
Tax law changes
Special tariffs
Environmental protection laws
Political conditions
Government subsidies
External Environment Forces (PESTEL)
Economic Forces
•Availability of credit
•Level of disposable income
•Interest rates
•Inflation rates
External Environment Forces (PESTEL)
Economic Forces
•Money market rates
•Fed Gov’t deficits
•GDP trend
•Consumption patterns
External Environment Forces (PESTEL)
Economic Variables
Unemployment trends
Consumer behavior
Racial equality
Social responsibility
Technological Forces
Major Impact –
•Internet
•Communications
•Semiconductors
Competitive Forces
Identifying Rival Firms
• Strengths
• Weaknesses
• Capabilities
• Opportunities
• Threats
• Objectives
• Strategies
Key Questions Concerning Competitors
Their strengths
Their weaknesses
Cost
Competitive
Broad Differentiation
Leadership
Target
Scope
Narrow Focu
Target s
Corporate
VALUES
Sample Vison-Mission Statements
The Mission Statement of General Motors Venezuela
Summary Statement
The mission of GMV is the assembly and wholesale marketing of automotive vehicles, and
wholesale marketing of the associated replacement parts.
CURRENT FUTURE
PRODUCT SCOPE: - Passenger cars Expand current product scope by
- Light-duty commercial introducing:
vehicles -Four-wheel drive vehicles
- Medium-duty trucks (4WD)
- Heavy–duty trucks
- Buses
MARKET SCOPE: - Vehicle users Same as current
- Replacement parts users
GEOGRAPHIC SCOPE: - Only Venezuela Sam as current
WAYS TO ACHIEVE - Lowest cost position - Extend market coverage to all
COMPETITIVE through greater volume segments
LEADERSHIP: and economies of scale - Modernization of manufacturing
- Maintain product differe- facilities
ntiation through quality, - Improvement of professional
technology innovation and clerical personnel
and marketing intelligence- Development of component
manufacturing vendors
Adapted from Otto K. Soulavy, “Imploration of a Formal Strategic Planning Process”,1983. Reprinted by
permission of Otto K. Soulavy.
Mission Statement of Citibank Taipei
CURRENT FUTURE
Provide corporate Expand product scope by
customers with financial delivering a broader range
PRODUCT SCOPE services including electronic of integrated financial
cash management, trade services
services, foreign exchange Continue to develop fee and
investment advisory commission-based products
service, and project finance Emphasize product
Build products and services differentiation through
generating fee-based expertise and innovation
revenue
Provide products and Limit to large customers
MARKET SCOPE services to government, and selected middle market
private corporations, and names only
financial institutions through Participate in capital market
integrated services and at home and abroad
global communications
network
Major parts of Taiwan Expand geographic
GEOGRAPHICAL SCOPE boundaries of banking
within Taiwan, including
additional branches outside
Taipei
Hire and keep talented Increase efficiency, market
WAYS TO ACHIEVE people share, and product service
COMPETITIVE expertise
LEADERSHIP Continue new product
development
Active participation in
legislative reform
Samples of mission
A Sample
Organizational Profile:
Environment, Relationships and
Challenges
2 5
Strategic Workforce
Planning Focus
1 7
Leadership Results
3 6
Customer and Process
Market Focus Management
Cost
Competitive
Broad Differentiation
Leadership
Target
Scope
Narrow Focu
Target s
Shared
Value
Chapter 13: Managing Internal Organization for Strategic
Execution: Action Plan and Time Frame
a) Define specific, shorter term goals
b) Set policies, guiding principles
c) Allocate resources (people, money, facilities,
manager’s time)
d) Organize for tasks
e) Determine who will manage what
f) Service delivery mechanisms, methods, systems
procedures
g) Sequencing of activities; planning step by step
process; time-framing of whole strategy, programs and
projects
h) Support systems; alliance building
i) Communication and dissemination
The Balanced Scorecard (BSC) and
Measurement-Based Management
Sample Balanced Scorecard:
VMOKRAPI-SPATRES
VISION STATEMENT
MISSION STATEMENT
Product/Service
Market Scope
(customers)
Geographical
(location/place
Unique
Competencies
(Competitive Advantage,
Distinctive Competencies)
OBJECTIVES KEY RESULT AREAS PERFORMANCE
INDICATORS
1.
