Quezon Province Flashcards
Tinatawag ng “Rose” ng lalawigang Quezon
Lucena City
Names of Lucena
Luce and Marta Matandang Ina (Luce-Ina)
Burdeos
Bor, Dios Ko PO
Dating Bayan ng Lucena
Buenavista
Oroquieta
Cotta
Ang nagpangalan Lucena
Padre Mariano Granja ng Adalucia,Espanya
Itinatag ang bayan ng Lucena
Hunyo 1882
Ginong ng Lucena
Faustino Enriquez Leon R. Reyes Melonio Allaret Bartolome Queblar Doroteo Trinidad Abellanosa
Ang pangalang Lucena ay inihayag at pinagtibay
Nobyembre 5, 1879
Orden Real Super Civil
Mula nang ito’y kilalanin ng pamahalaang Kastila na ___ na binubuo ng mg apangunahin at kilalang mamayan (__) ay naghalal ng unang ___
“Principalia” ng Lucena
Illustrados
Gobernadorsilyo, Tenyente Mayor, De sementera, De Policia, De Canados
Puno ng Barangay o Cabeza De Barangay
Nakapagambag ng kanyang bahagi sa mga KAstila sa pamumuno ni__(sunod-sunod)
Manghihimagsik ng pamahalaan
Pamahalaang Rebolusyonaryo ng Lucena (Under Gen. Emilio Aguinaldo ng Malolos)
Lucena
Don Jorge Zaballero
Koronel Manuel Arguelles
Crisanto Marquez
Noong ___, mga mamamayan ng Lucena ay tumigil sa paghihimagsik at ang Amerikano ay kinilala at pinagtibay.
Dahil sa hindi mapigilang pagunald, ang Lucena ay kinilalalng pangunahin sa bayan ng ___(ngayon Quezon) At ginawang kabisera ang Lucena dahil lawak at ganda ng bayan.
1900
Tayabas
Ang Lucena ay napapgitnaan ng dalawang ilog.
May __ nayon na sumasakop na __ ektarya
Dumacaa
Iyam
201
8,038
Ang tanyag na Perez Park ay isang naging punong-lalawigan
Felimon Perez
Ang malaking bantayog ng __ sa dakong __ ay nagawa ng isang naging dakila anak ng Lalawigan ng Tayabas
Manuel Luis Quezon y Molina
SWOT Analysis
SWOT is an acronym used to describe the particular Strengths, Weaknesses, Opportunities, and Threats that are strategic factors for a specific company. A SWOT should represent an organizations core competencies while also identifying opportunities it can not currently use to its advantage due to a gap in resources.
The SWOT analysis framework has gained widespread acceptance because of its simplicity and power in developing strategy. Just like any planning tool, a SWOT analysis is only as good as the information that make it up. Research and accurate data is vital to identify key issues in an organization’s environment.
Assess your market:
What is happening externally and internally that will affect our company?
Who are our customers?
What are the strengths and weaknesses of each competitor? (Think Competitive Advantage)
What are the driving forces behind sales trends?
What are important and potentially important markets?
What is happening in the world that might affect our company?
What does it take to be successful in this market? (List the strengths all companies need to compete successfully in this market.)
Assess your company:
What do we do best?
What are our company resources – assets, intellectual property, and people?
What are our company capabilities (functions)?
Assess your competition:
How are we different from the competition?
What are the general market conditions of our business?
What needs are there for our products and services?
What are the customer-market-technology opportunities?
What are the customer’s problems and complains with the current products and services in the industry?
What “If only….” Statements does a customer make?
Opportunity an area of “need” in which a company can perform profitably.
Threat
A challenge posed by an unfavorable trend or development that would lead (in absence of a defensive marketing action) to deterioration in profits/sales.
An evaluation needs to be completed drawing conclusions about how the opportunities and threats may affect the firm.
EXTERNAL: MACRO- demographic/economic, technological, social/cultural, political/legal MICRO- customers, competitors, channels, suppliers, publics INTERNAL RESOURCES: the firm
Competitor analysis is a critical aspect of this step.
Identify the actual competitors as well as substitutes.
Assess competitors’ objectives, strategies, strengths & weaknesses, and reaction patterns.
Select which competitors to attack or avoid.
