Osido, Alyanna Marie T.

CBET-02-807E

Business Policy
January 13, 2015

2. Research on some vision/mission statements of local companies and compare them.

Answer:
GLOBE TELECOMMUNICATION
VISSON:
The happiest customers, employees and

SMART COMMUNICATIONS, INC.

VISSION:
A world where everyone is empowered to live more

shareholders.
MISSION:
We create a wonderful world for people,

MISSION:
We enable you to create awesome moments in life

businesses and the nation.

through mobile and digital innovations.

OUR VALUES:
We put our customers first.
Our people make the difference.
We act with integrity.
We care like an owner.

OUR VALUES
Be customer inspired
Dream and create
Lead and transform
Win together
Make a difference

We keep things simple.

To us, it's be fast or be last.

Globe is a leading telecommunications company in the Philippines. Their mission is to

inspire and enrich lives through communications by way of their vision of having the
happiest customers. Through their renewed commitment to "enriching lives through ease and
relevance", their goal is to enrich everyday communications by simplifying and removing
obstacles in communication technology so that they bring their customers closer to what
matters to them most. While Smart Communications, Inc. (Smart) is the Philippines' leading
wireless services provider with 55.4 million subscribers on its GSM network as of end-March
2014. Smart offers the widest array of cellular service brands designed to address the needs
of different market segments. Its subsidiary Smart Broadband, Inc. (SBI) offers a wireless
broadband service, Smart BRO, with 2 million subscribers as of end-March 2014.
5. Explain and justify this statement: Business excellence will only be achieved if there is
harmony between enablers and results.
Answer:
Whether an organization is from the public or private sector, manufacturing or
services, big or small, it must manage its resources well to achieve superior performance.
With changing global economic conditions, it needs to be nimble and adaptable to ensure
its sustainability. Over the last 15 years, the business excellence initiative has helped
organizations enhance their management systems and processes to achieve sustained

Osido, Alyanna Marie T.

CBET-02-807E

Business Policy
January 13, 2015

growth. Organizations use the business excellence framework as a roadmap for their
business excellence journey. It helps them to assess where they are on the journey,
identify gaps, and take actions for improved performance.
7. How do Porters generic strategies differ from his previous model, the five forces model?
Which is more effective?
Five
Forces
Model
Entry
Barriers

Cost Leadership

Generic Strategies
Differentiation

Focus

Ability to cut price in

retaliation deters
potential entrants.

Customer loyalty can

discourage potential entrants.

Focusing develops core competencies

that can act as an entry barrier.

Buyer
Power

Ability to offer lower

price to powerful
buyers.

Large buyers have less power

to negotiate because of few
close alternatives.

Large buyers have less power to

negotiate because of few alternatives.

Supplier
Power

Better insulated from

powerful suppliers.

Better able to pass on supplier

price increases to customers.

Threat of
Substitute
s

Can use low price to

defend against
substitutes.

Customer's become attached

to differentiating attributes,
reducing threat of substitutes.

Suppliers have power because of low

volumes, but a differentiation-focused
firm is better able to pass on supplier
price increases.
Specialized products & core
competency protect against substitutes.

Better able to
compete on price.

Brand loyalty to keep

customers from rivals.

Rivalry

Rivals cannot meet differentiationfocused customer needs.

For me the five forces of Porter is more effective because generic strategies are
not necessarily compatible with one another. If a firm attempts to achieve an advantage
on all fronts, in this attempt it may achieve no advantage at all. For example, if a firm
differentiates itself by supplying very high quality products, it risks undermining that
quality if it seeks to become a cost leader. Even if the quality did not suffer, the firm
would risk projecting a confusing image. For this reason, Michael Porter argued that to be
successful over the long-term, a firm must select only one of these three generic
strategies. Otherwise, with more than one single generic strategy the firm will be "stuck
in the middle" and will not achieve a competitive advantage.