2.
3.
4.
5.
Performance Strategies Programs Resources
Indicator Activities Needed
1.
2.
3.
4.
5.
Corporate Performance Objectives for General Motors Venezuela
Current
Performance Indicator Past Years (percentages) Year Objectives
(2008)
NOW FUTURE
PRODUCT SCOPE
MARKET SCOPE
GEOGRAPHICAL
SCOPE
UNIQUE
COMPETENCIES
Workshop
EXISTING DESIRED
RELATIONSHIPS WITH
STAKEHOLDERS
Employees
Customers
Shareholders
Suppliers
Communities
BROAD CORPORATE OBJECTIVES
Growth
Profitability
CORPORATE POLICIES
Management Style
Organizational Policies
Human Resource Management
Finance
Marketing
Manufacturing
Technology
CORPORATE VALUES
Ethics
Beliefs
Rules of Personal and Corporate Behavior
Business Performance Objectives by SBU
Business Performance Objectives
History Current Year Projections
Indicators of
19__ 19__ 19__ 19__ 19__ Actual Budget 19__ 19__ 19__ 19__ 19__
Performance
Sales
Assets
Size Profits
R&D
Expenses
Sales
Assets
Gro
wth Profits
R&D
Expenses
Profit
Profita
bility Margin
ROA
Assets
Turn Inventory
over Accts.
Receivable
Productivity
Techn Innovation
ologic
al Quality
Mtg. Costs
Huma Training
n Safety
Resou
rces
Business Performance Objectives by SBU
Business Performance Objectives
Sales
Assets
Size Profits
R&D Expenses
Sales
Assets
Growth Profits
R&D Expenses
Profit Margin
Profitabilit ROA
y
Assets
Inventory
Accts. Receivable
Turnover
Job satisfaction
Job performance
Turnover
Absenteeism
Human Motivation
Resources Job security
Career prospects
Psychological stress
Safety/Health conditions
Income
Rate of technological
innovation
R & D productivity
Rate of return in R&D
Procurem investment
ent Technology-based
diversification
Other appropriate
measures
Cost
Delivery
Quality
Manufact Flexibility to volume
uring changed
Flexibility for new
products introduction
Product strategy
Distribution Strategy
Marketing Price strategy
Promotion and
advertising strategy
BUSINESS COMPETITIVE STRATEGIES:
PORTER’S GENERIC STRATEGIES
● COST LEADERSHIP
● Emphasizes producing standardized products at very low per-unit cost for
consumers who are price sensitive.
● SM,Toyota, Dell
● DIFFERENTIATION
● Aimed at producing products and services considered unique industrywide and
● directed at consumers who are relatively price insensitive
● BMW, Mercedes Benz, Volvo, Sony,Apple
● FOCUS (NICHE)
● Producing products and services that fulfill the needs of small group of consumers
● 7-11/Ministop
● Assumption College (Education, AB, BA)-exclusive for women , B+ -A market
● ACE (Asian Center for Entrepreneurship)
The Crucial Choice for a Competitive Advantage:
Quality, Cost Leadership or Focus?
Porter’s Generic Competitive Strategies and HEI’s
● The accreditation of HEIs to regulatory
requirements and certification to international
standards such as ISO tend to support the
differentiation strategy pursued by an HEI.
● Operating Plan
(Business)
● Marketing Plan
● HR Plan
● Production/Operations
Plan
● Financial Plan
● Capital Investment Plan
MATCHING SWOT FOR STRATEGIC OPTIONS
FROM VISION-MISSION TO
PERFORMANCE- WALK THROUGH AN
ACTUAL PROCESS:
THE DOUBLE HAPPINESS CASE
Visioning
What is Vision?