The Internal Analysis of strengths and weaknesses focuses on internal factors that give an organization certain advantages and disadvantages in meeting the needs of its target market. Strengths refer to core competencies that give the firm an advantage in meeting the needs of its target markets. Any analysis of company strengths should be market oriented/customer focused because strengths are only meaningful when they assist the firm in meeting customer needs. Weaknesses refer to any limitations a company faces in developing or implementing a strategy (?). Weaknesses should also be examined from a customer perspective because customers often perceive weaknesses that a company cannot see. Being market focused when analyzing strengths and weaknesses does not mean that non-market oriented strengths and weaknesses should be forgotten. Rather, it suggests that all firms should tie their strengths and weaknesses to customer requirements. Only those strengths that relate to satisfying a customer need should be considered true core competencies. (Marketing and Its Environment, pg 44)
The following area analyses are used to look at all internal factors effecting a company:
Resources: Profitability, sales, product quality brand associations, existing overall brand, relative cost of this new product, employee capability, product portfolio analysis
Capabilities: Goal: To identify internal strategic strengths, weaknesses, problems, constraints and uncertainties
The External Analysis takes a look at the opportunities and threats existing your organizations environment. Both opportunities and threats are independent from the organization. You can differenciate between strengths/weakness and opportunities/threats is to ask this essential question: Would this be an issue if the organization didn’t exist? If yes, it is an issue that is external to the organization. Opportunities are favorable conditions in an organization’s environment that can produce rewards if leveraged properly. Opportunities must be acted on if the organization wants to benefit from them. Threats are barriers presented to organization which prevent them from reaching their desired objectives.
The following area analyses are used to look at all external factors effecting a company:
Customer analysis: Segments, motivations, unmet needs
Competitive analysis: Identify completely, put in strategic groups, evaluate performance, image, their objectives, strategies, culture, cost structure, strengths, weakness
Market analysis: Overall size, projected growth, profitability, entry barriers, cost structure, distribution system, trends, key success factors
Environmental analysis: Technological, governmental, economic, cultural, demographic, scenarios, information-need areas Goal: To identify external opportunities, threats, trends, and strategic uncertainties
The SWOT Matrix helps visualize the analysis. Also, when executing this analysis it is important to understand how these element work together. When an organization matched internal strengths to external opportunities, it creates core competencies in meeting the needs of its customers. In addition, an organization should act to convert internal weaknesses into strengths and external threats into opportunities.
Focus on your strengths. Shore up your weaknesses. Capitalize on your opportunities. Recognize your threats.
Identify
Against whom do we compete?
Who are our most intense competitors? Less intense?
Makers of substitute products?
Can these competitors be grouped into strategic groups on the basis of assets, competencies, or strategies?
Who are potential competitive entrants? What are their barriers to entry?
Evaluate
What are their objectives and strategies?
What is their cost structure? Do they have a cost advantage or disadvantage?
What is their image and positioning strategy?
Which are the most successful/unsuccessful competitors over time? Why?
What are the strengths and weaknesses of each competitor?
Evaluate competitors with respect to their assets and competencies.
Size and Growth What are important and potentially important markets? What are their size and growth characteristics? What markets are declining? What are the driving forces behind sales trends?
Profitability For each major market consider the following: Is this a business are in which the average firm will make money? How intense is the competition among existing firms? Evaluate the threats from potential entrants and substitute products. What is the bargaining power of suppliers and customers? How attractive/profitable are the market now and in the future?
Cost Structure What are the major cost and value-added components for various types of competitors?
Distribution Systems What are the alternative channels of distribution? How are they changing?
Market Trends What are the trends in the market?
Key Success Factors What are the key success factors, assets and competencies needed to compete successfully? How will these change in the future?
Environmental Analysis A environmental analysis is the four dimension of the External Analysis. The interest is in environmental trends and events that have the potential to affect strategy. This analysis should identify such trends and events and the estimate their likelihood and impact. When conducting this type of analysis, it is easy to get bogged down in an extensive, broad survey of trends. It is necessary to restrict the analysis to those areas relevant enough to have significant impact on strategy.
This analysis is divided into five areas: economic, technological, political-legal, sociocultural, and future.
Economic What economic trends might have an impact on business activity? (Interest rates, inflation, unemployment levels, energy availability, disposable income, etc)
Technological To what extent are existing technologies maturing? What technological developments or trends are affecting or could affect our industry?
