Marketing Strategies and Financial Performance of MPCs in NV Final 2

Chapter I
INTRODUCTION
Background of the study
The world is engaged in countless transactions and events every day. Some are
noticeable, while others seem trivial and insignificant. Among those unnoticeably
important things are numerous businesses with various forms and distinct features. As
such, business operations significantly impact a nation and the movement of the world as
well. Thus, business operations in a country are as significant as the spine in a human
body because every activity has societal impacts.
One of the businesses operating worldwide is cooperative. As they compete with
larger firms and other business entities, cooperatives face numerous challenges. When it
comes to dealing with the members, they have to be more responsive to their growing
needs and be proactive to beat development tasks. Cooperatives are tasked with
emphasizing not only the conception of their products and services but also their
promotion, in order to further develop. Hence, marketing strategies take place which are
used to improve the organization's ability to thrive efficiently and effectively alongside
competitors and business alliances. Cooperatives' marketing has many strategies, but all
of these strategies have one goal. Such a goal is to promote the organization's products or
services by increasing the satisfaction of customers.
Alternatively, cooperatives operate as businesses and use funds, entailing
financial concerns. In the case of organizations, including cooperatives, financial
performance measures the monetary outcome of their operations. The financial

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performance of the cooperatives is an excellent basis for decision-making on the part of
the members, the management, the government, and the general public.
In the context of the Philippines, Chungyas & Trinidad (2021) and Lab-oyen
(2018) identified some issues and challenges encountered by micro and small
cooperatives. One financial factor is that small and micro cooperatives have limited
capital for operations. Aside from that, cooperatives that wish to augment their limited
resources may embark on savings and time deposits but cannot do so because the law
provides that it is for a specific purpose by the provisions of the articles of cooperative
and by-laws; otherwise, the unrelated earnings can be considered taxable.
Furthermore, Lab-oyen (2018) acknowledged employees' lack of knowledge of
some accounting procedures and emphasized the need for these cooperatives' assistance
in complying with Cooperative Development Authority (CDA) requirements. From the
analysis on the financial performance of the cooperatives in the region of Ifugao,
Chungyas & Calara (2018), it was concluded that all cooperatives have borrowings but
are capable of paying their short-term debt when it becomes due. Although the computed
current ratio is below 2, it is still considered good since the cooperative had current assets
to pay off its debt when it became due.
Additionally, a study on financial performance in Cagayan Valley, another region
in the Philippines, was conducted where all the evaluated cooperatives have an overall
unsatisfactory financial performance and require immediate remedial attention. They
have a high probability of failure and will likely require liquidation. The senior managers
identify six (6) problems as being of great importance or being pressing problems. These
are (1) insufficient operational capital; (2) too much dependence on borrowed capital; (3)
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lack of development plans, budgets, and operational policies; (4) lack of harmonious
relationships within the organization; (5) lack of networking or alliances; and (6) high
incidence of past-due loans or low receivable turnover (Cammayo, 2020). All these
problems need immediate and appropriate decisions and actions for the success of the
cooperatives and to increase their role in development.
In the local context of the province of Nueva Vizcaya, though the products and
services offered by cooperatives are nearly alike, they vary due to factors that correspond
to their locations and the background of members who serve as clients and customers.
With the similarity of manual operations executed and applied by cooperatives as
mandated by CDA, their level of growth differs. Some increase the number of recruited
members faster than others, while the latter can be quicker in a different way than the
former. As far as cooperatives in Nueva Vizcaya are concerned, specific research about
organizations' marketing strategies and financial performance is rare.
Moreover, with the current situation the world is facing due to the pandemic that
hit and affected not only a part of this world but the whole of it, it is also an excellent task
for cooperatives to thrive. They are under pressure to promote their products and services
while also ensuring the well-being of their members and clients. With the
abovementioned effects on marketing strategies and financial performance of
cooperatives, including the challenges and opportunities posed by contemporary times, it
is evident that their importance is vital. Marketing strategies and financial performance
may be distinct in nature and function, but both are significant factors in developing
cooperatives. Coupled with the presence of these factors in the operational transactions of
cooperatives is the critical situation they bring about. Issues and problems arise from
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nowhere and whenever possible, while each cooperative continually aims for success in
every way.
The reasons above motivated the researcher to conduct a study investigating the
influence of marketing strategy on the financial performance of cooperatives in Nueva
Vizcaya. The findings of the study provide a basis for assisting cooperatives in bridging
the gap between success and survival.
Statement of the Problem
The purpose of this research was to see how marketing strategy influenced the
financial performance of Multipurpose Cooperatives (MPCs) in Nueva Vizcaya.
Specifically, the problems addressed to achieve a concrete and reliable outcome
regarding multipurpose cooperatives in Nueva Vizcaya were the following:
1. What is the profile of the MPCs in terms of?
2. What are the marketing strategies used by MPCs?
3. What is the financial performance of MPCs based on profitability; liquidity;
and solvency?
4. Is there a significant difference between the MPCs‘ profile and marketing
strategies?
5. Is there a significant difference between the MPCs‘ profile and financial
performance?
6. Is there a significant relationship between marketing strategies and financial
performance?
7. What are the possible recommendations to MPCs for strategic planning?

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Objectives of the Study
The study's overall goal was to investigate the influence of marketing strategies
on MPCs financial performance in Nueva Vizcaya.
Specifically, it aimed to:
1. Assess the profile of MPCs in terms of
a. asset size,
b. number of members,
c. number products and services,
d. area/s of operation,
e. years of operation, and
f. business‘ expansion;
2. Evaluate the marketing strategies used by MPCs in terms of the Marketing
Mix (7Ps) as follows
a. product,
b. price,
c. place,
d. promotion,
e. physical asset/evidence,
f. people/personnel, and
g. process/procedure management;
3. Analyze the financial performance of MPCs in terms of the following
a. profitability,
b. liquidity, and
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c. solvency;
4. Determine if there is a significant difference between MPCs' profiles and
marketing strategies;
5. Determine if there is a significant difference between MPCs‘ profiles and
financial performance;
6. Determine if there is a significant relationship between MPCs‘ marketing
strategies and financial performance; and
7. Propose possible recommendations to MPCs for strategic planning.
Hypotheses
1. Hó: There is no significant difference between the MPCs‘ profiles and marketing
strategies;
2. Hó: There is no significant difference between the MPCs‘ profiles and financial
performance; and
3. Hó: There is no significant relationship between the MPCs‘ marketing strategies
and financial performance.
Significance of the Study
The following organizations, departments, and institutions are expected to greatly
benefit from the findings of the study:
Government Agencies and Other Government Departments. This study would
help the Cooperative Development Authority (CDA) and government offices such as the
Provincial Cooperative and Enterprise Development Office (PROCEDE), Municipal
Local Government Unit, and Barangay Local Government Unit in supporting and
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sustaining cooperatives within their jurisdiction. Programs and projects offered by the
government agencies and other departments enable the development of strategies and
policies of cooperatives towards the continual promotion of their viability and growth.
Managers, Employees and Members of Cooperatives in Nueva Vizcaya.
Innovation is one of the strategies used by business organizations to introduce and
promote their products and services. Through this study, cooperatives would adopt
strategies to be used in enhancing their products and services. Policies to be
recommended in this study would be a sound basis for managers and employees of the
cooperatives to upgrade their current operating procedures. As the operating procedures
of the cooperatives could be enhanced through this study, the welfare of the members
could be enriched, too.
Nueva Vizcaya State University and Other Higher Education Institutions.
Few, if not most, of the cooperatives collaborate with local universities or colleges to
provide higher education in the area. Thus, this study intended to inspire people in the
academe to continually share their knowledge and expertise on managerial and technical
activities through the conduct of training, workshops, and seminars that involve members
of cooperatives. This study aimed to motivate administrators and educators to fulfill their
callings by providing quality education to students. Hence, potential entrepreneurs,
administrators, and workers could be trained through formal education.
The Society and Community. As programs, projects, and activities of
cooperatives can be developed through this study, prosperity can be at hand. With such,
more opportunities can be offered to the members of the society and lives can progress
when such chances are seized.

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Future Researchers. The results of this study could deepen the understanding of
other researchers in the same field. The findings of this study can be used as a source of
secondary data in their respective future-related researches.
Scope and Delimitations of the Study
The study dealt primarily with the Multipurpose Cooperatives in Nueva Vizcaya
which were officially registered under the Cooperative Development Authority (CDA),
which regulates them as well. The MPCs‘ categories involved in this study were small,
medium, and large multipurpose cooperatives. Micro, the smallest category, was left out
of this study even though it was similarly important in terms of nature because most of
them were still in the early stages of operation. The majority of them were perceived to
be challenged in terms of operation and, hence, they are not considered participants in the
study since they were more appropriately considered beneficiaries than participants, who
would be the study's primary beneficiaries subsequent to the crafting of
recommendations.
Furthermore, the study focused on marketing strategies and the financial
performance of MPCs in Nueva Vizcaya. As to marketing strategies, the Marketing Mix
7Ps were the selected ones, such as product, price, place, promotion, physical assets,
people/personnel, and process/procedure management. In terms of the MPCs' financial
performance, indicators such as profitability, liquidity, and solvency were considered.
Hence, they were sound instruments that could measure the financial performance of a
cooperative. The data requested and gathered from respondents were financial statements
for the Calendar Year 2019, as this is the last accounting year before the COVID-19
Pandemic struck. The financial data for the calendar year 2020 was not taken into
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account, despite the fact that it ought to be the latest year because it was not under the
normal circumstances for cooperatives.

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Theoretical Framework
Marketing strategy is related to the creation of a marketing mix that enables a
business to achieve its objectives in the targeted market according to Agic et al. (2016)
while marketing mix is a tactic that works best when it is implemented regularly or semi-
regularly as a structure for planning, executing, evaluating, and re-evaluating a firm's
marketing activities. (Langford, 2021). It is a concept that is said to have been developed
by professor and academic, Neil H. Borden, who elaborated on James Culliton‘s concept
of business executives being mixers of ingredients. The marketing mix was later refined
by professor and author, Jerome McCarthy, to specifically include four key components:
Product, Place, Price, and Promotion. The 4Ps then paved the way for two modern
academics, Booms and Bitner, who, in 1981, saw three additional factors that served a
great purpose: Physical Evidence, People, and Process. This formed the extended
marketing mix that we know today as the 7 Ps of the marketing mix (Langford, 2021). It
was believed then that the marketing mix 7Ps is vital to any business firm, which
included a cooperative, for achieving a good marketing strategy stand.
Meanwhile, the analysis of financial statements is a process of evaluating the
relationship between the component parts of a financial statement to obtain a better
understanding of the firm‘s position and performance (Ganga et al., 2015); whereas, the
financial performance of cooperatives is a very good basis for decision-making on the
part of the members, the management, the government, and the general public. It is the
best indicator to define the stability, profitability, and competitiveness of the business
through the mentioned indicators which were profitability, liquidity, and solvency as
mentioned by Chungyas & Trinidad (2021). Cooperatives‘ financial performance should

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be improved for their success and to increase their role in development. The success of
cooperatives relied heavily on the financial management policies formulated by the
BODs and implemented by the management staff. This is one very important indicator of
success as mentioned by Cammayo (2020).
Wadsworth (2019) said in one of his case studies that cooperatives view strategic
planning as more than a prescribed set of procedures. They saw it as part of
management‘s dedication to think, make decisions, and take action given the
organization‘s strengths, weaknesses, opportunities, and purpose. Thus, the outputs of the
study were the recommendations to MPCs for Strategic Planning.
Research Paradigm
The study, as depicted in the Figure 1 on page 12, had two distinct variables:
independent and dependent variables. The Profile of Multipurpose Cooperatives and
MPC Marketing Strategies were independent factors. Specifically, the profile of the
MPCs as independent variables are the asset size, location, number of members, products
and services offered, years of operation, and business expansion; while the marketing
strategies involved are the marketing mix 7Ps, which is composed of product, place,
price, promotion, physical evidence/assets, people/personnel, and process/procedure
management.
The financial performance of MPCs in terms of profitability, liquidity, and
solvency have been the dependent variables. Accounting formulas were used to calculate
the outcome of these indicators. The findings were used as a basis for strategic planning
recommendations.
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DEPENDENT
VARIABLES
INDEPENDENT
VARIABLES
1. Profile of
Multipurpose
Cooperatives Financial
a. asset size Performance of
b. location Multipurpose
c. number of
Cooperatives
members
d. number of
products and services a. Profitability Recommen-
e. years of operation b. Liquidity dations to
f. business expansion c. Solvency Multipurpose
Cooperatives
2. Marketing Strategies
of MPCs (Marketing for Strategic
Mix/7 Ps) Planning
a. product
b. price
c. place
d. promotion
e. physical
evidence/assets
f. people/personnel
g. process/procedure
management
Figure 1: Paradigm of the Study

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Operational Definition of Terms
The terms defined below were following their operational usage/purpose in this
study and were excerpted and based on the provisions stipulated in Republic Act 6938 or
the Cooperative Code of the Philippines, the studies of Anjani et al. (2018), Chungyas &
Trinidad (2021), and the COOP-PESOS Standards.
Cooperative is a duly registered association of persons, with a common bond of
interest, who have voluntarily joined together to achieve a lawful common social or
economic end, making equitable contributions to the capital required and accepting a fair
share of the risks and benefits of the undertaking, following universally accepted
cooperative principles.
Financial analysis is a special accounting technique regularly done by
cooperatives that aims to formulate a diagnosis and prognosis relative to the financial
situation or financial performance.
Financial performance is the process of measuring in monetary form the result
of a cooperative‘s operations. These results are reflected in the financial statements of the
cooperative, which are usually prepared regularly. The financial performance of the
cooperatives is a very good basis for decision-making on the part of the members, the
management, the government, and the general public. It can be reflected in terms of
various indicators, such as:
Liquidity measures the cooperatives‘ ability to service their members'
deposits on time. It is one of the most important goals of working capital

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management and the central task of revenue optimization and the cooperative‘s
financial performance. It shows if the cooperatives can pay its obligation when
they become due.
Profitability is a measurement of efficiency – and ultimately its success
or failure. A further definition of profitability is a business's ability to produce a
return on an investment based on its resources in comparison with an alternative
investment.
Solvency is the ability of a cooperative to meet its long-term debts and
financial obligations. Solvency can be an important measure of financial health,
since its one way of demonstrating a company‘s ability to manage its operations
into the foreseeable future.
Financial performance analysis is the process of evaluating the relationship
between parts of financial statements to obtain a better understanding of the cooperative‘s
position and performance.
Financial statements are formal records of the financial activities of the
cooperative. They are usually audited reports generated by which the information
accumulated and processed in financial accounting are reflected and periodically
communicated to those members, government agencies, and other significant entities.
Marketing is everything related to selling/promoting the cooperative‘s
product/services: assessing needs, defining markets, storing, certifying, promoting, and so
on.
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Marketing mix is a set of tools by which a cooperative achieves its marketing
goals in their target markets. In this study, it refers to the 7Ps as follows:
Product is the cooperatives‘ different activities/processes offered to their
members/clients that encourage thrift and savings mobilization among them and,
in turn, promote and advance their economic, social, and educational status. Such
are time deposits, savings deposits, loan services, and others.
Price is the cost set and assigned by the cooperative to each product or
service made available for purchase and utilization by the client-members in order
to benefit from its production. This can be done using a variety of techniques,
including target return pricing, mark-up pricing, and more.
Place is the place where the cooperative's office, satellite, or branch is
located and where business with clients or members is conducted.
Promotion is the methods/strategies used to promote the cooperative‘s
products and services, including the advertisement using mediums such
signboards, printed pamphlets and others. Also, it is advertising the cooperatives
products/services with the provision of health and mortuary aids, the distribution
of freebies and giveaways during general assemblies, the awarding of
scholarships to deserving members, and the provision of benefits to members.
Physical assets are the physical properties and conditions in the place/s of
cooperatives, whether main or satellite branches including the/their surrounding
area/s.
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People/personnel are the persons involved in the activities and processes
carried out and implemented by cooperatives, such as the cooperatives‘ staff or
employees. This also involves the undertakings made by the cooperative for the
welfare of the staff and employees.
Process/procedure management is the method and sequence employed
by the cooperative in the offering of its services to client-members.
Marketing strategy is the plan, scheme, and actions taken by cooperatives for the
development and promotion of their products and services.
Multipurpose Cooperative is a type of cooperative that combines the business
activities of two (2) or more of these different cooperatives. With the enactment of R.A.
6938, almost all cooperatives in the country are now registered as multi-purpose
cooperatives, allowing them to perform more than one function at the same time: credit,
marketing, purchasing, and joint resource utilization.
Strategic planning is a regular activity done by the cooperative‘s staff and
approved by the board of directors for the development, implementation, and evaluation
of strategies that enable a cooperative to achieve its goals, including measurement,
feedback, and control.