● VISION is one-liner (or a 25-page) dream of the
leadership group that can only be realized
beyond 5 years
● …the most concise way you can describe your
dream
● In short, how do you see your company in the
longest term you can see
Components of the Vision
THE CORPORATE VISION
● For MORE ADEQUATE articulation, CORPORATE
VISION can still be expressed into
1. VISION
2. MISSION
3. GOALS
4. OBJECTIVES
5. VALUES
The first 4 correspond to the “Matter” of the Business, the
last item, to the “Spirit” of the Business
● Corporate Vision is the most strategic form and most
fundamental expression of corporate destination
Vision as a Starting Point
● How large will your enterprise exactly be? Who will your
precise customers be? Where will you be specifically
located? How well will you service your customers? In how
many ways will you be wooing and delighting them?
● You monitor the means. Your monitor whether your people are
carrying out the chosen strategies. But you evaluate the end results
or performance outcomes.
● In several training sessions for small and medium scale enterprises
in the province of Bulacan, participants were asked what they
wanted to achieve five years down the road.
KRAs PIs
4c. Number of Job Applicants 10% more 20% more 30% more
Compared to others job job job
applicants applicants applicants
● From the of a vision to the establishment of concrete
performance indicators, the first half of the right to
left planning exercise has been completed.
M
V
I I
Key S
Performance Result
Areas
S
Indicators S
(PIs)
(KRAs) I I
O O
N
N
● The second half of the right to left planning exercise
starts at the performance indicators.
● The question posed was “in how many ways could the
performance indicator be attained?”
Placing the performance indicator at the right most side of the page, the
participants of the training session generated several strategic options. This given below
in Diagram 2.
Diagram 2. Generating Strategic Options
Strategic Options
1) Helping members set up and operate
their own enterprises. For members
with existing enterprises, make them
grow bigger
Action Program
1) Source funds from members, donors
and financial institutions for lending or
equity infusion to members
Strategic Option
2) Technical and management assistance
No. 1
Help members set
2) Market access up
or grow their own
enterprises
2) Organizational and entrepreneurial
development training program
6) Information access
Management
Responsibility
Measurement
Resource
Analysis
Management
Improvement
Input Output
Production Realization
The Balanced Scorecard (BSC) and
Measurement-Based Management
Chapter 19: Conclusions on Part VI- Strategy
Evaluation
19.1 Summary of Strategy Evaluation, Monitoring & Control
19.2 Hypothesis
19.3 Conclusion
Faculty
Library/Lab/
Physical Plant
Student Services
Administration
Community Involvement
Resource Management
Product/Service Realization
Management of
Resources
Strategic Planning
Student, Stakeholder,
Market Focus
Measurement, analysis and
Knowledge Management
Workforce Focus
Process Management
Results
SUMMARY OF MAJOR
STRENGTHS AND WEAKNESSES
MISSION STATEMENT
Product/Service
(Programs/Courses)
Market Scope
(student-client)
Geographical
(location/place/Mode of
Delivery of Programs)
Unique
Competencies
(Competitive Advantage,
Distinctive Competencies)
OBJECTIVES KEY RESULT AREAS PERFORMANCE
INDICATORS
1.
2.
3.
4.
5.
STRATEGY IMPLEMENTATION
Performance Strategies Programs Resources
Indicator Activities Needed
1.
2.
3.
4.
5.
