Professional Documents
Culture Documents
Case Writing
Case Writing
In Partial Fulfillment of
the Requirements in
System Theory and Development
(SYSTHEO)
Submitted to:
Professor Emilina Sarreal
by:
Baraquiel, Sunshine C.
Co, Joshua Anthony C.
Ilustre, Sabrina Ingrid C.
Sy, Melville Rachelle K.
Untalan, Royce Vincent D.
K32
I. Introduction
discussed. According to the representative of the partner company, the Integration is a doubleedged sword while free trade can enable the Bughaw Multilines Corporation to import raw
materials and export goods tax free, there is also the threat of tax-free entry of foreign products
of a similar nature.
The company also exhibits a bureaucratic policy of manually documenting everything
that happens in the company, aside from inputting the same transactions in the information
system used by the company. The employees have become complacent in innovating the
business procedures of the company, sticking to the same ways of performing their functions
since the company settled in its current location in Malvar, Batangas in 2007.
II. Overview
This case will present the issue of Bughaw Multilines Corporation in developing an
intensive strategy to maintain its competitive advantage of being one of the first to establish a
big-scale feed-manufacturing establishment in the region. The students aim to recommend an
alternative to solve the problem of the company based on the analysis of its Entrepreneurial
Intensity (EI) survey and Corporate Entrepreneurship Climate Instrument (CECI) survey results
and a subsequent utilization of the TOWS Analysis to procure alternatives.
III. Analysis
A. EI and CECI Analysis
Table 3.1 Degree of Entrepreneurship
Mean
2.791667
Standard Error
0.224382
Median
2.916667
Mode
#N/A
Standard Deviation
0.549621
Sample Variance
0.302083
Kurtosis
3.511851
Skewness
-1.69396
Range
1.583333
Minimum
1.75
Maximum
3.333333
Sum
16.75
Count
Confidence Level(95.0%)
0.576792
2.041666667
Standard Error
0.150231303
Median
2.125
Mode
2.25
Standard Deviation
0.367990036
Sample Variance
0.135416667
Kurtosis
-0.859171598
Skewness
-0.41807152
Range
Minimum
1.5
Maximum
2.5
Sum
12.25
Count
Confidence Level(95.0%)
0.386181859
2.566666667
Standard Error
0.181582549
Median
2.6875
Mode
#N/A
Standard Deviation
0.444784592
Sample Variance
0.197833333
Kurtosis
5.285261629
Skewness
-2.25273042
Range
1.183333333
Minimum
1.675
Maximum
2.858333333
Sum
15.4
Count
Confidence Level(95.0%)
0.466772803
Table 3.3 exhibits the entrepreneurial intensity of the company. The values were
computed by calculating the mean of the degree of entrepreneurship and the frequency of
entrepreneurial intensity. In addition to this, the variable will be multiplied to 70% and
30%, respectively.The mean of the entrepreneurial intensity of Bughaw Multilines
Corporation is approximately 2.57, implying that the company is uncertain of its
entrepreneurial activity and that it has not performed new product information in the past
two years. The skewness of -1.65 further implies that because the mean is less than the
median of 2.69, the entrepreneurial intensity may be inclined to being non-existent.
The tables that follow summarize the data gathered from the CECI survey, which
measures employees perception of their workplace and organization.
3.192982456
Standard Error
0.171714867
Median
3.289473684
Mode
3.368421053
Standard Deviation
0.420613806
Sample Variance
0.176915974
Kurtosis
-0.909678305
Skewness
-0.014367793
Range
1.105263158
Minimum
2.684210526
Maximum
3.789473684
Sum
19.15789474
Count
Confidence Level(95.0%)
0.441407119
Table 3.4 reveals a mean of approximately 3.19 for management support. This set
of questions focuses on the top managements emphasis on the significance of
incorporating entrepreneurship in work. The mean obtained for Bughaw Multilines
Corporation suggests a degree of uncertainty regarding the attention given by
management on entrepreneurial activity; this is ascertained by an almost 0 value of
skewness, assuring that the calculated mean is close to the median and the mode, the
value that is the most recurring in the data set.