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Chapter II
REVIEW OF RELATED LITERATURE
In this chapter, components and mechanisms of cooperatives, their marketing
strategies, and financial performance are discussed as they are the focus of this study.
Concepts and principles of cooperatives are tackled first and specific concerns about the
multipurpose cooperative, as one of its types, which is the center of the study, are
reviewed using various related literature. Also, the marketing strategies applied by the
multipurpose cooperatives, specifically the Marketing Mix 7Ps, such product, price,
place, promotion, physical assets, people/personnel, and process/procedure management
were discussed and financial performance with the indicators used, such as, profitability,
liquidity, and solvency were explained.
This section of the study thoroughly discussed the related literature following the
sequence of its statement of the problems and objectives.
General Concepts and Principles of Cooperatives
Internationally, a cooperative is defined as an autonomous association of persons
united voluntarily to meet their common economic, social, and cultural needs and
aspirations through a jointly owned and democratically controlled enterprise by the
International Cooperative Alliance (ICA), as mentioned by Karakas (2019). The
principles are: voluntary and open membership; democratic member control; member
economic participation; autonomy and independence; education, training, and
information; cooperation among cooperatives; and concern for the community. Also,
"Cooperatives are based on the values of self-help, self-responsibility, democracy,

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equality, equity, and solidarity." In the tradition of their founders, cooperative members
believe in the ethical values of honesty, openness, social responsibility, and caring for
others (ICA, 2006).
Etymologically speaking, the word "cooperation" is divided into two terms: "co"
is a prefix that means "together," and "operari" also means "to work." Thus, cooperation
as the pillar of a cooperative is justified by its sense of working together, as it envisions
being the community's catalyst for progress and significantly contributes to societal
integration, employment opportunities, and poverty reduction. This goal is established in
the context of unprecedented health and economic crises, which have been significantly
exacerbated by the current novel virus, COVID-19. Cooperatives in industry services are
reorganizing themselves, finding strength in the people and communities they serve
(CICOPA, 2021).
Locally defined, it is a duly registered association of persons, with a common
bond of interest, who have voluntarily joined together to achieve a lawful common social
or economic end, making equitable contributions to the capital required and accepting a
fair share of the risks and benefits of the undertaking in accordance with universally
accepted cooperative principles as stipulated in Republic Act No. 6938, which is also
known as the Cooperative Code of the Philippines. It is also declared in the same act that
there is a policy for the State to foster the creation and growth of cooperatives as a
practical vehicle for promoting self-reliance and harnessing people's power towards the
attainment of economic development and social justice. Every cooperative shall conduct
its affairs according to Filipino culture and experience and the universally accepted
principles of cooperation, including Open and Voluntary Membership, Democratic

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Control, Limited Interest in Capital, Division of Net Surplus, Cooperation Education and
Cooperation among cooperatives.
Further, a cooperative is as an organization that comprises a voluntary network of
individuals who own or control a business that distributes benefits based on use or
ownership where ownership is primarily weighted equally across individual members
(Atman, 2016).
At present, cooperatives have acquired various extended definitions as determined
by several factors surrounding them. It is defined as an autonomous association of
persons united voluntarily to meet their everyday economic, social, and cultural needs
and aspirations through a jointly-owned and democratically-controlled enterprise by the
International Labour Organization (ILO). On the other hand, it is generally defined as an
organization comprising a voluntary network of individuals who own or control a
business that distributes benefits based on use or ownership where ownership is primarily
weighted equally across individual members (Atman, 2016). Masuku et al. (2016)
distinguished the cooperative features in their seven cooperative principles, which
include (1) voluntary and open membership; (2) democratic member control; (3) member
economic participation; (4) autonomy and independence; (5) education, training, and
information; (6) cooperation among cooperatives; and (7) concern for the community.
From a worldwide perspective, cooperatives have increasingly become the
sources of secured employment and income for millions of the world‘s population. Over
800 million people are members of adequate funds are raised at the minimum cost and
that they are used wisely, as mentioned by Bekele et al. (2015) as one of the compilations
of the International Cooperative Alliance (ICA).

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Meanwhile, cooperatives are no longer a new idea in the Philippines. The country
now uses existing laws and policies to guide and facilitate its operations in the
Philippines. Republic Act 6938, which is also known as the Cooperative Code of the
Philippines, stipulates that a cooperative is a duly registered association of persons with a
common bond of interest who have voluntarily joined together to achieve a lawful
common social or economic end, making equitable contributions to the capital required
and accepting a fair share of the risks and benefits of the undertaking according to
universally accepted cooperative principles. Under Article 23 of the said law,
cooperatives are credit, consumer, producer, marketing, service, and multipurpose.
In the country, the International Cooperative Research Group (ICRG, 2019)
identified that the most prevalent form of cooperative is the multipurpose cooperative,
which came into being to meet members' emerging needs and priorities. A multipurpose
cooperative performs more than one function. It combines two or more business activities
of different types of cooperatives. In terms of membership, cooperatives are categorized
into primary (whose members are natural persons), secondary (whose members are
primaries), and tertiary (whose members are secondaries upward to one (1) or more apex
organizations).
Republic Act 6939 was created, enacting the Cooperative Development Authority
(CDA) to promote the viability and growth of cooperatives as instruments of equity,
social justice, and economic development; defining its powers, functions, and
responsibilities; rationalizing government policies and agencies with cooperative
functions; supporting cooperative development; transferring the registration and
regulation functions of existing government agencies to cooperatives as such and

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consolidating the same with authority; appropriating funds therefore; and for other
purposes.
A Multi-purpose Cooperative (MPC) is one of the types of cooperatives that
combines two (2) or more of these different cooperatives‘ business activities. With the
implementation of R.A. 6938, almost all cooperatives in the country are now registered as
multi-purpose cooperatives to simultaneously undertake more than one (1) function.
Cooperative’s Profile
Asset size
Asset size is the total market value of the securities in a fund. It can also be
referred to as assets under management (Chen, 2022).
Under Cooperative Development Authority (CDA) Memorandum Circular No.
2007-07, "Revised Categorization of Cooperatives as Amended," cooperatives are
categorized based on total assets, such as Three million pesos (PHP 3,000,000.00) as
micro, Three million and one pesos (3,000,001.00) to Fifteen million (15,000,000.00) as
small, Fifteen million and one pesos (15,000,001.00) to One hundred million
(100,000,000.00) as a medium, and above One hundred million and one pesos
(100,000,001) as large.
A cooperative shall provide maximum economic benefits to its members, teach
them efficient ways of doing things, and new ideas in business and management,
allowing lower-income groups to increase their assets and net worth (R.A. 6938, Art. 7).
In the Philippines, CDA‘s 2016 official data show that a significant number of
cooperatives have grown in asset size and upgraded their classifications in recent year.
CDA‘s Annual Report 2017 noted significant growth in cooperatives‘ asset size since the
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previous reporting period wherein (a) 70 micro cooperatives have graduated to either
small or medium size; (b) 29 small cooperatives have graduated to either medium or large
size; (c) 12 medium cooperatives have graduated to large size, and (d) 58 large
cooperatives have increased their asset size.
Members
Stipulated in RA 6938, a member of a cooperative is any natural person who is a
citizen of the Philippines. A cooperative or nonprofit organization with legal personality
is eligible for membership in a cooperative if the applicant meets the requirements
outlined in the bylaws: that only natural persons may be admitted as members of a
primary cooperative (RA 6938, Art. 26). As per kinds of membership, a cooperative may
have two (2) kinds of members, to wit: (1) regular members and (2) associate members.
A regular member is entitled to all the rights and privileges of membership. An associate
member has no right to vote or be voted on, and is only entitled to the rights and
privileges specified in the bylaws (RA 6938, Art. 27).
A cooperative member is the most important asset, and it is assumed that they
have a central position in a cooperative. Membership is ownership, as the best word and
best practice, and the best word indicates that the cooperative is a specific organization.
Also, the specific organization means the member has 2 roles, i.e., the role as owner and
user of the cooperative service, according to Cropp et al. (2004) as quoted by Prameka et
al. (2018).
Products and Services
One of the purposes of organizing a cooperative is to provide goods and services
and other requirements to the members, as stated in Article 6 of RA 9520, also known as
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the Philippine Cooperative Code of 2008. Furthermore, the primary objective of every
cooperative is to help improve the quality of life of its members. To that end, the
cooperative shall strive to provide goods and services to its members in order for them to
increase their income, savings, investments, productivity, and purchasing power, as well
as to promote equitable distribution of net surplus among themselves through maximum
utilization of economies of scale, cost-sharing, and risk-sharing (Article 7, RA 9520).
Area of operation
Cooperatives can be located anywhere, whether in urban, rural, or barangay-based
areas, since a group of fifteen (15) or more having a common bond of interest and
residing or working in the intended area of operation may organize a cooperative as
mentioned in Article 10 of RA 6938. Moreover, in the same Republic Act (RA 6938), it
is stated under Article 23 that in terms of territory, cooperatives shall be categorized
according to areas of operations that may or may not coincide with the political
subdivisions of the country.
Years of Operation
A cooperative shall exist for a period of not more than fifty (50) years from the
date of registration, unless dissolved sooner or extended. The cooperative term, as
originally stated in the articles of cooperation, may be extended for periods not exceeding
fifty (50) years in any single instance by an amendment of the articles of cooperation,
following this code: Provided, however, that no extension can be made earlier than five
(5) years before the original or subsequent expiry date/dates, unless the authorities
determine that there are justifiable reasons for an earlier extension (Article 10, RA 9520).
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Business expansion
Cooperatives are declared to be promoted in terms of growth and expansion.
Under RA 9520, Article 86, the reserve fund of the cooperative shall not be utilized for
investment, other than those allowed in the code rather such sum of the reserve fund over
the share capital may be used at any time for any project that would expand the
operations of the cooperative upon the resolution of the general assembly.
A report by the CDA on 2020 is about the ICTUS Premiere Multipurpose
Cooperative‘s story, wherein in the efforts to bring the services closer to the members,
many branches were added. Koronadal Branch (2008) and Tboli Branch (2010) were
opened. After successfully opening these two branches, Lake Sebu, Isulan, Sto. Nino,
Calumpang, General Sanots City, Tacurong, Kiamba, Glan, Sarangani Province, Banga,
Norala, and Polomolok were added to the list of ICTUS branches. Reports mentioned
show that multipurpose cooperatives are growing and expanding as per asset size and
number of branches.
Marketing Strategies
Marketing was originally defined as "the combination of factors that must be
considered before certain sales or promotional activities can be undertaken" by Bartels
(1977) and cited by Zhang (2021). Also, it is a company's strategy or plan to differentiate
it from competitors by leveraging its strengths to improve customer satisfaction with their
products or services according to Bahador (2019). In line with this, the marketing
literature broadly indicates that a firm‘s marketing efforts impact its marketplace and
economic performance through the formulation and implementation of specific patterns
of resource deployment designed to achieve marketing objectives in a target market

25
(Katsikeas et al. 2016). Further, it is a tool to engage with customers, and without it,
engagement with customer is practically impossible. And in more sense, marketing
doesn‘t mean you push your customers with offers, it involves providing them with
relevant information about the products, services, and business (Valverde, 2021).
The use of marketing strategies is implemented by most Cooperatives worldwide.
The marketing strategy has become a relevant tool for any organization to remain
competitive and become more substantial than other competitors. The most critical
objective in any business organization is to identify and satisfy customers, and therefore,
marketing is central to any business (Daniel, 2018). It is also a strategy that organizations
use to provide their target customers with quality products at affordable prices, to offer
effective promotional strategies, and to interact with their distribution outlets, creating
demand for their products and increasing performance (Gituma, 2017). On a macro level,
Madura (2011) espoused that innovative and creative marketing strategies are crucial for
deposit mobilization success. For example, Wambua et al. (2017) stated that Savings and
Credit Cooperatives (SACCOs) in Kenya used the following strategies: use of
advertising, market segmentation, sales promotion, member education, and sales
leadership.
Marketing strategy determines the choice of target market segments, positioning,
marketing mix, and allocation of resources. It is most effective when it is an integral
component of overall firm strategies, defining how the organizations will successfully
engage customers, prospects, and competitors in the market arena of corporate strategies,
corporate missions, and corporate goals. As the customer constitutes a company‘s
revenue, the marketing strategy is closely linked with sales (Marketing Strategy, n.d.).
26
In a study on Savings and Credit Cooperatives (SACCO) in Kenya, the following
marketing strategies were used to wit: Use of Advertising, Market Segmentation, Sales
Promotion, Members' Education, and Sales Leadership (Wambua et al., 2017). Many new
marketing concepts and strategies are emerging in this globally changing environment of
cooperatives. In exploring small businesses‘ marketing strategies in New York, Paii
(2017) concluded that four themes are emerging: marketing knowledge and planning;
market research; customer acquisition and retention; and online marketing. Such
strategies help one have a wealth of information about customers and prospective clients.
It also helps business owners form a comprehensive strategic marketing plan and promote
products to drive the long-term success of the business, and it demonstrates that the
quality of products and service is a core value of the business and increases customer
retention. The marketing mix strategies include all the firm's responses in ensuring that
the target market positively influences their product demand. As further highlighted by
Muchiri (2016), firms that aspire to meet customer needs often have to focus on
understanding the customers and developing appropriate strategies to improve their
performance. Raewf & Thabit (2018) emphasized that our modern era's most crucial
marketing strategy is the marketing mix (MM), which has developed from one element to
multiple elements Also, Anjani et al. (2018) mentioned the definition of "marketing mix"
as a combination of market activities for specific goods or services over a given period
and in a particular market.
Cooperatives' marketing has many strategies, but all these strategies have one
goal. Such a goal is to promote the organization's products or services by increasing the
satisfaction of customers. He emphasized that our modern era's most crucial marketing
27
strategy is the marketing mix (MM), which has developed through time from one element
to multiple elements (Raewf & Thabit, 2018).
As mentioned in a study, the marketing mix concept was first introduced in 1950
by Neil Burdon, known as the 4Ps. This model is powerful tools that could help
marketers define marketing strategies. It could be argued that the majority of programs
and marketing decisions based on one of these four areas were adopted. In different
contexts, the 4P marketing concept is accepted as a principle. The 4Ps stand for product,
price, promotion, and place. The origin of the marketing mix concept, came from the
single P (price) of the theory of microeconomics (Chong, 2003) after a while. McCarthy
(1964) introduced the MM as the (4Ps), which were price, place, product, and promotion,
as a way of clarifying marketing planning in practice (Bennett, 1997). Kent (1986) refers
to the 4Ps of the MM as the holy quadruple of the marketing faith written in tablets of
stone. MM has been extremely influential in informing the development of both
marketing theory and practice (Möller, 2006). Grönroos (1994) clarified the main reasons
for the MM as a powerful concept to make marketing seem easy to handle, to allow the
separation of marketing from other activities of the organization, to delegate the
marketing tasks to specialists, and to change an organization‘s competitive position by
activating the components of the MM (Manafzadeh & Ramezani, 2016).
It was also emphasized that MM is a conceptual framework, not just a scientific
theory that clarifies the leading decision-making managers‘ efforts to configure the
offerings to suit consumers‘ needs. So, for developing strategies for the long term and
tactical programs for the short term, MM can be used as a tool to do that. MM can be
defined as the most important marketing term (Raewf & Thabit, 2018). MM represents
28
marketing managers‘ essential activities. After choosing a target market, marketing
managers have a systematic plan to sell to customers and develop long-term
relationships.
The pillars of marketing were known as the 4Ps, which stand for Product, Price,
Place, and Promotion (Bahador, 2019). However, as customers are becoming more
sophisticated, three further P‘s were added, mainly for service industries, namely People,
Process, and Physical Environment. Moreover, the beliefs of experts in the field of
marketing have been raised over time. Vahid & Yasanallah (2012) underscored Booms
and Bitner‘s belief that services need another type of marketing and a different type of
marketing mix. For the same reason, they distinguished service marketing from product
marketing. In their marketing mix, three Ps, namely physical assets, personnel, and
procedures, were added, and finally, 7Ps were shaped.
The Marketing Mix 7Ps
Product
It refers to the different activities and processes of cooperatives offered to their
members/clients which encourage thrift and savings mobilization among them and, in
turn, promote and advance their economic, social, and educational status. In addition,
Kotler (2016) said that a product is anything that can be offered to a market for attention,
acquisition, use, or consumption. It includes physical objects, services, personalities,
places, organizations, and ideas. Besides, a product is a set of tangible and intangible
attributes, including packaging, color, price, manufacturer, and retailer's prestige and
services, which the buyer may accept as offering the satisfaction of wants and needs
(Stanton, 2016).
29
Price
It is the cost assigned to each product endured by customers to achieve the
advantages it generates. According to Kotler (2016), price is the amount of money
charged for a product or service. A product or service price is the total amount that is
being exchanged by the customer to obtain a benefit from the product or service.
Moreover, it is the amount of money or goods needed to acquire some combination of
other goods and its company's services. Price is the element of the marketing mix that
stable in a certain period but at one moment the price might be increased or decreased
and price become the single element that revenue from the selling (Stanton, 2016).
Place
It is the managerial decision on where members/clients of the cooperatives should
be provided with services, and it may include electronic or physical distribution channels.
It is where various transactions of the company are undertaken to make the product
accessible and available to a target customer. Many activities are held by the company to
make their product easy to obtain and available to the targeted customer. The decision
about the location and channel used to provide services to the customer involves thinking
about how to deliver or accomplish the services to the customer and where they have to
be performed. This must be considered because in the services field, it is frequently
impossible to decide where to produce and consume at the same time. The distribution
channel must be seen as a bunch of organizations that depend on each other in the
product/service providing process to be used or consumed. The accomplishment in the
services company must cooperate with the agent and location to reach the wide spread-
out population (Kotler, 2016).