PERFORMANCE EVALUATION
& CONTROL
(RESULTS)
SUMMARY TABLE OF STRATEGIC PLANNING
COMPONENTS: FROM VISION TO PERFORMANCE
1 2 3 4 5 6
Vision Mission Targeted Results Strategies to Programs Activities Internal Staff Internal
Impact-Based Ensure Outcomes/ & Tasks Required Capabilities and
Performance Skills Required
Results/Impact
Indicators
1. Objective 1 1. Strategy 1
Key Result
Area(s) a) a) Program A a) a)
b) - Activities
-Tasks
2. Objective 2 1. Strategy 2
Key Result c) b) Program B b) b)
Area(s) d) - Activities
- Tasks
d) d)
4. Objective 4 1. Strategy 4 d) Program D
Key Result g) - Activities
Area(s) h) - Tasks
7 8 9 10 11
a) a) a) a) a)
b)
b) b) b) b) c)
d)
c) c) c) c) e)
f)
d) d) d) d) g)
h)
Chapter 21. References
References (APA format and style/Alphabetical by
Author)
1. Kaplan, R. S and Norton, D.P; “The Balanced Scorecard, Harvard Business School (HBS) Press,
1996
2. Kaplan, R. S and Norton, D.P; “Alignment: Using the Balanced Scorecard to Create Corporate
Synergies”, Harvard Business School (HBS) Press, 2006
3. Kaplan, R. S and Norton, D.P; “ The Strategy-Focused Organization: How Balanced Scorecard
companies Thrive in the new Business Environment”, Harvard Business School (HBS) Press,
2001
4. Pera Neville-Clarke, “ The Balanced Scorecard”, 2009
5. Pera Neville-Clarke, “ Aligning Six Sigma with Management System Objectives”, 2008
6. “ISO 9001:2000 Quality Management System Standards”: ISO, 2008
7. Peters, T.J and Waterman, R. H, “ In Search of Excellence”, Harper & Row, 1982
8. AIM, “Strategic Planning System for Educational Institutions”, 2005
9. Miclat, E.F, “ Strategic Planning in Education”, Rex Publishing,2005
10. Wheelen and Hunger, “ Business Policy and Strategic Management”,2007
11. David, F, “Strategic management”, Pearson, 12/Edition, 2009
12. Franco, E, “Educational Planning”, NBS,1994
13. Education Criteria, Malcolm Baldridge National Quality Award, 2008
14. Heizer H., and Reinder,B. “Operations Management:9th Ed, Prentice-Hall, 2009
Sample References
● Sun Tzu; The Art of War
● Peter Drucker: The Practice of Management
● Newman and Logan: Strategy, Policy and Central
Management: (Columbia Business School)
● Mckinsey & Co.-Management Consulting
● Harvard Business School
● Christensen: Business Policy
● Kaplan and Norton: Balance Scorecard (BSC)
● Michael Porter: Competitive Strategy
● Peter Lorange (Wharton School of Finance)
● G. Hamel, & Prahalad, Competing for the Future
● Wheelen and Hunger: Strategic Management Audit
● David, Strategic Management
Reflection
● Observations and/or reflections in the process of
doing the Strategic Management Paper
● Business Ethics
● Corporate Social Responsibility
● Environmental Sustainability
● Global/International Issues
● Economic /social impact of globalization
● Business culture/Cross cultures
● Benedictine Learnings
Appendices
● Company Waiver
● Research Instrument (if applicable)
● Certification of Reviewer
● Audited Financial Statement (Past /Current Year,3-5
Years)
● Projected Financial Statement (5 years)
● Strategic Audit of a Corporation (Format) and
Sample
Notes about the Author/Researcher
● Curriculum Vitae of Dr. Ronald M. Pastrana
(Management Consultant, Diplomate and Entrepreneur)
● Education:
● Post Doctoral Studies; DBA/De La Salle University (w/Honors)
● Ph.D Commerce, UST (Magna Cum Laude)
● MBA: Ateneo de Manila University, Phil (w/Honors)
● BSMIE, MIT
● Strategic Management Program (Asian Institute of Management (AIM), Phils., Asian
Institute of Technology (AIT), Thailand, Business Consulting, Arthur Andersen (USA)
● Work Experience:
● Professorial Lecturer, Graduate School of Business, San Beda College, Manila, Phil,
Letran College, PLM, UE, LCCM
● Member, Technical Panel on Business and Management (TPBM), CHED
● Don Jose Z, Fernandez Professorial Chair, De La Salle University, Manila
● Co-Practice Leader in Corporate Finance and Technical Advisor /Manager In-
Charge of Business Consulting Group, Arthur Andersen & Co.-A Member Firm of
Andersen Worldwide, Chicago,USA
● Examiner, MBNQA (Baldrige), ISO International Registry of Certified Auditors
(IRCA),UK
Thank You