3.366666667
Standard Error
0.140633487
Median
3.2
Mode
3.2
Standard Deviation
0.344480285
Sample Variance
0.118666667
Kurtosis
-1.034907209
Skewness
1.038855297
Range
0.8
Minimum
3.1
Maximum
3.9
Sum
20.2
Count
Confidence Level(95.0%)
0.361509888
The questions under the section work discretion reveal the preeminent structure of
the company mechanistic or organic. A mechanistic structure is somehow similar to
Bruno Dycks mainstream management principle, wherein decision-making is centralized
in top management and rigid, bureaucratic policies are followed. On the other hand, an
organic structure puts an emphasis on decentralized decision-making, allowing middle
managers and low-level employees to decide on matters for themselves instead of waiting
for their supervisors to do it for them. Because the mean obtained is close to 3,
approximately 3.37, the company may be exhibiting characteristics of either structure; by
taking into consideration the skewness of 0.76, it can be said that the data is inclined
towards the right, favoring the organic structure.
3.611111111
Standard Error
0.102439383
Median
3.5
Mode
3.5
Standard Deviation
0.250924218
Sample Variance
0.062962963
Kurtosis
-0.648788927
Skewness
0.840031766
Range
0.666666667
Minimum
3.333333333
Maximum
Sum
21.66666667
Count
Confidence Level(95.0%)
0.263328817
Table 3.6 exhibits the results obtained from measuring rewards and reinforcement
of the CECI survey. This set of questions pertains to an employees expected upshots
depending on his/her actions. With a mean nearing 4, approximately 3.61, and a positive
skewness of 0.61, the results imply that the company favors rewarding the employees for
a job well done. Another implication for this is the companys positive relationship
between employees and managers, who acknowledge the efforts put into the betterment
of the organization as a whole by the employees.
3.222222222
Standard Error
0.111111111
Median
3.25
Mode
3.5
Standard Deviation
0.272165527
Sample Variance
0.074074074
Kurtosis
-1.48125
Skewness
-0.382732772
Range
0.666666667
Minimum
2.833333333
Maximum
3.5
Sum
19.33333333
Count
Confidence Level(95.0%)
0.285620204
Time availability refers to the amount of time available to perform specific tasks.
Some examples are brainstorming with co-employees and finishing the tasks as defined
in their job descriptions. With a mean approximate to 3.22, the time availability of
Bughaw Mulitlines Corporation is again, uncertain. Considering the negative skewness of
roughly 0.28, it could be said that time availability is biased towards the unfavorable side,
meaning that there is not enough time for all the activities of the company. An underlying
assumption for this could be traced to the exorbitant amount of paperwork required to
accommodate the business processes of the company.
3.404761905
Standard Error
0.149450998
Median
3.285714286
Mode
3.285714286
Standard Deviation
0.366078688
Sample Variance
0.134013605
Kurtosis
-1.740060295
Skewness
0.596249165
Range
0.857142857
Minimum
Maximum
3.857142857
Sum
20.42857143
Count
Confidence Level(95.0%)
0.384176022
10
3.305555556
Standard Error
0.138354528
Median
3.266666667
Mode
#N/A
Standard Deviation
0.338897996
Sample Variance
0.114851852
Kurtosis
-0.50186243
Skewness
0.597919024
Range
0.9
Minimum
2.933333333
Maximum
3.833333333
Sum
19.83333333
Count
Confidence Level(95.0%)
0.355651636
11
Years in the
Company
Degree of
Entrepre
-neurship
Frequency
EI
Manage
Work
-ment Suport Discretion
Rewards/
Reinforce
-ment
Time
Availability
Organiza
-tional
Boundaries
Specific
Climate
Position
1
Years in the 0.620263873
1
Company
5
Degree of
Entrepre
0.928476690 0.545853563
1
-neurship
9
6
0.442922534
Frequency 0.721110255 0.456254131
1
3
1
1
0.974926039 0.631327409
EI
0.982106121 0.585402316
1
9
9
9
3
Manag
0.204337107
-ement
0.290682144 0.284583361 0.045338333 0.257415227
1
4
Suport
8
9
42
8
Work
0.228872884 0.249805455 0.259975573 0.627201384
0.237022731 0.099076429
1
Discretion
7
9
3
6
6
68
Rewards/
0.433860915 0.080439966
- 0.210579893
0.670445001 0.359922147
Reinforce
0.522666278
1
6
65 0.664669083
2
5
7
-ment
5
Time
0.592577611 0.201469321
0.2 0.195517960 0.037139067 0.610170215 0.183571237