30
Promotion
It refers to the processes and strategies of advertising the cooperatives‘ products
and services. Stanton (2016) said that a promotion mix is the combination of operational
selling, salespersonship, and public relations. These are the promotional tools that help an
organization achieve its marketing objectives. According to Kotler (2016), promotion
includes all the activities the company undertakes to communicate and promote its
products to the target market.
Physical assets/evidence
It is also known as a tangible asset, is an object that has value. Physical assets are
tangible things that are either valuable in themselves or that produce value for the owner
(McMahon, 2022). Physical evidence of marketing elements includes the supporting
environment (furniture, color, layout, noise level); supporting goods, spatial, hygiene, and
equipment; and supporting facilities such as toilets, mosques, and parking lots (Kukanja
et al., 2016).
People/Personnel
They are the people involved in the activities and processes done and
implemented by cooperatives. Without people, all these other Ps will not complete a
successful marketing formula. This aspect refers to those who are employed by the
company to design, develop, and manufacture the products; do market research to
establish demand and determine customer needs; manage the supply chain to ensure
timely delivery; provide support services; and serve as touchpoints for customer
interaction, among others.

31
Process/procedure management
Process/procedure management describes the method and sequence of the service
and creates promised value to the customer by serving the demand of each customer
(Kushwaha & Agrawal, 2015).
Financial Performance
Financial performance is a subjective measure of how well a firm can use assets
from its primary mode of business to generate revenues. The term is also used as a
general measure of a firm's overall financial health over a given period. It tells investors
about the general well-being of a firm. It's a snapshot of its economic health and the job
its management is doing (Kenton, 2022).
Financial performance analysis is an effective criterion for businesses to achieve
their goals, adapt to changing conditions in the market, improve their way of doing
business and be able to take measures against possible problems. Therefore, financial
performance is an increasingly important issue not only for businesses but also for the
economies of countries. Financial performance analysis is an essential tool in evaluating
the commercial activity of businesses. This evaluation is important to many interest
groups, such as business owners, managers, suppliers, credit institutions, employees,
customers, competitors, investors, and the government. While businesses are analyzing
their financial situations, they try to calculate and evaluate the financial ratios through
statistical and econometric analysis with the data they obtain from financial statements
such as balance sheets, income statements, and cash flow statements. Evaluating the
financial status of businesses is a complex and multivariate process based on predicting
the future using historical data. Financial performance evaluation helps businesses to
32
make the right decisions and to fulfil their planning and control functions effectively
(Güngör et al., 2020).
In Crete, Greece, the financial performance of the food cooperatives includes
problems of inefficient resource allocation in their use resulting from weak management,
high loan burdening and low liquidity levels, underdeveloped marketing management,
including the absence of particular market niches and non-recognizable brand names; and
a lack of knowledge concerning the rural society as cited by Dima et al. (2016). While in
Ethiopia, it was revealed that the financial position of cooperatives in Ethiopia
(cooperative union) could not maintain a satisfactory financial performance level since
the union's liquidity ratio was unsatisfactory under the study period to meet its immediate
obligations or short-term solvency (Bekele et al., 2015).
The financial performance of cooperatives should be improved for their success
and to increase their role in development. The success of cooperatives relies heavily on
the financial management policies formulated by the BODs and implemented by the
management staff (Cammayo, 2020).
Sathyamoorthi et al. (2016) said that for many years, financial statements were
regarded as "proof" of the bookkeeper's work and were also used as the basis to form an
opinion about investment activities.
Using the financial statements, financial ratio analysis is done as it is one
quantitative tool that business managers use to gather valuable insights into a business
firm's profitability, solvency, efficiency, liquidity, coverage, and market value. Ratio
analysis provides this information to business managers by analyzing the data contained
in the firm's balance sheet, income statement, and statement of cash flows. The
33
information gathered from financial ratio analysis is invaluable to managers who have to
make financial decisions for the business and to external parties, like investors, so that
they may evaluate the financial health of the business. Financial ratios are useful tools
that help business managers and investors analyze and compare financial relationships
between the accounts on a firm's financial statements. They are one tool that makes
financial analysis possible across a firm's history, an industry, or a business sector.
Financial ratio analysis uses the data gathered from the calculation of the ratios to make
decisions about improving a firm's profitability, solvency, and liquidity (Carlson, 2020).
Indicators of Financial Performance of Cooperatives
Profitability
It is a measurement of efficiency – and ultimately its success or failure. A
further definition of profitability is a business's ability to produce a return on an
investment based on its resources in comparison with an alternative investment.
The profitability ratios are used to assess the cooperative‘s ability to earn income
for the benefit of the members. It is very important to measure the cooperative earnings
because this will direct the next step the management will take. These ratios provide a
reliable indicator for measuring the financial performance of the cooperatives. The results
of these ratios are primarily helpful to the management and the stakeholders. The
cooperative‘s overall profitability is computed by the net profit as a percentage of the
total income earned by the business (Calara & Chungyas, 2018).
Moreover, profitability ratios are the summary ratios for the business firm. When
profitability ratios are calculated, they sum up the effects of liquidity management, asset
management, and debt management on the firm (Carlson, 2020).

34
Liquidity
It refers to the balance of assets in the form of cash or readily convertible into
cash (current assets) and current liabilities (Dahiyat, 2016). It is closely related to
working capital, which is the money needed to finance the daily revenue-generating
activities of the firm.
The liquidity ratios answer the question of whether a business firm can meet its
current debt obligations with its current assets (Carlson, 2020).
Three liquidity ratios are commonly used – the current ratio, quick ratio, and cash
ratio. In each of the liquidity ratios, the current liabilities amount is placed in the
denominator of the equation, and the liquid assets amount is placed in the numerator
(CFI, 2022).
Solvency
It indicates the ability to meet a long-term financial obligation. Solvency is
traditionally viewed as arising from financing activities: firms borrow to raise cash for
operations (Dahiyat, 2016). Solvency ratios are used in insolvency management by each
organization in the form of a debt ratio and a debt to equity ratio.
Solvency ratios measure the ability of a company to pay its long-term liabilities,
such as debt and interest on that debt. It's one of many financial ratios that can be used to
assess the overall health of a company. Solvency ratios are any form of financial ratio
analysis that measures the long-term health of a business. In other words, solvency ratios
prove (or disprove) that business firms can honor their debt obligations. Solvency ratios
also help the business owner keep an eye on downtrends that could suggest the potential
35
for bankruptcy in the future. It helps analysts keep a close eye on how much debt a
company is taking on in comparison to its assets and earnings (Carlson, 2020).
The aforementioned indicators are vital accounting processes in determining the
financial performance of a cooperative. Ratio analysis could help measure financial
health of a business and help across company comparisons. They emphasized that
financial accounting ratios that are calculated using variables in the financial statements
of a business can measure managers' performance for fixing rewards; measuring the
performance of departments within an organization; projecting the future of the business;
and providing information to stakeholders such as creditors and suppliers
(Sathyamoorthi, 2016).
Profile and Marketing Strategies of Cooperatives
Savings and Credit Cooperatives (SACCO) in Kenya found out that all the
strategies, which included marketing strategies, were highly attributed to the
improvement of membership in the SACCO (Wambua et al., 2017). Over time,
cooperatives can expect increases in membership for the following reasons: (1) potential
cooperators may adopt a wait and see strategy, joining the cooperative once it makes
credible steps toward meeting objectives; (2) a cooperative may expand its territory or
merge with additional cooperatives; and (3) member-owners who have ceased transacting
with the cooperative may retain allocated equity and voting rights. Their health growth
goals could be pursued and measured in multiple ways—by revenues, by net margins, by
several members, by amount, rate, and age of patronage refunds, physical assets, market
share, and several employees. Reaching a consensus on growth objectives and metrics
becomes a potential friction point (Cook, 2018).

36
Profile and Financial Performance of the Cooperatives
Based on the study on credit cooperatives in Ethiopia, it was suggested that for an
organization to be financially sustainable, it should increase its return on assets, reduce its
debt-equity ratio, and improve deposit mobilization performance. Financial self-
sufficiency can be achieved when cooperatives are able to utilize their short-term assets
to earn cash revenues (Henock, 2018). Therefore, the more it utilizes its short-term assets,
the higher cash revenues are earned, and this leads to higher sustainability. Furthermore,
management can increase sales by expanding its area of operation and encouraging more
individuals to join. In this way, sales will not only increase but also the owner‘s equity or
the asset of the cooperative (Opata, 2014).
Relationship Between Marketing Strategies and Financial Performance
Wambua (2017) found out that marketing strategy had a positive and significant
relationship with the performance of Kenyan savings and credit cooperatives in his
regression analysis. Moreover, the relationship between ownership structure and market
strategies on the one hand, and financial performance and risk on the other, means that
market strategies can affect financial performance (Challita, 2017).
According to the findings of a study conducted in Kenya, marketing strategies and
product innovations are critical in improving the performance of dairy cooperative
societies in Meru County, with the following p-values and regression coefficients
generated: for marketing strategies (= 0.128, p = 0.006) and for product innovation (=
0.213, p = 0.031) (John Mark, 2020).
Financial as a component of a cooperative‘s performance is essential for all firms
to meet expected and contingent liquidity demands (Dahiyat, 2016).

37
On the other hand, cooperatives in Ethiopia have limited capacity to provide
output-marketing services and limited capacity and capability to improve the
effectiveness and efficiency of their input procurement and distribution services. The
output marketing infrastructure within which cooperatives operate is underdeveloped, and
cooperatives have limited access to financing to invest in improving output marketing.
(Amene, 2017).
Strategic Planning of Multipurpose Cooperatives
According to Wadsworth (2019), the phrase "strategic planning" is used to
encompass the development, implementation, and evaluation of strategies that enable a
cooperative to achieve its goals, including measurement, feedback, and control. As per
his case study, cooperatives viewed strategic planning as more than a prescribed set of
procedures. They see it as part of management‘s dedication to think, make decisions, and
take action given the organization‘s strengths, weaknesses, opportunities, and purpose.
Stipulated in the Republic Act 9520, also known as the Cooperative Code of the
Philippines, the board of directors shall be responsible for the strategic planning,
direction-setting, and policy-formulation activities of the cooperatives (RA 9520, Art.
23). Meanwhile, in the abovementioned case study of Wadsworth (2019), he shared that a
large farmer cooperative in the United States separates its many functions into major
business groups or units. These units were identified by their products, services, or
manufacturing and distribution functions. Each unit was responsible for developing
strategic plans specific to its function. Because staff interaction is important, many
employees participated in plan development. Further, the plan went to the board of
directors for review and discussion. The board approved the final plan.
38
Stressing on financial matters, the cooperative mentioned above in the same study
by Wadsworth (2019) measured the success of its strategies through an ongoing analysis
of its long-range financial estimates. Financial data analyzed and/or tracked includes
performance measures such as return on sales, return on invested capital, unit or sales
volume, and market share. The annual business plan came strongly into play each year in
a cooperative‘s strategic planning in that future planning depended on how well the
cooperative performs under its tactical business plans. Financial statements serve the
needs of different users. They provide insights into the company's business activities as
well as critical input for strategic planning, which can be used to take corrective action
and make new operating, investing, and financing decisions (Valix et al. 2020).
39
Chapter III
RESEARCH METHODOLOGY
The method of conducting the study is demonstrated in this section of the paper.
Presented are the descriptions of the research design and methods, research setting, data
gathering procedure, validation of the research questionnaire, respondents of the study,
research instrument, and statistical tools.
Research Design/Methods
The study used quantitative research. The major purposes for employing
descriptive correlational research were to describe the nature of a situation as it existed at
the time of the study and to explore the causes of the particular phenomenon.
Descriptive research is defined as a research method that describes the
characteristics of the population or phenomenon studied. This methodology focuses more
on the "what" of the research subject than the "why" of the research subject (Siedlecki,
2020).
This process went beyond the gathering of data. It involved an interpretation of
the meaning or significance of what was described. According to Borg et al. (2007), the
goal of descriptive research is to describe a phenomenon and its characteristics. This
research was more concerned with what rather than how or why something has.
Therefore, observation and survey tools were often used to gather data.
Moreover, a descriptive correlational study is a study in which the researcher is
primarily interested in describing relationships among variables without seeking to
establish a causal connection (Copeland, 2022).