Government What changes in regulation are possible? What will their impact be on our industry? What tax or other incentives are being developed that might affect strategy development? Are there political or government stability risks?
Sociocultural What are the current or emerging trends in lifestyle, fashions, and other components of culture? What are there implications? What demographic trends will affect the market size of the industry? (growth rate, income, population shifts) Do these trends represent an opportunity or a threat?
Future What are significant trends and future events? What are the key areas of uncertainty as to trends or events that have the potential to impact strategy?
Internal Analysis Understanding a business in depth is the goal of internal analysis. This analysis is based resources and capabilities of the firm.
Resources A good starting point to identify company resources is to look at tangible, intangible and human resources.
Tangible resources are the easiest to identify and evaluate: financial resources and physical assets are identifies and valued in the firm’s financial statements.
Intangible resources are largely invisible, but over time become more important to the firm than tangible assets because they can be a main source for a competitive advantage. Such intangible recourses include reputational assets (brands, image, etc.) and technological assets (proprietary technology and know-how).
Human resources or human capital are the productive services human beings offer the firm in terms of their skills, knowledge, reasoning, and decision-making abilities.
RESOURCE MAIN CHARACTERISTICS KEY INDICATORS
Tangible
Financial The firm’s borrowing capacity and its internal funds generation determines its capacity to weather fluctuations in demand and profits overtimes.
Debt to equity ratio
Ration of net cash to capital expenses
Credit rating
Physical The physical resources related to plan, equipment, assets, technology, raw materials.
Resale value of assets
Age of capital equipment
Flexibility of PPE
Intangible
Technological Stock of technology in the form of proprietary technology (copyright, patents, trade secrets) and expertise in the application of technology (know-how).
Reputation Reputation with customers through the ownership of brands, established relationships with customers, reputation of the firm’s products and services.Reputation of the company with suppliers, employees, etc.
Brand recognition
Price premium over competing brands
Percent of repeat buying
Level and consistency of company performance
Human Resources Training and expertise of employees determine the skills available to the firm.Adaptability of employees determines key aspects of strategic flexibility of the firm.Commitment and loyalty of employees determines the capacity of the firm to attain and maintain competitive advantage.
Educational, technical and professional qualifications of employees
Compensation relative to industry
Record of labor disputes
Employee turnover
Capabilities
Resources are not productive on their own. The most productive tasks require that resources collaborate closely together within teams. The term organizational capabilities is used to refer to a firm’s capacity for undertaking a particular productive activity. Our interest is not in capabilities per se, but in capabilities relative to other firms. To identify the firm’s capabilities we will use the functional classification approach. A functional classification identifies organizational capabilities in relation to each of the principal functional areas.
Functional Area Capability
Corporate
Financial management
Expertise in strategic control
Effectiveness in motivating and coordinating business units
Management of partnerships
Overall company management/ resource management
Information Management
Comprehensive and effective information system that can be used for managerial decision making
Research and Development
Capability in basic research
Product Design
Design capability
Marketing
Brand management and promotion
Promotion and exploiting reputation for quality
Understand of and responsiveness to market trends
Sales and Fulfillment
Effectiveness in promoting and executing sales
Efficiency and speed of fulfillment
Quality and effectiveness of customer service
SWOT analysis is an analytical tool used for the identification and categorization of internal and external factors. Strengths and weaknesses in SWOT analysis are termed as internal factors while opportunities and threats are termed as external factors. SWOT analysis can be conducted for a situation, an organization, a project, a new venture, a country, a nation and even individuals. SWOT analysis definition can help organizations in their strategic planning process, and in matching their capabilities and resources to the competitive environment in which it carries out its operations.
SWOT analysis is a dynamic part of an organization’s business and management development process. It entails the collection of information pertaining to external and internal factors which may have an impact on the organization’s evolution. The SWOT analysis definition takes into consideration the weaknesses and strengths of the organization along with the threats and opportunities it faces in the external environment. Based on these factors, the company determines its future course of action, combining its strengths with imminent opportunities while trying to overcome weaknesses and combat threats.
An organization may also perform SWOT analysis for identifying whether the venture/project it is about to undertake is feasible and worth investing in or not. It is only after the project’s strengths and opportunities are outweighing the inherited weaknesses and threats that the project or venture will be undertaken and invested in.