0.108465228
1
Availability
3
8
1
64
8
7
9
Organiza
0.159752127 0.379995684
0.729200820 0.354952093
0.446077091
-tional
0.350489143 0.717491914
0.232500373
0.345598956
1
3
2
3
1
5
Boundaries
3
2
Specific
0.031317307 0.224964407 0.082926106 0.933734965 0.670033901 0.526999285 0.526023824 0.891761629
0.152587063 0.543608810
Climate
06
6
99
8
4
6
7
9
7
7
Based on the results of the survey and the correlation of the averages of the data,
it can be derived that there is a negative correlation between the number of years in the
company and the Entrepreneurial Intensity, meaning the longer they work for the
company, the more they tend to adapt a risk averse, bureaucratic way of thinking, as
opposed to a risk taking, starting entrepreneur. However, the positive correlation and
closeness to 1, between the EI and the degree and frequency means they are almost the
same in nature and therefore are directly proportional with each other.
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The CECI results, on the other hand, are almost all positively correlated except
for time availability and rewards/reinforcement. This means that all fields are
interdependent with each other and affect all aspects of management. But time
availability and rewards are not because the more projects an individual heads (and thus
more possibilities to earn rewards) means less time for oneself and vice versa.
B. TOWS Analysis
STRENGTHS
1. Positive relationships between the
1.
management and the employees 2.
2. Working reward systems for
3.
performance
3. Employee loyalty
4.
4. Use of Information Systems
5. Good financial standing
5.
6. Good reputation
6.
7. Customer loyalty
2.
7.
OPPORTUNITIES
1. Integration with similar
companies
2. New
technology
and
innovations available in and
out of the country
3. Free trade with ASEAN
countries
4. Continuous growth of the
agriculture industry despite
entrance of typhoons in the
country
S5, S6 & O1
With a good reputation and an
equally good financial standing,
the company could do horizontal
integration to absorb the product
lines of other companies of a
similar nature.
WEAKNESSES
No R&D initiatives
Weak marketing strategies
Absence of introduction of new
products
Bureaucratic procedures in terms
of paperwork
Centralized decision-making
Low level of entrepreneurial
behavior
Lacks Mission, Vision and Long
Term Objectives
W2, W3, W4 &O2
With todays new technology, a
lot can be improved within the
company. New products can
easily be researched on with
regards to its ingredients and be
made with new machines. The
company can be marketed
around the web with everyone on
it every single day. And
bureaucratic procedures can be
eliminated with todays new
systems.
S5 & O2
Using its financial standing as a
leverage, the company should take
on
new
technology
and
innovations that would help
develop new products or improve
old ones, also making operations W4, W5 & O2
more efficient, in turn making it The company could automate
grow.
business processes to be at par
with industry standards in
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S6 & O3
Having a good reputation to back
them up, the company should use
the free trade policies with
ASEAN countries to acquire more
customers, broaden its markets,
and increase its revenue.
THREATS
1. Entry of competition from Use unutilized funds for market The company could incorporate
14
unfortunate experience with research and development, as well, because the researcher of the
company started a competing company after gathering highly valuable information from Bughaw
Multilines Corporation.
With a competitive advantage of being in the business for 28 years, Bughaw Multilines
Corporation is now at a standstill in terms of increase in the market share, which is now shared
among a multitude of competitors. In line with this, the group came up with the problem, how
could entrepreneurial activity enable Bughaw Multilines Corporation to maintain its competitive
advantage over local and foreign competition.
How could entrepreneurial activity enable Bughaw Multilines Corporation to maintain its
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