40
This type of research requires quantifiable data involving numerical and statistical
explanations. Qualitative analysis hinges on the researcher's understanding of the
assumptions inherent within different statistical models. It generates numerical data or
information that can be converted into numbers. Hence, the researcher gathered data,
figures, and other relevant information about Multi-purpose Cooperatives (MPCs) in
Nueva Vizcaya to determine significantly the influence of marketing strategy on their
financial performance.
As to sources of data, both primary and secondary data were used in the study.
Primary data were gathered from respondents using survey questions, while secondary
data were gathered through requests and collection of cooperative audited financial
statements and other reports.
Locale of the Study
The study was undertaken in Nueva Vizcaya, the region that was recently
recognized as the "Amazing Hub for All" (AHA). The fifteen (15) municipalities that
make up the province are Ambaguio, Aritao, Bagabag, Bambang, Bayombong, Diadi,
Dupax Del Norte, Dupax Del Sur, Kasibu, Kayapa, Quezon, Santa Fe, Solano, and
Villaverde. The province was chosen as the setting because the researcher resides and
attends school there and because it is believed to be the most suitable setting for the
respondents due to the wide range of successful multipurpose cooperatives present in the
province.
41
Data Gathering Procedure
The list of multi-purpose cooperatives in Nueva Vizcaya was requested from the
office of Cooperative Development Authority Region 2 and served as a reference in the
study.
A field of interviews through validated survey questionnaires was distributed and
facilitated to the respondents to gather and acquire data on the Profile and Marketing
Strategies of MPCs. Reports on audited financial statements were also requested and
collected from respondents during the administration of the survey questionnaires as
sources of data to determine the financial performance of cooperatives.
Furthermore, the researcher verbally addressed any questions that arose during the
interview. When some MPCs insisted on delaying their responses to the questionnaire
and the release of the audited financial statement due to busy schedules or other valid
reasons, the researcher facilitated their completion through online and mobile
texting/calling modes. Following that, retrieval of the accomplished questionnaire and
collection of the audited financial statement occurred.
Respondents of the study
As of December 31, 2019, there were one hundred eighty-nine (189) cooperatives
in the province of Nueva Vizcaya, and eighty three (83) of them were categorized as
multi-purpose cooperatives. The said MPCs were officially registered under the
Cooperative Development Authority, located in the different municipalities of the
province. Multipurpose cooperatives were classified into four sizes based on
capitalization or asset amount: Micro, Small, Medium, and Large.

42
Since the world is experiencing the COVID-19 pandemic and there are guidelines
and regulations by the Inter-Agency Task Force (IATF) on social involvement to be
abided by the researcher, purposive sampling was employed to determine the number of
respondents considered for the study. One of the IATF Protocols considered was the
regulation of appearing in the different places wherein virtual transactions were
encouraged to avoid contact with people. The purposive sampling technique, also called
judgment sampling, was the deliberate choice of a participant due to the qualities the
participant possesses. It is a non-probability sample that was selected based on the
characteristics of a population and the objective of the study (Crossman, 2020).
With the employment of the purposive sampling procedure, thirty (30) MPCs
became the respondents, which are small, medium, and large categories, of which two (2)
from each cooperative served as the participants, specifically the manager and one (1)
member of the board of directors. As a result, sixty (60) were the respondents, composed
of the thirty (30) managers and thirty (30) board of directors of the MPCs.
In probability theory, the central limit theorem (CLT) states that the distribution
of a sample variable approximates a normal distribution (i.e., a ―bell curve‖) as the
sample size becomes larger, assuming that all samples are identical in size, and
regardless of the population's actual distribution shape. Hence, sample sizes equal to or
greater than 30 are often considered sufficient for the CLT to hold (Ganti, 2022).
Shown in Table 1 of page 43 is the list of thirty (30) Multipurpose Cooperatives
in Nueva Vizcaya as of December 31, 2019 who served as the respondents in the study.
The list was requested from the Cooperative Development Authority (CDA)‘s Regional
Office.
43
Table 1. List of multipurpose cooperatives in Nueva Vizcaya who served as respondents

(As of December 31, 2019).
Category
Number Cooperative name Address according
to asset size
Agrizcaya Farmers, Traders and Bambang, Nueva
1 Small
Employees Credit Cooperative Vizcaya
Aritao Irrigators Multipurpose Aritao, Nueva
2 Small
Cooperative Vizcaya
Aritao Municipal Employees Aritao, Nueva
3 Small
Cooperative Vizcaya
Bayombong Municipal Employees Bayombong,
4 Small
Multipurpose Cooperative Nueva Vizcaya
Kasibu, Nueva
5 Capisaan Multipurpose Cooperative Small
Vizcaya
Dupax del Norte,
6 Munguia Multipurpose Cooperative Small
Nueva Vizcaya
Nueva Vizcaya Tricycle Operators
Bayombong,
7 and Drivers Multi-Purpose Small
Nueva Vizcaya
Cooperative
Bayombong,
8 NVSU Multipurpose Cooperative Small
Nueva Vizcaya
Bayombong,
9 PLT Multipurpose Cooperative Small
Nueva Vizcaya
Bambang, Nueva
10 Raymars Development Cooperative Small
Vizcaya
Saint Marys University Employees
Bayombong,
11 And Retirees Association Multi- Small
Nueva Vizcaya
Purpose Cooperative
Samahang Bisaya Multipurpose Solano, Nueva
12 Small
Cooperative Vizcaya
Solano Merchants Multi-Purpose Solano, Nueva
13 Small
Cooperative Vizcaya
Wangal Golden Multipurpose Kasibu, Nueva
14 Small
Cooperative Vizcaya
Conwap Valley Multi-Purpose Dupax del Norte,
15 Medium
Cooperative Nueva Vizcaya
Didipio Community Multi-Purpose Kasibu, Nueva
16 Medium
Cooperative Vizcaya
Gait Tuding Multipurpose Dupax del Norte,
17 Medium
Bambang, Nueva
18 Greeners Multipurpose Cooperative Medium
Vizcaya
Greengold Farmers Multipurpose Kasibu, Nueva
19 Medium
Cooperative Vizcaya
44
continuation of Table 1
Category
Number Cooperative name Address according
to asset size
Bambang, Nueva
20 TRICORD Multi-Purpose Cooperative Medium
Vizcaya
Kasibu Farmers Development Kasibu, Nueva
21 Large
Cooperativ e Vizcaya
Solano, Nueva
22 Malabing Valley Multipurpose Large
Vizcaya
Cooperative
Nueva Vizcaya Alay Kapwa Multi- Solano, Nueva
23 Large
Purpose Cooperative Vizcaya
Saint Joseph Parish Multi-Purpose
Dupax del Norte,
24 Cooperative - Belance (SJPMPC- Large
Nueva Vizcaya
Belance)
St. Catherine Parish of Nueva Vizcaya Bambang, Nueva
25 Large
Multipurpose Cooperative Vizcaya
St. Joseph Parish-Kayapa
Kayapa, Nueva
26 Multipurpose Cooperative Large
Vizcaya
(SJPKMPC)
St. Patrick Parish Multi-Purpose Kasibu, Nueva
27 Large
Cooperative Vizcaya
St. Vincent Parish Multi-Purpose Dupax del Sur,
28 Large
Tam-an Banaue Multipurpose Solano, Nueva
29 Large
Cooperative Vizcaya
United Vizcaya Farmers and
Bambang, Nueva
30 Agricultural Traders Multipurpose Large
Vizcaya
Cooperative
Source: Cooperative Development Authority (CDA) - Region 2 (2019)
Research Instrument
A survey questionnaire was utilized as the primary instrument. Included in the
questionnaire were inquiries divided into two parts: (a) profiles of MPCs and (b)
marketing strategies used or applied by MPCs.
On the profile, multi-purpose cooperatives‘ asset size, location, number of
members, number of products and services, area/s of operation, years of operation and
business expansion were asked. Moreover, marketing strategies were determined through
45
the stated statements. Some content of the questionnaire was adopted from the study of
Raewf & Thabit (2018) and modified by the researcher. Though the study was
concentrated on other business fields, various marketing strategies were specifically cited
in the series of questions, which formed the basis for crafting the proposed questionnaire.
Captured in the research instruments are the Marketing Mix 7Ps, specifically product,
price, place, promotion, physical assets, people/personnel, and process/procedure
management. The Likert five-point scale was used to identify the level of frequency. The
scoring from statements made along the range is shown in Table 2 below:
Table 2. Scale of Determining the Marketing Strategies of MPCs

Interpre-
Scale Range Description
tation
The strategy is consistently used/applied
5 4.5-5.0 Always
AT ALL TIMES.
The strategy is used/applied
4 3.5-4.49 MANY TIMES BUT NOT AT ALL Often
TIMES.
The strategy is used or applied and
3 2.5-3.49 Sometimes
OCCASIONALLY.
2 1.5-2.49 Rarely
SELDOM.
1 1-1.49 The strategy is NOT AT ALL used/applied. Never
The requested and collected audited financial reports and program papers served
as secondary data for determining the financial performance of MPCs.
Content Validation of Research Instrument
After the conduct of the thesis proposal, a content validation was executed to
determine the appropriateness, comprehensiveness, and relevance of the questionnaire
through the study. A copy of the questionnaire was distributed to six (6) experts in
business management and other related fields as recommended by the panel chair and
members during the proposal. The experts included professors, officials from various
46
sectors, and a manager of a cooperative. A copy of the survey instrument validation
rating scale was given to the said validators and was their basis in rating the crafted
questionnaires. Also, comments, suggestions, and recommendations were freely stated by
the validators in the questionnaires for its improvement.
Statistical computations were employed in the results of the rating scale scored by
the validators, and an average mean of 4.2 was generated, which indicated that the
research instrument had passed the validity test (see attached appendix A).
Statistical Tools and Data Analysis
1. The profile of MPCs was determined through descriptive statistics; the frequency
and percentage that summarized data to a single value which denoted the data set.
2. The Marketing Strategies applied by MPCs in terms of Marketing Mix 7Ps were
determined using the mean, frequency, and percentage.
3. The accounting standard formulas and ratios adopted from the COOP-PESOS, or
the Performance Standards for Credit Cooperatives and Other Types of
Cooperatives with Credit Services in the Philippines, were used to analyze the
financial performances of cooperatives. This monograph presents the set of
indicators and standards that are expected to be used by concerned regulatory
authorities, the management of credit cooperatives, and other interested parties in
assessing and evaluating the performance of credit cooperatives. Further, only the
formulas and equivalent ratings for the following indicators were adopted since
not all the indicators contained in the monograph were used in this study. Such
ratios provide a reliable indicator in measuring the financial performance of the
cooperatives according to the study of Chungyas & Calara (2018).

47
a. Profitability - Net profit as a percentage of total income earned by the
cooperatives. It measured how profitable the cooperative is.
Using the COOP-PESOS Standard Tool, the matrix to score the
results of profitability ratios is reflected in Table 3. The column labeled as
Score/Result of Ratio was the result of computation after using the
formula to get the profitability ratio, while the column labeled as Standard
Points is the equivalent points that correspond to the score/result.
Table 3. Profitability rating scale

Score/Result of Ratio Standard Points
30% and above 5
25% to below 30% 4
10% to below 25% 3
5% to below 10% 2
Below 5% 1
a. Liquidity - Current ratio and quick/acid test ratio. It measured the
ability of the cooperative to service its members‘ deposits on time.
results of liquidity ratios was reflected in Table 4. The column labeled
as Score/Result of Ratio was the result of computation after using the
formula to get the liquidity ratio, while the column labeled as Standard
Points was the equivalent points that corresponded to the score/result.

48
Table 4. Liquidity rating scale

Score/Result of the
Standard Equivalent Points
Ratio
15% and above 10
12% to < 15% 8
Not less than 9% to < 12% 6
15% 6% to < 9% 4
1% to < 6% 2
below 1% 0
b. Solvency – Debt to Total Asset Ratio and Debt to Equity Ratio. These
ratios examined the soundness of the long term financial positions of
the cooperative.
results of solvency ratios is reflected in Table 5. The column labeled as
Score/Result of Ratio was the result of computation after using the
formula to get the solvency ratio, while the column labeled as Standard
Points was the equivalent points that correspond to the score/result.
Table 5. Solvency rating scale

Standard Score/Result of the Ratio Equivalent Points
110% and above 10
100% to < 110% 8
Not less than 90% to < 100% 6
110% 80% to < 90% 4
70% to < 80% 2
below 70% 0
49
4. The significant differences between the profiles and marketing strategies and the
profiles and financial performance of multi-purpose cooperatives were determined using
the One-Way Analysis of Variance (ANOVA) or F-Test. Analysis of variance (ANOVA)
is a statistical technique to analyze variation in a continuous random variable (a
continuous random variable) measured under conditions defined by discrete factors
(classification variables, often with nominal levels). Frequently, ANOVA is used to test
equality among several means by comparing variance among groups relative to variance
within groups (Larson, 2022).
5. The significant relationships between marketing strategies and financial performance
of multi-purpose cooperatives were determined using the Spearman‘s Rank correlation,
which measures two variables‘ strength and association. According to Schober et al.
(2018), correlation is a measure of a monotonic relationship between two variables. A
monotonic relationship between 2 variables is one in which either as the value of one
variable increases, so does the value of the other variable, or as the value of one variable
increases, the other variable's value decreases.
The formula for Spearman‘s Correlation is:
whereas:
= Spearman's rank correlation coefficient

= difference between the two ranks of each observation
n = number of observations
6. The significant relationship between the marketing strategy and financial performance
of multi-purpose cooperatives was determined using the abovementioned formula.

50
Shown below was the scale used in determining the correlation between marketing
strategies and financial performance.
Table 6. Correlation scale
Point Rating scale

1.0 perfect correlation
0.71-0.99 high to very high correlation
0.41-0.70 substantial or marked correlation
0.21-0.40 light correlation
0.00-0.20 negligible correlation
51
Chapter IV
RESULTS AND DISCUSSIONS
This chapter presents the information gleaned from the administered survey
questionnaire as well as secondary data gathered from respondents. It displays the
frequency and percentage of respondents' profiles; the frequency, percentage, and mean
of marketing strategies; equivalent scores of financial performance with the
corresponding indicators such as profitability, liquidity, and solvency; significant
differences between the respondents‘ profiles and marketing strategies/financial
performance; and the relationship between marketing strategies and financial
performance.
Profile of the MPCs
A Multipurpose Cooperative (MPC) is a type of cooperative that combines the
business activities of two (2) or more of these different cooperatives. With the enactment
of R.A. 6938, almost all cooperatives in the country were now registered as multi-
purpose cooperatives, allowing them to perform more than one.
Table 7 on page 52 summarizes the profiles of small, medium, and large MPCs
according to asset size, number of members, number of products and services offered,
areas of operation, and business expansion of the respondents. It reflects the frequency
and percentage of these among the respondents.