While some factors in the SWOT analysis are internal to the venture being undertaken, others are external to it. Internal factors are ones which involve the internal operations and resources of the organization including the strengths and weaknesses inherent to the project/ venture. External factors, on the other hand, are related to the external environment and on which the organization have no influence, including opportunities and threats.
Here is an explanation of the different factors considered for the SWOT analysis:
Strengths
Strengths refer to the internal characteristics which may be deemed favourable for the organization.
Weaknesses
Weaknesses refer to the internal characteristics which may be deemed unfavourable for the organization.
Opportunities
Opportunities are external characteristics which the organization may use to its advantage.
Threats
Threats are external characteristics which may be potential sources of failure to the organization.
SWOT APPLICATIONS
SWOT analysis definition finds applications in a variety of situations and may be applied for assessing the feasibility of the different options available as a solution to a particular problem or challenge. It can also be applied for identifying opportunities and to weigh them against imminent threats and to arrive at a final decision regarding any challenge. SWOT analysis helps organizations in determining the factors that will work in their favour and those that will work against them in achieving the desired result and objectives.
A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Some authors credit SWOT to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies.[1][2] However, Humphrey himself does not claim the creation of SWOT, and the origins remain obscure. The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit.
Strengths: characteristics of the business or project that give it an advantage over others.
Weaknesses: characteristics that place the business or project at a disadvantage relative to others.
Opportunities: elements that the project could exploit to its advantage.
Threats: elements in the environment that could cause trouble for the business or project.
Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.
First, the decision makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable a different objective must be selected and the process repeated.
Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.
internal factors – the strengths and weaknesses internal to the organization
external factors – the opportunities and threats presented by the environment external to the organization
Analysis may view the internal factors as strengths or as weaknesses depending upon their effect on the organization’s objectives. What may represent strengths with respect to one objective may be weaknesses (distractions, competition) for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on.
The external factors may include macroeconomic matters, technological change, legislation, and sociocultural changes, as well as changes in the marketplace or in competitive position. The results are often presented in the form of a matrix.
SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade its users to compile lists rather than to think about actual important factors in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.
It is prudent not to eliminate any candidate SWOT entry too quickly. The importance of individual SWOTs will be revealed by the value of the strategies they generate. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important.
Use Edit
The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) is defined. Examples include: non-profit organizations, governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.
Strategy building Edit
SWOT analysis can be used effectively to build organization or personal strategy. Steps necessary to execute strategy-oriented analysis involve: identification of internal and external factors (using popular 2x2 matrix), selection and evaluation of the most important factors and identification of relations existing between internal and external features.[3]
For instance: strong relations between strengths and opportunities can suggest good condition of the company and allow using aggressive strategy. On the other hand strong interaction between weaknesses and threats could be analyzed as potential warning and advise for using defensive strategy.[citation needed]
Matching and converting Edit
One way of utilizing SWOT is matching and converting. Matching is used to find competitive advantage by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted, a company should try to minimize or avoid them.[4]
Criticism Edit
Some findings from Menon et al. (1999)[5] and Hill and Westbrook (1997)[6] have shown that SWOT may harm performance.
SWOT variants Edit
Various complementary analyses to SWOT have been proposed, such as the Growth-share matrix and Porter five forces analysis.
TOWS Edit
Heinz Weihrich said that some users found it difficult to translate the results of the SWOT analysis into meaningful actions that could be adopted within the wider corporate strategy. He introduced the TOWS Matrix, a conceptual framework that helps in finding the most efficient actions.[7]
SWOT landscape analysis Edit
The SWOT-landscape systematically deploys the relationships between overall objective and underlying SWOT-factors and provides an interactive, query-able 3D landscape.
The SWOT-landscape grabs different managerial situations by visualizing and foreseeing the dynamic performance of comparable objects according to findings by Brendan Kitts, Leif Edvinsson and Tord Beding (2000).[8]
Changes in relative performance are continually identified. Projects (or other units of measurements) that could be potential risk or opportunity objects are highlighted.
SWOT-landscape also indicates which underlying strength/weakness factors that have had or likely will have highest influence in the context of value in use (for ex. capital value fluctuations).
Corporate planning Edit
As part of the development of strategies and plans to enable the organization to achieve its objectives, that organization will use a systematic/rigorous process known as corporate planning. SWOT alongside PEST/PESTLE can be used as a basis for the analysis of business and environmental factors.[9]
Set objectives – defining what the organization is going to do
Environmental scanning
Internal appraisals of the organization’s SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle
Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis which will look at environmental factors
Strategic Issues defined – key factors in the development of a corporate plan which needs to be addressed by the organization
Develop new/revised strategies – revised analysis of strategic issues may mean the objectives need to change
Establish critical success factors – the achievement of objectives and strategy implementation
Preparation of operational, resource, projects plans for strategy implementation
Monitoring results – mapping against plans, taking corrective action which may mean amending objectives/strategies.[10]
Marketing Edit
Main article: Marketing management
In many competitor analyses, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor’s cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors.
Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. Accordingly, management often conducts market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:
Qualitative marketing research, such as focus groups
Quantitative marketing research, such as statistical surveys
Experimental techniques such as test markets
Observational techniques such as ethnographic (on-site) observation
Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company’s marketing analysis.
The SWOT analysis has been utilized in community work as a tool to identify positive and negative factors within organizations, communities, and the broader society that promote or inhibit successful implementation of social services and social change efforts.[11] It is used as a preliminary resource, assessing strengths, weaknesses, opportunities, and threats in a community served by a nonprofit or community organization.[12] This organizing tool is best used in collaboration with community workers and/or community members before developing goals and objectives for a program design or implementing an organizing strategy.The SWOT analysis is a part of the planning for social change process and will not provide a strategic plan if used by itself. After a SWOT analysis is completed a social change organization can turn the SWOT list into a series of recommendations to consider before developing a strategic plan.[13]
one example of a SWOT Analysis used in community organizing
A simple SWOT Analysis used in Community Organizing
Strengths and Weaknesses: These are the internal factors within an organization.
Human resources [11]
Finances
Internal advantages/disadvantages of the Organization [11]
Physical resources [11]
Experiences including what has worked or has not worked in the past
Opportunities and Threats: These are external factors stemming from community or societal forces.
Trends (new research)
Society’s cultural, political, and economic ideology[citation needed]
Funding sources [11]
Current events [11]
Societal oppression [11]
Although the SWOT analysis was originally designed as an organizational method for business and industries, it has been replicated in various community work as a tool for identifying external and internal support to combat internal and external opposition.[11] The SWOT analysis is necessary to provide direction to the next stages of the change process.[14] It has been utilized by community organizers and community members to further social justice in the context of Social Work practice.
PEST analysis (‘Political, Economic, Social and Technological analysis’’’
SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and for identifying both the Opportunities open to you and the Threats you face.
Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context Add to My Personal Learning Plan , it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities.
This article looks at how to use the tool in a business context. (Click here Add to My Personal Learning Plan to learn how to do a Personal SWOT Analysis Add to My Personal Learning Plan .
Business SWOT Analysis
What makes SWOT particularly powerful is that, with a little thought, it can help you uncover opportunities that you are well-placed to exploit. And by understanding the weaknesses of your business, you can manage and eliminate threats that would otherwise catch you unawares.
More than this, by looking at yourself and your competitors using the SWOT framework, you can start to craft a strategy that helps you distinguish yourself from your competitors, so that you can compete successfully in your market.
How to Use the Tool
Originated by Albert S Humphrey in the 1960s, the tool is as useful now as it was then. You can use it in two ways – as a simple icebreaker helping people get together to “kick off” strategy formulation, or in a more sophisticated way as a serious strategy tool.
Tip:
Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors. For this reason, SWOT is sometimes called Internal-External Analysis and the SWOT Matrix is sometimes called an IE Matrix.
To help you to carry out your analysis, download and print off our free worksheet, and write down answers to the following questions.
Strengths
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others can’t?
What do people in your market see as your strengths?
What factors mean that you “get the sale”?
What is your organization’s Unique Selling Proposition Add to My Personal Learning Plan (USP)?
Consider your strengths from both an internal perspective, and from the point of view of your customers and people in your market.
Also, if you’re having any difficulty identifying strengths, try writing down a list of your organization’s characteristics. Some of these will hopefully be strengths!