52
Table 7. Frequency and percentage distribution of the MPCs profiles

Asset Size F % Associate Member F %
Small 12 40% 0-100 20 66.67%
Medium 8 26.67% 101-200 1 3.33%
Large 10 33.33% 201-300 2 6.67%
Total 30 100% 301-400 1 3.33%
401-above 6 20%
Total 30 100%
Regular Products and

F % F %
Member Services
0-1000 16 53.33% 5 below 15 50%
1001-2000 5 16.67% between 6 to 10 9 30%
2001-above 9 30.00% between 11 to 20 3 10%
Total 30 100% between 21 to 30 3 10%
between 31 to 40 0 0%
41 or above 0 0%
Total 30 100%
Area of Years of
F % F %
Operation Operation
Urban Area 0 0% 0-10 9 30.00%
Rural Area 20 66.67% 11-20 8 26.67%
Barangay Area 10 33.33% 21-30 4 13.33%
Total 30 100% 31-40 8 26.67%
41-49 1 3.33%
Total 30 100%
Business Expansion F %
Main Office 16 53.33%
Main Office with 1
6 20%
satellite/branch
Main Office with 2
6 20%
satellites/branches
Main Office with 3
2 6.67%
satellites/branches
Total 30 100%
Legend: f- frequency %- Percentage
53
As reflected in the Table 7 on page 52, from the population size of 30
cooperatives, 12 or 40 percent were categorized as small with regards to their asset size,
10 or 33.33 percent were large while 8 or 26.67 percent were medium. The findings
supported the Revised Categorization of Cooperatives as amended which stipulated that
those cooperatives were categorized based on total assets, (CDA- Memorandum Circular
No. 2007-07). The result on asset size was also consistent with CDA‘s Annual Report on
2019, which showed that eighty percent (80%) of cooperatives in the Philippines were
considered micro and small cooperatives. Significant growth was evident according to
CDA hence greater number of micro cooperatives has graduated into small size (ILO,
2017). It further implies that several of the MPCs in Nueva Vizcaya were small, with an
asset size ranging from three million and one pesos (3,000,001.00) to fifteen million
(15,000,000.00).
The Associate Members comprised of 20 MPCs or 66.67 percent within the range
of 0-100; 1 MPC or 3.33 percent within the range of 101-200; 2 MPCs or 6.67 percent
within the range of 201-300; 1 MPC or 3.33 percent within the range of 301-400; and 6
MPCs or 20 percent within the range of 401 -above. The findings signify that the
collected figures of associate members were the ones who could neither vote nor be voted
as board of directors and shall be entitled only to such rights and privileges as the bylaws
may provide, as stipulated in Art. 26, Section 3 of the RA 9520. This implies that
majority members were merely associate members, who were solely entitled to some
rights and benefits but were not eligible to vote or be elected to the board of directors.
On the other hand, the regular members comprised the following: 16 MPCs or
53.33 percent were within the range of 0-1000; 5 MPCs or 16.67 percent were within the
54
range of 1001-2000 and 9 MPCs or 30 percent were within the range of 2001-above.
Majority of the members, as shown in the data, were regular members who were entitled
to all the rights and privileges of membership (RA 6939, Section 7). This is consistent
with the belief of Prameka et al. (2018), who cited the claim of Cropp et al. (2004) that a
cooperative's members are its most valuable asset and play an important role in the
organization. It is then asserted that the majority of members prefered to be regular
members to have access to all of the rights and benefits of cooperative membership rather
than simply being depositors of a certain amount.
Concerning the cooperatives' products and services offered, 15 MPCs or 50
percent had a product/service ranging from 5 below; 9 MPCs or 30 percent had 6 to 10
products and services; 3 MPCs or 10 percent obtained 11 to 20 products/services and
between 21 to 30 products products/services; and no data or 0 from between 31 and
above. According to the results of Alusen's (2018) study, the majority of his respondents
believed that cooperatives promote rural development and increase the growth of other
establishments' products and services. The data also corresponds to Article 7, RA 9520
stating that the cooperative shall aim to provide goods and services to its members to
enable them to attain increased income, savings, investments, productivity, and
purchasing power, and promote among themselves equitable distribution of net surplus
through maximum utilization of economies of scale, cost-sharing and risk-sharing. This
implies that the several among the small, medium and large MPCs in Nueva Vizcaya
offered five or fewer products and services, allowing them to increase their income,
savings, investments, productivity, and purchasing power, as well as promote equitable

55
net surplus distribution among themselves by maximizing the use of economies of scale,
cost-sharing, and risk-sharing.
As to area of operation, the small, medium and large MPCs in Nueva Vizcaya
were located in Rural Area (20, 66.67 percent) and Barangay Area (10, 33.33 percent).
The findings agree with Article 10 of RA 9520, which states that cooperatives can be
located anywhere, including urban, rural, and barangay-based areas, because a
cooperative can be organized by a group of fifteen (15) or more people who share a
common bond of interest and live or work in the intended area of operation. Moreover, in
Republic Act 9520, it is stated under Article 23 that in terms of territory, cooperatives
shall be categorized according to areas of operations that may or may not coincide with
the political subdivisions of the country. This signifies that majority of small, medium
and large MPCs of Nueva Vizcaya address the need of the people in the far-flung area in
terms of lending, banking, groceries, agri-inputs, etc. that are essential for day-to-day
personal and business activities.
In terms of years of operation of MPCs, 9 or 30 percent of the MPCs of Nueva
Vizcaya operated within the range of 0-10 years; 8 or 26.67 percent operated within 11-
20 years and 31-40 years; 4 or 13.33 percent operated within the range of 21-30 years and
1 or 3.33 percent operated within the range of 41-49 years. The findings are congruent
with the stipulation in the RA 9520, Article 10 that as per ruling of years of operation of
cooperatives, a cooperative shall exist for a period not exceeding fifty (50) years from the
date of registration unless sooner dissolve or unless said period is extended. This implies
that the some of the small, medium and large MPCs in Nueva Vizcaya were still in the
early phases of operation, legally functioning and not violating the fifty-year rule.
56
As reflected also in the table under Business Expansion, 16 MPCs or 53.33
percent are operating solely through their main office; 6 MPCs or 20.00 percent operated
through their main office with one satellite/branch; 6 MPCs or 20.00 percent are operated
through their main office with two satellites/branches; and 2 or 6.67 percent are operated
through their main office with three satellites/branches. Also, the data corresponded with
the law under RA 9520, Article 86, that the reserve fund of the cooperative shall not be
utilized for investment, other than those allowed in the code rather such sum of the
reserve fund over the share capital may be used at any time for any project that would
expand the operations of the cooperative upon the resolution of the general assembly. It
means that the majority of the small, medium and large MPCs operated primarily through
their main offices.
Marketing Strategies Used by the Multipurpose Cooperative in Nueva Vizcaya
This section presents the data gathered on Marketing Strategies used by the
Managers and Board of Directors of the small, medium and large Multipurpose
Cooperative in Nueva Vizcaya specifically the Marketing Mix 7P's: Product, Price, Place,
Promotion, Physical Assets, People/Personnel, and Process/Procedure Management.
The use of marketing strategies is implemented by most Cooperatives worldwide.
The marketing strategy has become a relevant tool for any organization to remain
competitive and become more substantial than other competitors. The most critical
objective in any business organization is to identify and satisfy customers, and therefore,
marketing is central to any business (Daniel, 2018). It is also a strategy that organizations
use to provide their target customers with quality products at affordable prices, offer
57
effective promotional strategies, and interact with their distribution outlets, creating
demand for their products and increasing performance (Gituma, 2017).
Marketing strategy determines the choice of target market segments, positioning,
marketing mix, and allocation of resources. It is most effective when it is an integral
component of overall firm strategies, defining how the organizations will successfully
engage customers, prospects, and competitors in the market arena of corporate strategies,
corporate missions, and corporate goals. As the customer constitutes a company‘s
revenue, the marketing strategy is closely linked with sales (Marketing Strategy, n.d.).
The 7Ps, or the product/service, price, promotion, place/distribution, people,
physical environment, and process of providing the services, were commonly used to
refer to the marketing techniques (Khorsheed et al., 2020).
Product
It could be gleaned from Table 8 shown below that managers' and board of
directors' responses to marketing strategies on product used by the Multipurpose
Cooperative in Nueva Vizcaya, particularly product, were qualitatively described as'
always' with a computed mean of 4.65. This is evident in the Managers and Board of
Directors‘ responses having computed means of 4.62 and 4.66 respectively.
Table 8. MPCs‘ ratings toward product

Weighted Mean
Product Over Qualitative
Board of Description
Managers -all
Directors
Mean
The cooperative aims at upholding
quality products/services at affordable 4.80 4.83 4.82 Always
prices.
The cooperative aims at promoting
4.70 4.77 4.74 Always
products and quality of services.
58
Weighted Mean
Product Over Qualitative
Managers -all
Directors
Mean
The cooperative aims at marketing
quality products/services for the
4.63 4.70 4.67 Always
members and even non-members or
people in the community.
The cooperative stresses or prioritize
long term relationships with
4.67 4.67 4.67 Always
members/clients through creating
brand loyalty.
The cooperative reviews/assess the
performance of its products and 4.63 4.60 4.62 Always
services on a regular basis.
The products, services & portfolio of
the cooperative meet the 4.53 4.60 4.57 Always
members‘/clients‘ expectations/needs.
The products, services & portfolios of
the cooperative enhance its brand
4.50 4.57 4.54 Always
image (customers‘/clients‘ perception
of the product/service).
New or updating of products/services
is a continuous phenomenon in the 4.53 4.53 4.53 Always
cooperative.
Average Weighted Mean 4.62 4.66 4.65 Always

Legend: Always:4.5-5.0; Often:3.5-4.49; Sometimes:2.5-3.49; Rarely:1.5-2.49; Never:1-1.4
The statement, ‗The cooperative aims at upholding quality products/services at
affordable prices', with a computed mean of 4.82, was regarded as most applied as
evident by the 51 MPCs, or 85 percent, who responded always; 7 MPCs, or 11.67%,
responded often; 2 MPCs, or 3.33 percent, responded sometimes; and no gathered
responses for rarely and never. Meanwhile, the statement, ‗New or updating of
products/services is a continuous phenomenon in the cooperative'; is also regarded as
always applied, having a computed mean of 4.53, as displayed by 33MPCs, or 55%

59
responded always; 25 or 41.67 percent responded often; 2 or 33.33 percent responded
sometimes; and no gathered responses for rarely and never (See attached Appendix 3.1).
As a result, the study's respondents agreed with Stanton's (2016) assertion that a
product is a collection of concrete and intangible features, such as packaging, color,
price, manufacturer's prestige, and retailer's services, that the consumer accepts as
satisfying his or her desires and requirements. This suggests that while participants
always claimed cooperatives to provide high-quality products and services at reasonable
prices, they were less likely to update those products and services. Overall, the product as
a marketing strategy was always used at all times. This implies that the various services
cooperatives provided to their members and clients—activities/processes that stimulated
thrift and savings mobilization among them and, in turn, improve and enhanced their
economic, social, and educational status—were apparent.
Price
It is reflected in the Table 9 below that small, medium, and large MPCs' ratings
on marketing strategies on price were described as' sometimes 'having a computed mean
of 3.30. The computed means of the managers‘ and board of directors' responses were
3.26 and 3.33, respectively.
Table 9. MPCs‘ ratings toward price
Weighted Mean
Price
Board Over- Qualitative
of all Description
Managers
Direc- Mean
tors
Pricing objectives of the cooperative aim
at upholding/maintaining quality 4.47 4.30 4.39 Often
products/services at affordable prices.
60
Weighted Mean
Price
Board Over- Qualitative
of all Description
Managers Mean
Direc-
tors
Pricing objectives of the cooperative aim
at maximizing current profit and return on 4.30 4.30 4.30 Often
Investment.
Mark-up Pricing (Adding value to the cost
price of the product/service). 4.17 4.23 4.20 Often
The cooperative sets price lower than the
price sets by other cooperatives/other
business establishments within and outside 3.90 3.83 3.87 Often
the community.
Target Return Pricing (Pricing a
product/service based on what investors
would want to make from any capital 3.30 3.57 3.44 Sometimes
invested in the cooperative.)
Going Rate Pricing (Setting the price

based on the current price of related
product/service offered by other 3.27 3.33 3.30 Sometimes
cooperatives).
Value Pricing (Setting a price based on

how much members/customers believe a 2.80 2.87 2.84 Sometimes
product is worth).
Social Pricing (Setting price based on the
sum of the private cost resulting from
transactions and the cost imposed on the
2.70 2.83 2.77 Sometimes
consumers as a consequence of being
exposed to the transaction for which they
are not compensated or charged).
Perceived Value Pricing (Determining the
price basing on how much customers are 2.47 2.63 2.55 Sometimes
willing to pay).
Skimming Pricing (Setting a relatively
high initial price for a product/service at 2.27 2.40 2.34 Rarely
first, then lowering the price over time).
Penetration Pricing (Setting a low price
during its initial offering to attract 2.20 2.33 2.27 Rarely
customers to a new product/service).
Average Weighted Mean 3.26 3.33 3.30 Sometimes
Legend: Always:4.5-5.0; Often:3.5-4.49; Sometimes:2.5-3.49; Rarely:1.5-2.49; Never:1-1.4.
61
The statement, "Pricing objectives of the cooperative aim at
upholding/maintaining quality products/services at affordable prices," with a computed
mean of 4.39, was clearly often used by the majority, as demonstrated by the 32 MPCs,
or 53.33% who responded always; 25 or 41.67 percent who responded often; 3 or 5
percent who responded never; and no gathered response for occasionally and rarely. On
the other hand, the most rarely used strategy was the statement, "Penetration Pricing"
(setting a low price during its initial offering to attract customers to a new product or
service), having a computed mean of 2.27 and was evidently from the gathered data of 6
MPCs or 10 percent responded always; 4 or 6.67 percent responded often; 25 or 10
percent responded sometimes; and 25 or 41.67% responded never (See attached Appendix
3.2).
The findings were consistent with Altman's (2016) study, which found that many
consumers preferred to buy from a cooperative, especially if the quality and price point of
the cooperative product would be at least comparable to that of an investor-owned firm.
In contrast to the outcome of the used/assessed strategy, Kenton (2021) asserts that a
price penetration strategy should be used to persuade customers to try a new product and
increase market share in the hopes of retaining the new customers once prices return to
normal. As a result, Small, Medium and Large MPCs in Nueva Vizcaya were expected to
provide high-quality goods and services at reasonable prices, but they were less likely to
employ the penetrating pricing principle. Overall, respondents used price as a marketing
strategy sometimes. This implies that, occasionally, price was used as a marketing
strategy to identify the entire sum that the client is exchanging for a benefit of having the
good or service.
62
Place
As depicted in Table 10 below, it was evident that respondents‘ ratings toward
marketing strategies marketing mix 7Ps particularly place were qualitatively categorized
as 'often', having a computed mean of 4.26. This was apparent in the computed means of
the managers' responses (4.25) and Board of Directors' responses (4.27).
Table 10. MPCs‘ ratings toward place

Weighted Mean
Place Over- Qualitative
Board of all
Managers Description
Directors Mean
The cooperative‘s location is
accessible to members/clients (along 4.83 4.80 4.82 Always
the highway and/or easy to locate).
The members/clients are served well
in the main office/branch/satellite 4.70 4.73 4.72 Always
office/s).
The cooperative has installed
branch/satellite office/s for the benefit
3.23 3.27 3.25 Sometimes
of members/clients residing in far
places.
Average Weighted Mean 4.25 4.27 4.26 Often
The statement, ‗The cooperative‘s location is accessible to members/clients (along
the highway and/or easy to locate)‘, with a computed mean of 4.82, was regarded the
most always applied statement, as evident also in the Appendix D that 52 MPCs, or 86.67
percent, rated always; 5 MPCs or 8.33 percent rated often; 3 MPCs or 5 percent rated
sometimes; and no gathered response for rarely and never. Meanwhile, the occasional
strategy was the installation of cooperative had branch/satellite office/s for the benefit of
members/clients residing in far places, with the computed mean of 3.25 and evidently
revealed that 30 MPCs or 50 percent rated always; 4 MPCs or 6.67 percent rated often; 3
63
MPCs or 5 percent rated rarely; 23 MPCs or 38.33% rated never; and no gathered
response for sometimes (See attached Appendix 3.3).
The result was congruent with the statement of Kotler (2016), stating that space
needs to be considered to make the product accessible and available to a target customer.
This implies that the cooperative's location was easily accessible to members and other
clients based on the always applied marketing strategy in terms of place; however, it
could be gleaned that small, medium, and large MPCs occasionally established
branch/satellite offices to facilitate access, particularly when serving members/clients in
remote areas. Overall, respondents often used place as a marketing strategy. This
indicates that sites, where numerous cooperative transactions were carried out to make
the product accessible and available to a target customer, were frequently employed as a
marketing strategy.
Promotion
The respondents' ratings toward the marketing strategies on promotion was valued
as ‗sometimes‘ in the Table below, with a computed mean of 3.80. This was evident in
the computed means of managers‘ responses (3.76) and Board of Directors‘ responses
(3.84).
Table 11. MPCs‘ ratings toward promotion

Weighted Mean
Promotion Over- Qualitative
Board of
Managers all Description
Directors
Mean
The cooperative gives interest on share
4.93 4.93 4.93 Always
capital or dividends to its members.
The cooperative incorporates giving of
4.90 4.90 4.90 Always
benefits/incentives to members in relation
64
Weighted Mean
Board of
Directors
Mean
to patronization of the products/services
(i.e., patronage refund).
The cooperative provides freebies,
giveaways, gimmicks during General
4.73 4.73 4.73 Always
Assembly meetings such as raffle draws,
giving of free t-shirts, and others.
Advertising through conduct of Pre-
membership Seminar (PMES) or the one-
4.73 4.67 4.70 Always
on-one discussion about the cooperative‘s
programs.
The cooperative provides death benefits. 4.57 4.57 4.57 Always
The cooperative donates to the Local
Government Unit, school and other
agencies through financial assistance or 4.43 4.37 4.40 Often
any kind of aid.
The cooperative provides financial
assistance related to health matters such 4.27 4.23 4.25 Often
as hospitalization and the like.
Advertising through designing and
distributing brochures/pamphlets/leaflets. 3.70 3.67 3.69 Often
Advertising through digital marketing
(company websites, social media
[Facebook or Twitter], blogging, mobile 3.43 3.47 3.45 Sometimes
phone promotions, YouTube).
Endorsing through sales promotion
(coupons, discounts, referral programs, 3.43 3.40 3.42 Sometimes
and loyalty incentives).
Advertising through posting in place
3.17 3.43 3.30 Sometimes
signboards/billboards.
Promoting through direct marketing (mail
order catalogues, bulk mailers, facebook, 3.10 3.23 3.17 Sometimes
E-mail, Telemarketing).
Endorsing through personal marketing
(salesmen, showrooms, exhibitions, trade 2.93 3.33 3.13 Sometimes
shows).
The cooperative provides scholarship
programs to selected students who are 2.97 3.20 3.09 Sometimes
children of members.
65
Weighted Mean
Board of
Directors
Mean
Advertising through public relations
(media introductions, PR events, 2.43 2.63 2.53 Sometimes
news/media releases).
Advertising through outdoor ads,
business directories, magazines and
2.37 2.63 2.50 Sometimes
newspapers, television and/or movies and
radio.
Average Weighted Mean 3.76 3.84 3.80 Sometimes
As shown in Table 11 above, among the three strategies rated as' always ‘, the
statement, ‗The cooperative gives interest on share capital or dividends to its members‘
was considered the topmost applied with a computed mean of 4.93 and was evident by 58
MPCs or 96.67 percent rated always; 2 or 3.33 percent rated sometimes; and no gathered
response for often, rarely, and never. On the other hand, the least applied strategy was
"Advertising through outdoor ads, business directories, magazines, newspapers,
television and/or movies and radio" with a computed mean of 2.50, as evidently shown in
Appendix 3.4 that 11 MPCs, or 18.33 percent, were rated always; 8 MPCs, or 13.33
percent, were rated often; 9 or 15 percent are rated sometimes; 4 or 6.67 percent were
rated rarely; and 28 MPCs, or 46.67 percent, rated never.
The result corresponded to the statement of Kotler (2016) that promotion included
all activities undertaken by the company to communicate and promote its products to the
target market. Furthermore, Aaliya (2019) stated that using this medium, promotion of
products and services was done at a lower cost for a larger number of people, and thus
recognized the following advertising merits: attraction; long life; easy approach;
approach to specific people; low cost; and advantage of goodwill. This means that MPCs
66
in Nueva Vizcaya enticed members to join the cooperative by offering them interest on
their share capital or dividends. However, in order to improve the promotion rate, they
should consider advertising in outdoor advertisements such as tarpaulins at prominent
establishments within the locality and nearby barangays or towns. Overall, respondents
sometimes used promotion as a marketing strategy. It implies that promotion was
occasionally employed as a marketing strategy, which covered all the actions the business
performs to advertise and interact with its target market.
Physical Assets/Evidence
It could be gleaned from Table 12 below that the marketing strategies marketing
mix 7Ps used by the Multipurpose Cooperative in Nueva Vizcaya particularly physical
assets were described as ‗Always‘ having a computed mean of 4.64. This comprises the
computed means of Manager‘s responses (4.63) and Board of Directors‘ responses (4.64).
Table 12. MPCs‘ ratings toward physical assets/ evidence
Weighted Mean
Physical Assets/Evidence
Over Qualitative
Managers -all
Directors
Mean
Have office supplies readily available
for members and clients during
4.77 4.77 4.77 Always
transactions such as forms, pens,
staplers, and the like.
It is favorable to members/clients as
suited by cleanliness and good ambiance 4.73 4.77 4.75 Always
of the office.
Is well-ventilated and equipped with air-
4.70 4.70 4.70 Always
conditioner/electric fans are available.
It is conducive to both staff and
members/clients through the presence of
4.67 4.70 4.69 Always
accommodation area with chairs and
tables.
It is safe and secured from any harm
4.57 4.57 4.57 Always
with the presence of disaster risk
67
reduction reminders and warning
device/s.
It has signages in place for easy tracking
4.57 4.50 4.54 Always
by the members/clients.
It is conducive to members/clients with
the presence of clean comfort rooms for 4.43 4.50 4.47 Often
males and females.
Among the six strategies rated as always, the statement, "Cooperative has office
supplies readily available for members and clients during transactions such as forms,
pens, staplers, and the like," was regarded as the topmost applied, with a computed mean
of 4.77, as shown also in Appendix 3.5 (attached), with 48 MPCs, or 80 percent rated
always; 10 MPCs, or 16.67 percent rated often; 2 or 3.33 percent rated sometimes; and no
gathered response from rarely and never. Meanwhile, the statement ‗Cooperative is
conducive to members/clients with the presence of clean comfort rooms for males and
females‘ having a computed mean of 4.47 was considered the most often applied as
reflected in Appendix 3.5 (Attached), with 46 MPCs or 76.67 percent rated always; 4 or
6.67 rated often; 6 or 10 percent rated sometimes; 4 or 6.67% rated never; and no
gathered response for rarely.
The findings were consistent with the assertion of Kukanja et al. (2016), saying
that physical evidence of marketing elements includes the supporting environment
(furniture, color, layout, noise level), supporting goods, spatial, hygiene, and equipment,
and supporting facilities such as toilets, mosques, and parking lots. Overall, the
respondents always used physical assets/evidence as marketing strategy. This implies that
small, medium, and large MPC‘s of Nueva Vizcaya upheld a supportive atmosphere that
68
was safe and secure for both employees and members/clients and is generally used at all
times.
People/Personnel
As reflected in Table 13 below, the responses toward marketing strategies
marketing mix 7Ps used by the Multipurpose Cooperative in Nueva Vizcaya specifically
people/personnel were statistically categorized as ‗Always‘ with a computed mean of
4.63. This was evident in the computed means of managers‘ responses (4.63) and Board
of Directors‘ responses (4.62).
Table 13. MPCs‘ ratings toward people/personnel

Weighted Mean
People/Personnel Over- Qualitative
Managers all
Directors
Mean
Employees/staff of the cooperative are
approachable and easy to get along with 4.83 4.83 4.83 Always
by members and clients.
The cooperative is members-/clients-
centered which means that the latter are
4.80 4.83 4.82 Always
the top priorities when it comes to
serving people.
Motivates its employees with benefits
4.60 4.63 4.62 Always
and incentives.
Hires staff with inclined profession,
skills, and abilities to the vacant 4.57 4.50 4.54 Always
position.
Provides extensive seminars/trainings
4.37 4.33 4.35 Often
for its employees
It reveals that the statement, "Employees/staff of the cooperative are approachable
and easy to get along with by members and clients" had a computed mean of 4.83 with 50
MPCs or 83.33 percent who rated it as the topmost applied strategy, compared to other
69
strategies rated as always; 10 or 16.67 percent rated often; and no gathered response for
sometimes, rarely, and never. On the other hand, the statement, ‗provides extensive
seminars/training for its employees‘ was considered often applied, having a computed
mean of 4.35, as evident by 32MPCs or 53.33 percent who rated always; 21 or 35 percent
rated often; 3 or 5 percent rated sometimes; 4 or 6.67 percent rated rarely and no gathered
response for never (see attached Appendix 3.6).
The result validates the statement of Langford (2021) that without people, all
these other Ps will not complete a successful marketing formula. This category includes
those who work for the company to design, develop, and manufacture products, as well
as those who conduct market research to determine demand and customer needs, manage
the supply chain to ensure timely delivery; provide support services; and serve as touch
points for customer interaction. Overall, people/personnel as a marketing strategy were
always used. It implies that the people employed by the business to design, develop, and
produce the products, as well as those who conducted market research to establish
demand and identified customer needs, managed the supply chain to ensure prompt
delivery, offered support services, and acted as touchpoints for customer interaction, were
always used as part of a marketing strategy.
Process/Procedure Management
It could be gleaned from the Table 14 on page that the responses of Managers and
Board of Directors toward marketing strategies marketing mix 7Ps used by the
Multipurpose Cooperative in Nueva Vizcaya specifically process/ procedure management

70
are described as ‗Always‘, had a computed mean of 4.81. This is evident in the computed
means of managers‘ responses (4.80) and Board of Directors‘ responses (4.81).
Table 14. MPCs‘ ratings toward process/procedure management

Weighted Mean
Process/Procedure Management Over Qualitative
Board of
Managers -all Description
Directors
Mean
The products and services offered by the
cooperative are simple to understand and 4.87 4.83 4.85 Always
easy to avail by members/clients
The cooperative has standard procedure of
4.87 4.83 4.85 Always
availing its products and services offered
The products and services offered are
4.83 4.83 4.83 Always
convenient to members/clients
The employees attend to members/clients
with courtesy, quality service, utmost care 4.80 4.87 4.84 Always
and sense of urgency
The cooperative‘s office has personal
computers and other ICT gadgets that aid
4.63 4.67 4.65 Always
employees in the processing of
transactions.
Legend: Always:4.5-5.0; Often:3.5-4.49; Sometimes:2.5- 3.49; Rarely:1.5-2.49; Never:1-1.4
Among the strategies rated as always, the statements, "the products and services
offered by the cooperative are simple to understand and easy to avail by members/clients"
and "the cooperative has a standard procedure of availing its products and services
offered" were regarded as the topmost used strategies in Process/Procedure Management,
having a computed mean of 4.85 and were evident in the computed frequencies and
percentages in Appendix 3.7; to wit: 51 MPCs, or 85 percent rated always; 9 or 15
percent rated often; and no gathered responses for sometimes, rarely, and never; and 50
MPCs, or 83.33 percent rated always; 10 or 16.67 percent rated often; and no gathered
responses for sometimes, rarely, and never, respectively. On the other hand, the least used
71
strategy in Process/Procedure Management was the statement, "The cooperative‘s office
has personal computers and other ICT gadgets that aid employees in the processing of
transactions," having a computed mean of 4.65 and evident by 47 MPCs, or 78.33 percent
rated always; 9 MPCs, or 15 percent rated often; 2 MPCs, or 3.33 percent rated
sometimes; 2 MPCs, or 3.33 percent rated never; and no gathered response for rarely.
The findings were congruent with Kushwaha & Agrawal's (2015) assertion that
process/procedure management creates a promised value to the customer by serving the
demand of each customer. Overall, the respondents always used process/procedure
management as a marketing strategy. This implies that the small, medium, and large
MPC‘s of Nueva Vizcaya provided a standard procedure of availing their products and
services offered and exerted efforts in response to meet the consumers‘ demand.
Summary of the MPCs' ratings toward marketing strategies used/applied
This presents the summary of ratings toward the Marketing Strategies used by the
MPCs in Nueva Vizcaya by the Managers and Board of Directors, in particular: Product,
Price, Place, Promotion, Physical Assets, People/Personnel, and Process/Procedure
Management.
Table 15. Summary of managers‘ and board of directors‘ ratings toward marketing
strategies used by MPCs in Nueva Vizcaya
Weighted Mean
Qualitative
7P’s of Marketing Strategies Board of Over-all
Managers Description
Directors Mean
1. Process/Procedure Management 4.8 4.81 4.8 Always
2. Product 4.62 4.66 4.65 Always
3. Physical Assets 4.63 4.64 4.64 Always
4. People/Personnel 4.63 4.62 4.63 Always
5. Place 4.25 4.27 4.26 Often
6. Promotion 3.76 3.84 3.8 Sometimes
7. Price 3.26 3.33 3.3 Sometimes
Average Weighted Mean 4.28 4.31 4.30 Often
72
Table 15 shown on page 71 reveals that the MPCs‘ ratings toward Marketing
Strategies used by the small, medium, and large MPCs in Nueva Vizcaya were described
as' often 'with a computed mean of 4.30. Furthermore, Process/Procedure Management
with a mean of 4.8, Product with a mean of 4.65, Physical Assets with a mean of 4.64,
and People/Personnel with a mean of 4.63 were categorized as' ‗Always‘; Place, having a
mean of 3.48, was categorized as' Often'; while Price, with a mean of 2.97, and
Promotion, with a mean of 3.15, were categorized as' sometimes.‘
This means that marketing strategies under product, physical assets,
people/personnel, and process/procedure management were consistently used at all times.
On the other hand, place as a marketing strategy was used often but not at all times, while
price and promotion strategies are used occasionally. The result corresponds to the
affirmation of Langford (2021), asserting that the marketing mix is a tactic that works
best when it is implemented regularly or semi-regularly as a structure for planning,
executing, evaluating, and re-evaluating a firm's marketing activities. As a result, the data
supports Daniel's (2018) claim that marketing strategies were relevant tools for any
organization to remain competitive and become more substantial than other competitors.
However, because price and promotion were ranked last among all marketing
strategies, it proposed that respondents had a need for pricing methods that could improve
current profit and return on investment, as well as a mixed method of promotion that they
could improve through enhanced outdoor ads, business directories, magazines,
newspapers, television, and/or radio. The study's significant findings could be a reference
by cooperatives or other business organizations for strategic planning to enhance their
products and services towards productivity and growth.