When looking at your strengths, think about them in relation to your competitors. For example, if all of your competitors provide high quality products, then a high quality production process is not a strength in your organization’s market, it’s a necessity.
Weaknesses
What could you improve?
What should you avoid?
What are people in your market likely to see as weaknesses?
What factors lose you sales?
Again, consider this from an internal and external basis: Do other people seem to perceive weaknesses that you don’t see? Are your competitors doing any better than you?
It’s best to be realistic now, and face any unpleasant truths as soon as possible.
Opportunities
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as:
Changes in technology and markets on both a broad and narrow scale.
Changes in government policy related to your field.
Changes in social patterns, population profiles, lifestyle changes, and so on.
Local events.
Tip:
A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them.
Threats
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your job, products or services changing?
Is changing technology threatening your position?
Do you have bad debt or cash-flow problems?
Could any of your weaknesses seriously threaten your business?
Tip:
When looking at opportunities and threats, PEST Analysis Add to My Personal Learning Plan can help to ensure that you don’t overlook external factors, such as new government regulations, or technological changes in your industry.
Further SWOT Tips
If you’re using SWOT as a serious tool (rather than as a casual “warm up” for strategy formulation), make sure you’re rigorous in the way you apply it:
Only accept precise, verifiable statements (“Cost advantage of $10/ton in sourcing raw material x”, rather than “Good value for money”).
Ruthlessly prune long lists of factors, and prioritize Add to My Personal Learning Plan them, so that you spend your time thinking about the most significant factors.
Make sure that options generated are carried through to later stages in the strategy formation process.
Apply it at the right level – for example, you might need to apply the tool at a product or product-line level, rather than at the much vaguer whole company level.
Use it in conjunction with other strategy tools (for example, USP Analysis Add to My Personal Learning Plan and Core Competence Analysis Add to My Personal Learning Plan ) so that you get a comprehensive picture of the situation you’re dealing with.
Isang dalampasigan tampulan ng paghanga ng maraming manlalakbay at ng mahihilig mamasyal
Dalahican
Noong __, ang Lucena ay naging ganap ng lungod sa tulong ni __ at sa paghaharap ng panukalang batas na si __ () na pinagptibay ni ___
August 19, 1961
Sen. Lorezo Tanada
Manuel S. Enverga
Pres. Carlos P. Garcia
Unang nakaingin sa Burdeos ang angkan __ na dating tawag na __ noong panahon ng Kastila upang mamintuho () sa ___
Mariano Acejo
Bisita
(Bikolano, Mauban, Infanta, Perez, Polillo)
Poong Patronang si San Fernando
Ang mga unang tao ng Burdeos
Ciriaco Laurentino Avelino Valentine Comides
Naging isang ganap na bayan ang Burdeos
June 1948 (Bill No. 550 March 1947)
Nakatuyo ito sa pinakapuso ng isa sa pinamalawak na niyugan ng lalawigan ng Quezon
Candelaria
Tanging daan itong nadurugtong sa bayan ng Tiaong (Kanluran)
Candelaria
Names ng Candelaria
Mariano de Candelaria
Nuestra Senora de Candelaria
(kandila)
Isang malitt na bayan sa paanan ng maalamat na bundok ng San Cristobal na maraming kolorum
Dolores
Kastila ang pangunahing layunin ay maitatag ang katolisismo
Nuestra Senyora de los Dolores (Ina ng Hapis)
Natatag ang Dolores
May 23, 1835
Don de la Cruz
Ang unang tawag sa Infanta
Binangunan del Ampon distrito de Infanta (Binangunan Malapit/Malayo)
Noong __, tinawag ito Infanta dahil sa parangal ng bunsong anak ng Gobernador ng Tayabas
1745
Sakupan ng Infanta
Nueva Ecija
Laguna (1775)
Tayabas (1902)
Maliit na pulo na dati sakopng Polillo
Jomalig (Humalik o Kasuguran)
MALAKAS AT MAGANDA
Natatag ang Jomalig
1909
Nadiscover ang Lucban
Ang tatlong mangangaso
Kulapi (Marcos Tigla na Majayjay Luis Guimba na Cavinte at Lucas Nanawa na Lumbang)
Antonio Manduman
1578
Natatag ang Mauban
1583
Hinango ng Mauban
Malauban
Gat Pagil
General Nakar
Hen. Guillermo Nakar