73
MPCs’ Financial Performances
The results of the MPCs' financial performance are shown as generated from data
collected through the audited financial statements of the respondents. The accounting
standard formulas and ratios used to analyze the financial performances of cooperatives.
Were adopted from the COOP-PESOS, or the Performance Standards for Credit
Cooperatives and Other Types of Cooperatives with Credit Services in the Philippines.
This monograph presents the set of indicators and standards that are expected to be used
by concerned regulatory authorities, the management of credit cooperatives, and other
interested parties in assessing and evaluating the performance of credit cooperatives.
Indicators of adopted are profitability, liquidity, and solvency as such ratios provide a
reliable indicator in measuring the financial performance of the cooperatives according to
the study of Chungyas & Calara (2018).
Financial performance analysis is an effective criterion for businesses to achieve
their goals, adapt to changing conditions in the market, improve their way of doing
business and to take measures against possible problems. Therefore, financial
performance is an increasingly important issue not only for businesses but also for the
economies of countries. Financial performance analysis is an essential tool in evaluating
the commercial activity of businesses. This evaluation is important for many interest
groups, such as business owners, managers, suppliers, credit institutions, employees,
customers, competitors, investors, and the government. While businesses are analyzing
their financial situations, they try to calculate and evaluate the financial ratios through
statistical and econometric analysis with the data they obtain from financial statements
such as balance sheets, income statements, and cash flow statements. Evaluating the
74
financial status of businesses is a complex and multivariate process based on predicting
the future using historical data. Financial performance evaluation helps businesses to
make the right decisions and to fulfill their planning and control functions effectively
(Güngör et al., 2020).
Profitability
The profitability ratios were used to assess the cooperative‘s ability to earn
income for the benefit of the members. It is very important to measure the cooperative
earnings because this will direct the next step the management would take. These ratios
provide a reliable indicator for measuring the financial performance of the cooperatives.
In Table 16, shown on page 74, the first column reflects the range of ratios which
are possible results in percentages after computing the profitability using the formula
which is:
The second column of Table 16 below reflects the equivalent points which can be
possibly gained as a corresponding score for the range of ratios computed using the
formula stated above, while the third and fourth columns reflect the number of MPCs
who belong to such a range of ratios with equivalent points and their percentages.
Further, it was presented in Table 16 below that 7 MPCs or 23.33 percent
obtained equivalent points of 5 which fell within the range of 30% and above ratio; 9
MPCs or 30 percent obtained equivalent points of 4 which fell within the range of 25% to
below 30% ratio; 9 MPCs or 30 percent obtained equivalent points of 3 which fell within
75
10% to below 25 percent, 5 or 16.67 percent obtained equivalent points of 2 which fell
within 5% to below 10% ratio.
Table 16. MPCs‘ financial performance in terms of profitability
Range of Ratio Equivalent Points Frequency Percentage

30% and above 5 7 23.33
25% to below 30% 4 9 30
10% to below 25% 3 9 30
5% to below 10% 2 5 16.67
Below 5% 1 0 0
TOTAL 30 100%
The majority of the small, medium, and big MPCs had excellent and satisfactory
profitability performances, as shown by the equivalent points of their profitability ratios,
it may be inferred from such data. According to the findings of Calara and Chungyas, it
suggests that they made money for the benefit of their members and helped management
and stakeholders make decisions to increase performance (2018). Additionally, compared
to an alternative investment, those profitable MPCs have the capacity to generate a return
on an investment based on their resources. The remaining MPCs, in contrast, had fair to
poor profitability results, which could possibly delay the production of money for the
benefit of their members and could hinder them from producing a return on an investment
based on their resources as compared to alternative investments.
Liquidity
Liquidity refers to the balance of assets in the form of cash or readily convertible
into cash (current assets) and current liabilities (Dahiyat, 2016). Also, according to
76
Chungyas & Calara (2018), it shows if the cooperatives could be able to pay their
obligations when they become due.
In Table 17 below, the first column reflected the range of ratios which were
possible results in percentages after computing the liquidity using the formula which is:
The second column of Table 17 shown below reflected the equivalent points
which can be possibly gained as a corresponding score for the range of ratios computed
using the formula stated above, while the third and fourth columns reflected the number
of MPCs who belonged to such a range of ratios with equivalent points and their
percentages.
Table 17 presents the following liquidity results: 11 MPCs, or 36.67 percent,
received equivalent points of 10, which fell within the 15% and higher ratio range. 8
MPCs or 20% obtained equivalent points of 8, which marked within the range of 12% to
15% ratio; 4 MPCs, or 13.33 percent, received equivalent points of 6, ranged within the
9% to 12% ratio range. a ratio of 6% to 9%; a ratio of 3% to 6%.
Table 17. MPCs‘ financial performance in terms of liquidity

Equivalent Frequency Percentage
Range of Ratio
Points (f) (%)
15% and above 10 11 36.67
12% to < 15% 8 6 20
9% to < 12% 6 4 13.33
6% to < 9% 4 3 10
1% to < 6% 2 3 10
below 1% 0 3 10
TOTAL 30 100%
77
The results on liquidity revealed that the majority of the small, medium, and large
MPCs had strong and satisfactory liquidity performance, which implies that they were
able to pay their short-term debt when it was due and was congruent with the assertion of
Carlson's (2020) that cooperatives with good liquidity were very capable of meeting their
present debt commitments with their current assets in a congruent manner. However, as
seen by the equivalent points in their liquidity ratios, the remaining MPCs had fair and
poor liquidity performance and thus refuted the belief of Dahiyat (2016) that liquidity
was directly tied to working capital, which was the money needed to finance the daily
revenue-generating activities of the firm.
C. Solvency
This indicates the ability to meet a long-term financial obligation. Solvency is
traditionally viewed as arising from financing activities: firms borrow to raise cash for
operations. Solvency ratios are used in insolvency management by each organization in
the form of a debt ratio and a debt-to-equity ratio (Dahiyat, 2016).
In Table 18 on page 78, the first column reflected the range of ratios which were
possible results in percentages after computing the liquidity using the formula which is:
The second column of Table 18 on page 78 reflected equivalent points which
could be possibly gained as a corresponding score for the range of ratios computed using
the formula stated above, while the third and fourth columns reflect the number of MPCs
who belonged to such a range of ratios with equivalent points and their percentages.
78
Table 18 below reflected the following solvency outcomes: 12 MPCs or 40
percent obtained equivalent points of 6 which fell within the range of 90% to < 100%
ratio; 5 MPCs or 16.67 percent obtained equivalent points of 8 which marked within the
range of 90% to < 100% ratio; 4 MPCs or 13.33 percent obtained equivalent point of 0
which grouped within the range of below 70% ratio; 3 MPCs or 10.00 percent obtained
equivalent points of 10 which fell within the range of 110% and above ratio; 3 MPCs or
10 percent obtained equivalent points of 4 which clustered within the range of 80% to <
90% ratio; and 3 MPCs or 10.00 percent obtained equivalent points of 2 which marked
within the range of 70% to < 80% ratio.
Table 18. MPCs‘ financial performance in terms of solvency

Frequency Percentage
Range of Ratio Equivalent Points
(f) (%)
110% and above 10 3 10.00%
100% to < 110% 8 5 16.67%
90% to < 100% 6 12 40.00%
80% to < 90% 4 3 10.00%
70% to < 80% 2 3 10.00%
below 70% 0 4 13.33%
TOTAL 30 100%
The results imply that only some of the small, medium, and large MPCs had
strong and satisfactory solvency performance, thus having a sound long-term financial
position and honoring their debt obligations as congruent with the findings of Carlson
(2020) that solvency measures the long-term health of a cooperative. The remaining
small, medium, and large businesses, on the other hand, had an unsound long-term
financial position, demonstrating that they could not meet their debt obligations.
79
Summary of MPCs Financial Performance
The overall financial performance of MPCs is shown in Table 19 below. A
composite rating of the respondents was presented, which included profitability, liquidity,
and solvency.
Table 19. Summary of MPC‘s financial performance

Category Profitability Liquidity Solvency
according Ratio Ratio Ratio Financial
Number
to Asset Equivalent Equivalent Equivalent Performance
Size Points Points Points
1 Small 5 10 5 6.67
2 Small 5 10 4 6.33
3 Small 5 8 2 5
4 Small 1 10 1 4
5 Small 3 6 4 4.33
6 Small 1 8 1 3.33
7 Small 5 10 0 5
8 Small 3 10 0 4.33
9 Small 3 0 10 4.33
10 Small 3 0 10 4.33
11 Small 5 6 5 5.33
12 Small 4 10 7 7
13 Small 3 10 0 4.33
14 Small 3 10 0 4.33
15 Small 5 0 6 3.67
16 Medium 5 4 6 5
17 Medium 5 10 5 6.67
18 Medium 3 10 7 6.67
19 Medium 5 6 6 5.67
20 Medium 5 10 5 6.67
21 Large 5 2 6 4.33
22 Large 3 8 8 6.33
23 Large 4 4 4 4
24 Large 4 10 6 6.67
25 Large 2 4 10 5.33
26 Large 3 2 5 3.33
27 Large 4 10 7 7
28 Large 2 10 7 6.33
29 Large 5 0 7 4
80
The composite rating of the MPCs made it clear that each MPC had a different
level of financial performance, regardless of the asset size category. The size of the MPC
did not always represent the strength of the financial performance, nor did the size of the
MPC always indicate the weakness of the financial performance. Therefore, regardless of
the asset size category, an MPC was the only one of its kind in terms of financial
performance.
In particular, the majority of MPCs across all categories did not perform well
across all financial performance indicators. While some of them might be strong in terms
of solvency but weak in terms of profitability and liquidity, others might be strong in
terms of solvency but weak in terms of profitability and liquidity.
Significant Differences between the Respondents’ Profile and Marketing Strategies
In this section, the significant differences between the MPCs profile and
marketing strategies were discussed.
Table 20. Significant differences between the MPCs‘ profile and marketing
strategies
Variables Groupings Mean F-value p-value Decision

Small 4.11
Not
Asset Size Medium 4.19 1.86 0.17
Significant
Large 4.40
0-100 4.16
101-200 4.46
Associate Not
201-300 4.23 0.59 0.67
Members significant
301-400 4.54
401-above 4.36
0-1000 4.13
Regular 1001-2000 4.25 Not
1.65 0.21
Members significant
2001-above 4.40
Number of 5 below 4.12 Not
1.30 0.29
Products/ between 6 to 10 4.26 significant
81

Services between 11 to 20 4.53
Offered between 21 to 30 4.39
between 31 to 40 4.12
41 or above 4.26
Urban Area 0
Area of Not
Rural Area 4.19 0.08 0.92
Operation Significant
Barangay Area 4.25
0-10 4.26
11-20 4.11
Years of Not
21-30 4.16 0.47 0.76
31-40 4.33
41-49 4.44
Main Office 4.14
Main Office with 1
4.36
satellite/branch
Business Not
Main Office with 2 0.73 0.54
Expansion 4.28 Significant
satellites/branches
Main Office with 3
4.42
satellites/branches
*p-value is significant at the 0.05 level
As reflected in Table 20 above, there was no significant differences in the
responses of respondents toward Marketing Strategies when grouped according to
selected profile variables, to wit: asset size (0.17> 0.05); associate members (0.67> 0.05);
regular members (0.21> 0.05); number of products and services (0.29> 0.05); area of
operation (0.92 > 0.05); years of operation (0.76> 0.05) and business expansion (0.54>
0.05). It was also worth noting that the computed p-values for each profile were greater
than the 0.05 alpha threshold of significance, inferring that the null hypothesis was
accepted.
The above result negated with Wambua et al. (2017) findings on Savings and
Credit Cooperatives (SACCO) in Kenya, where they discovered that all methods,
including marketing strategy, were highly related to the improvement of SACCO

82
membership. Further, it did not go with what Ogutu & Mathooko (2015) said that one
strategy being used by businesses was the differentiation strategy, which involved
creating unique products and services to attract new customers and increase customer
loyalty and positively affect organizational performance.
In general, the results demonstrated that the profile traits chosen had no bearing
on MPC marketing strategies. As a result, because all cooperatives were in business,
marketing strategies were a must-have activity for promoting their goods and services;
hence, they were applied and used across all types of multipurpose cooperatives.
Significant Differences between MPCs Profile and Financial Performances
This portion shows the significant differences in financial performance among
respondents when grouped by profile.
Table 21. Significant differences between MPCs profiles and financial

performances
Small 4.72
Not
Asset Size Medium 5.79 2.22 0.13
Significant
Large 5.30
0-100 4.80
101-200 5.14
Associate Not
201-300 4.67 0.94 0.43
Members significant
301-400 7.00
401-above 5.28
0-1000 4.94
Regular Not
1001-2000 6.13 2.15 0.14
Members significant
2001-above 5.15
5 below 5.11
Number of between 6 to 10 5.67
Not
Products/ between 11 to 20 5.11 1.06 0.38 significant
Services between 21 to 30 4.33
Offered between 31 to 40 0
41 or above 0
83
Urban Area 0
Area of Not
Rural Area 5.18 0.01 0.99
Barangay Area 5.23
0-10 4.93
11-20 5.54
Years of Not
21-30 5.08 0.57 0.69
31-40 5.38
41-49 4.00
Main Office 4.94
Main Office with 1
satellite/branch 4.61
Business
Main Office with 2 3.28 0.04 Significant
Expansion
satellites/branches 6.06
Main Office with 3
satellites/branches 6.50
As shown in Table 21 shown above, when respondents were grouped according to
selected profile variables, such as asset size (0.13> 0.05), associate members (0.43>
0.05), regular members (0.14> 0.05), number of products and services (0.38> 0.05), area
of operation (0.99> 0.05), years of operation (0.69> 0.05), there were no significant
differences in their financial performance. It was also worth noting that the computed p-
values for each profile exceeded the 0.05 alpha significance thresholds, implying that the
null hypothesis was accepted. On the other hand, business expansion having a computed
p-value of 0.04 < 0.05 had significant difference in their financial performance. This
implies that business expansion affected the financial performance of the small, medium
and large MPCs, whereas, as more satellites and branches were established, the financial
performance increased.
In terms of a cooperative's asset size profile, Ganga (2015)'s findings were backed
up by Henock (2018), who studied Ethiopian savings and credit cooperatives and
concluded that for an organization to be financially sustainable, it should increase its

84
return on assets, lower its debt-to-equity ratio, and improve deposit mobilization
performance. When cooperatives were able to make income from their short-term assets,
they could achieve financial self-sufficiency. As a result, the more it uses its short-term
assets, the more cash income it generated, which led to greater sustainability. These
findings contradict the findings on the relationship between MPC profile and financial
performances.
It is implied then that among the profile variables selected, only business
expansion had an impact in the financial performance the MPCs.
Rank Correlation between the MPCs’ Marketing Strategies and Financial
Performance
This section contains information about the relationship between MPCs Marketing
Strategies and Financial performance.
Table 22. Correlation between the MPCs‘ marketing strategies and financial
performance
Strategies r-value p-value Decision
Product 0.54 0.002 Significant
People/Personnel 0.44 0.02 Significant
Physical Assets 0.39 0.03 Significant
Promotion 0.21 0.01 Significant
Place 0.20 0.29 Not Significant
Process/Procedure Management 0.18 0.36 Not Significant
Price 0.15 0.43 Not Significant
It is shown Table 22 shown above that Product (0.002 < 0.05, r = 0.54), which
was the most significant and most influential strategy, People/Personnel (0.44 < 0.05, r =
0.44), and Physical Assets (0.03 < 0.05, r = 0.39) had a substantial correlation to financial
performance; Promotion (0.01 < 0.05, r = 0.21) had a slight correlation to financial
85
performance; while Price (0.43 >0.05, r = 0.15), Place (0.29 >0.05, r = 0.20) and Process/
Procedure Management (0.36 >0.05, r = 0.18) had no significant correlation to financial
performance.
The result had to do with the findings of Bahador (2018) that effective mix
marketing could drive the organization towards their objective and improve their
performance in terms of short-term and long-term performance, thus having a link to
business performance, implying that this strategy will have an impact on the company,
whether favorable or negative. The finding mentioned also conformed to Banker‘s et al.
(2014) recommendation that marketing strategy was reliable to affect the company‘s
financial performance positively; Wambua‘s (2017) assertion that marketing strategy had
a positive significant relationship with the performance of Cooperatives in Kenya;
MPCs‘ marketing methods had substantial correlations and were associated with
their financial performance, according to the findings. Promoting cooperative products
and services is a must-do activity to achieve financial growth and stability, as
cooperatives operate for the benefit of their clients/members. They should review, update,
and implement marketing tactics that are effective in generating a higher investment
return and hence more money on a regular basis. MPCs' marketing initiatives have a
significant impact on their financial performance.
Strategic Plan Developed for MPCs
Table 23, shown on page 87 summarized the finalized strategic plan. It provided
MPCs with strategic planning guidelines. The model was separated into two sections:
marketing strategies and financial performance, each with its own set of strategies and
metrics. These strategies and indicators were outlined, as were the objectives/plans,
86
projects/activities, people/personnel involved, potential/possible categories, and
output/outcome that accompanied them. The specific plans, projects, and activities were
enumerated following the objectives, where their purposes were stated. People/personnel
who may be involved according to the plan were mentioned so that MPCs know who will
be in charge of the project. Also, not all categories of the MPCs were recipients of all the
projects, so specific category/ies were mentioned. Expected outcomes and outputs of
each plan/project/activity were identified and stated as a summation of the strategic plan
model. The plan would serve as a reference for small, medium, and large multipurpose
cooperatives in the province of Nueva Vizcaya.

87
Table 23. Strategic Plan on Marketing Strategies
Marketing Objectives Plans/ People/ Potential/ Output/

Strategies Projects/ Personnel Possible Outcome
(Marketing mix Activities Involved category
7ps)
Product/ To enhance Innovating or updating BODs, Small, a. Conduct of a survey to determine

Service product/service of products/services as Manager & Medium, and clients' or members‘ needs in terms of
portfolio to meet a continuous Marketing Large MPCs product or service
members/clients‘ phenomenon in the Manager b. Creation and innovation of new
needs cooperative products and services
c. Updating of existing products or
services
Place To make serving Opening/establishment BODs, Medium & a. Identification of possible

members/clients in of a new Manager, Large MPCs location/site/area
remote places easier satellite/branch office if Officers/ b. Allocation of fund for the
needed and necessary Staff, construction or purchasing of a new
General satellite/branch office
Assembly c. Construction or purchasing of a new
satellite/branch office
To attract members Employing of the BODs, Small, a. Application of the Penetration

Price to avail of the Penetration Pricing Manager & Medium, and Pricing concept to products/services
products/services (setting a low price Marketing Large MPCs
offered due during its initial Manager
affordable price offering)
867
88

7ps)
Promotion To introduce the Fabrication of outdoor Marketing Small, a. Allocation of funds for the
MPC and its ads about the MPC and Manager Medium, and fabrication of outdoor ads.
products/services to its products/services Large MPCs b. Fabrication and reproduction of
potential offered ads to be posted outdoor ads.
clients/members in front of prominent c. Posting of outdoor ads such as
through printed establishments within tarpaulins to be posted to prominent
advertisement the locality and nearby places within the locality of the
barangays/municipalitie cooperatives and nearby
s barangays/municipalities
a. Establishment of clean comfort

Physical Asset/ To institute a Establishment of clean BODs, Medium and
rooms for males and females
Evidence conducive and comfort rooms for Manager, Large MPCs
gender-sensitive males and females with Officers/
environment for necessary bathroom Staff,
clients/members accessories Members
People To empower and BODs, Small, a. Crafting of

maintain a Manager, Medium, and training/seminar/workshop
continuous growth Officers/ Large Proposal/Matrix by imploring related
among Staff/Emplo topics/activities
employees/staff of yees b. Allocation of fund for the
the MPC training/seminar/workshop
87
87
89

7ps)
c. Conduct of the
training/seminar/workshop to
employees
a. Conduct a priority analysis to
Process/ To upgrade process Upgrading of ICT BODs, Medium and
determine the necessary ICT devices to
Procedure through the usage devices and software Manager Large MPCs
be given priority.
Management of ICT devices and programs/interactive and
b. Allocate fund for the project.
software to be media formats Empoyees/
c. Purchase the identified ICT device/s.
utilized by Staff
d. Conduct ICT seminars for users
officials/employees/
members
88
90
Table 24. Strategic Plan on Financial Performance

Financial Plans/
Output/outcome
performance Objectives Projects/
Indicators Activities
Profitability To generate more Reduction/ a. Review of expenses/expenditures

income/surplus that can Lessening of b. Determination of expenditures‘ control methods.
be distributed to Administrative and c. Employ the reduction/lessening of Administrative and
members as dividends at Operating Expenses Operating Expenses
the end of the calendar
year
a. Determination of membership capital campaign to increase

Liquidity To improve the MPC‘s Increasing of
equity
ability to pay debts when Capital/
due Equity/Members‘
b. Execution/application of ways and means to increase
Deposits
equity such as programs that encourage regular members to
deposit more amount and associate members to apply for
regular membership
Solvency To prevent the MPC Uphold a strong a. Identification of long term financial position risks
from experiencing long-term financial b. Determination of control methods
financial risk that puts its position c. Observance and enhancement of financial position
members at risk
89
91
Chapter V
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Summary
The findings of the study were summarized according to the statement of the
problem in Chapter 1. The profile of MPCs on Asset Size revealed that several of the
MPCs in Nueva Vizcaya are small with asset size ranging from three million and one
pesos (3,000,001.00) to fifteen million (15,000,000.00) million. Hence, majority
members are merely associate members under the range of 0-100, who are solely entitled
to some rights and benefits but are not eligible to vote or be elected to the board of
directors. It is then asserted that the majority of members prefer to be regular members in
order to have access to all of the rights and benefits of cooperative membership rather
than simply being depositors of a certain amount.
In terms of products and services offered, several among the small, medium and
large MPCs in Nueva Vizcaya offered 5 or fewer products and services, allowing them to
increase their income, savings, investments, productivity, and purchasing power, as well
as promote equitable net surplus distribution among themselves by maximizing the use of
economies of scale, cost-sharing, and risk-sharing.
On the other hand, majority of small, medium and large MPCs of Nueva Vizcaya
address the need of the people in the far-flung area in terms of lending, banking,
groceries, agri-inputs, etc. that are essential for day-to-day personal and business
activities.
In terms of years of operation, some of the small, medium and large MPCs in
Nueva Vizcaya are still in the early phases of operation, legally functioning and not
92
violating the fifty-year rule. In terms of business expansion, majority of the small,
medium and large MPCs operate primarily through their main office.
The Marketing Strategies used by the Multipurpose Cooperative in Nueva
Vizcaya are described as ‗often‘. Furthermore, Process/Procedure Management, Product,
Physical Assets, People/Personnel were categorized as ‗Always‘; Place was categorized
as ‗Often‘ while Promotion and Price were categorized as ‗sometimes.‘
In terms of Financial Performance, the MPCs profitability reveal that majority of
the small, medium, and big MPCs have excellent and satisfactory profitability
performances, as shown by the equivalent points of their profitability ratios, it may be
inferred from such data. The results on liquidity reveal that the majority of the small,
medium, and large MPCs have strong and satisfactory liquidity performance, which
implies that they are able to pay their short-term debt when it becomes due. The results
on solvency imply that only some of the small, medium, and large MPCs have strong and
satisfactory solvency performance, thus having a sound long-term financial position and
honoring their debt obligations.
There were no significant differences in the responses of respondents toward
Marketing Strategies when grouped according to selected profile variables. On the other
hand, when respondents‘ financial performance was grouped according to selected profile
variables, only business expansion had a significant difference.
In terms of the MPCs Marketing strategies and Financial Performance
relationship, it presented that Product which is the most significant and most influential
strategy, People/Personnel, and Physical Assets had a substantial correlation to financial
performance; Promotion had a slight correlation to financial performance; while Price,

93
Place and Process/ Procedure Management had no significant correlation to financial
performance.
Consequently, a strategic plan was conceptualized as an output of this study, and
it was described in a tabular form using model strategic plan. This Strategic Plan would
serve as a reference for MPCs, particularly those who were regularly involved in Strategic
Planning.
Conclusions
The following conclusions were taken from the study's findings.
1. The Multipurpose Cooperatives (MPCs) were still in their early stages of
operation in Nueva Vizcaya, functioning primarily through their main office,
legally operating and not violating the fifty-year rule, taking into account the
members' residence or planned working area, and the majority were small
MPCs with assets ranging from three million and one pesos (3,000,001.00) to
fifteen million pesos (30,000,001.00). (15,000,000.00) with 5 or fewer
products and services offered/rendered, allowing people to increase their
income, savings, investments, productivity, and purchasing power, as well as
promote equitable net surplus distribution among themselves by maximizing
the use of economies of scale, cost-sharing, and risk-sharing.The vast majority
of the members were regular members rather than associates, and they
preferred to have an entitlement to all the rights and privileges of membership
rather than just to be depositors of a certain amount.
2. Marketing Strategies of small, medium and large MPCs in Nueva Vizcaya
were often used. Product which provide members and clients the
94
activities/processes that stimulate thrift and savings mobilization among them
and, in turn, improved and enhanced their economic, social, and educational
status—were apparent; price was used occasionally as a marketing strategy to
identify the entire sum that the client is exchanging for a benefit of having the
good or service; Place where cooperative transactions were carried out to
make the product accessible and available to a target customer, were
frequently employed as a marketing strategy; promotion was occasionally
employed as a marketing strategy, which covered all the actions the business
performs to advertise and interact with its target market; Physical
Assets/Evidence were always used which upheld a supportive atmosphere that
was safe and secure for both employees and members/clients; People
employed by the business to design, develop, and produce the products, as
well as those who conducted market research to establish demand and identify
customer needs, managed the supply chain to ensure prompt delivery, offered
support services, and act as touchpoints for customer interaction, - were
always used as part of a marketing strategy; and process/procedure
management was always used which provided a standard procedure of
availing its products and services offered and exerted efforts in response to
meet the consumers‘ demand.
3. In terms of financial performance particularly profitability as indicator,
several of the small, medium, and large MPCs had strong performances in
terms of profitability thus they have earned money for the benefit of their
members and assisted management and stakeholders in making decisions to

95
improve performance and have the ability to produce a return on an
investment based on its resources in comparison with an alternative
investment. The remaining MPCs, on the other hand, had fair and poor
profitability results, which could have prevented them from producing a return
on an investment based on their resources when compared to alternative
investments and could bring delay from generating money for the benefit of
their members. In terms of liquidity, majority of the small, medium, and large
MPCs had strong and satisfactory liquidity performance and they were able to
pay their short-term debt when they became due. However, the remaining
MPCs had fair and poor liquidity performance thus they were unable to pay
their current debt with their current assets. As to solvency, some of the small,
medium, and large MPCs had strong and satisfactory solvency performance,
thus having a sound long-term financial position and honoring their debt
obligations while the remaining small, medium, and large businesses, on the
other hand, had an unsound long-term financial position, demonstrating that
they could not meet their debt obligations.
4. When respondents were categorized according to specified profile
characteristics, there were no significant variations in their responses to
Marketing Strategies.
5. Business expansion influenced the financial performance of the small,
medium and large MPCs.
6. Product was the marked correlated to Financial Performance. People/Personnel
and Physical Assets had a substantial correlation to financial performance;

96
Promotion had a slight correlation to financial performance; while Price, Place
and Process/ Procedure Management had no significant correlation to financial
performance.
7. A strategic plan would be developed to reinforce and enhance the respondents'
marketing strategies and financial performance.
Recommendations
The following were suggested based on the significant findings and conclusions:
1. As per asset size, MPCs are encouraged to strengthen their ties with other
institutions and agencies in order to obtain more subsidies, expand
opportunities for investing with various potential partners, and maintain
programs that would encourage members to increase their share
capital/deposits in order to upscale the amount of assets and thus graduate
from a smaller to a larger size.
2. In terms of membership type, whether associate or regular, MPCs are advised
to persuade associate members to upgrade from being merely depositors of
money for the sake of saving to attending a pre-membership seminar so that
they could later become regular members and benefit from the benefits that
are only available to the latter.
3. Rather than operating solely through their main office, MPCs are encouraged to
expand their territory by opening satellite or branch offices, particularly in
areas with a large number of potential members. Additionally, to make
serving members/clients in remote places easier.

97
4. New or updating of products or services should be a continuous phenomenon in
the cooperative.
6. Multipurpose Cooperatives may consider consistent advertising through
outdoor ads in a form tarpaulins and pamphlets to be posted in front of
prominent establishments within the locality and nearby
barangays/municipalities.
7. To maintain clients‘ wellness, the MPCs, particularly those who can, must
maintain a conducive and gender-sensitive office environment with the
presence of clean comfort rooms for males and females, having a sufficient
supply of water and necessary bathroom accessories.
8. MPCs may offer comprehensive and extensive seminars, trainings, workshops,
and/or webinars as a marketing technique for the empowerment and
continuous growth of their employees.
9. For easier transactions, the office of the cooperatives should consider
upgrading ICT devices (PCs, printers, scanners, 3D cameras, data projectors,
etc.) and software programs/interactive media formats (Accounting
applications, Microsoft Offices, Zoom, FB) to be utilized by the personnel.
9. On the subject of profitability, MPCs, particularly large ones, are advised to
prioritize spending control in order to generate more income/surplus that can
be distributed to members as dividends at the end of the calendar year.
10. As to liquidity of MPCs, some of them are urged to improve their ability to
pay their debts when they fall due through strengthening their capital.
98
11. In terms of solvency, small, medium and large MPCs are encouraged to
maintain a strong long-term financial position in order to prevent financial
risk that puts its members at risk.

99
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APPENDIX 1
RESEARCH INSTRUMENT VALIDITY
Appendix 1.1
Validation of the Research Instrument
After the conduct of thesis proposal, a validity test was executed to determine the
appropriateness, comprehensiveness, and relevance of the questionnaire through the
study. A copy of the questionnaire was distributed to six (6) experts in business
management and other related fields as recommended by the panel chair and members
during the proposal. The experts include professors, officials from various sectors, and a
manager of a cooperative
The adopted Research Instrument Validation Survey of Ryan Michael F.
Oducado, which is used by the validators to rate the research instrument, and the tabular
result of the validated research instrument as assessed by the aforementioned validators in
no particular order, are shown below. The average mean is 4.2, which indicates that the
research instrument has passed the validity test.

106
Appendix 1.2
Survey Instrument Validation Rating Scale
Instruction: Please encircle your degree of agreement or disagreement on the statements

provided below by encircling the number which corresponds to your best to your
judgment.
1 – Strongly Disagree 2 – Disagree 3 – Undecided 4 – Agree 5 – Strongly Agree
Criteria 1 2 3 4 5
1. The items in the instrument are relevant to answer the
1 2 3 4 5
objectives of the study.
2. The items in the instrument can obtain depth to constructs
1 2 3 4 5
being measured.
3. The instrument has an appropriate sample of items for the
1 2 3 4 5
construct being measured.
4. The items and their alternatives are neither too narrow nor
1 2 3 4 5
limited in its content.
5. The items in the instrument are stated clearly. 1 2 3 4 5
6. The items on the instrument can elicit responses which are
1 2 3 4 5
stable, definite, consistent and not conflicting.
7. The terms adapted in the scale in the scale are culturally
1 2 3 4 5
appropriate.
8. The layout or format of the instrument is technically sound. 1 2 3 4 5
9. The responses on the scale show a reasonable range of
1 2 3 4 5
variation.
10. The instrument is not too short or long enough that the
1 2 3 4 5
participants will be able to answer it within a given time.
11. The instrument is interesting such that participants will be
1 2 3 4 5
induced to respond to it and accomplish it fully.
12. The instrument as a whole could answer the basic purpose for
1 2 3 4 5
which it is designed.
13. The instrument is culturally acceptable when administered in
1 2 3 4 5
the local setting.
Author: Ryan Michael F. Oducado
Comments and Suggestions:

______________________________________________________________________________
______________________________________________________________________________
Signature over Printed Name

Date:__________________________
107
Appendix 1.3
Result of Research Instrument Validators’ Rating

Validators
Criteria Validator Validator Validator Validator Validator Validator Mean
A B C D E F (µ)
1 5 5 4 5 4 4 4.5
2 4 4 4 5 4 4 4.2
3 4 4 4 4 4 4 4.0
4 4 5 4 4 4 4 4.2
5 4 4 4 4 4 4 4.0
6 3 5 4 5 4 4 4.2
7 3 4 4 5 4 4 4.0
8 4 5 4 5 4 4 4.3
9 5 4 5 4 4 4 4.3
10 5 5 4 5 4 4 4.5
11 4 4 4 4 4 4 4.0
12 5 5 4 5 4 4 4.5
13 3 5 5 5 4 4 4.3
AVERAGE 4.2
108
Appendix 2
RESEARCH INSTRUMENT
Appendix 2.1 Letter to the MPCs
Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY
Bayombong, Nueva Vizcaya
3700 Bayombong, Nueva Vizcaya
COLLEGE OF BUSINESS EDUCATION
___________________
_________________________________
_________________________________
_________________________________
SIR/MADAM:
Greetings in the name of love and peace.
The undersigned is currently enrolled in Master of Management major in Business

Management at Nueva Vizcaya State University – Bayombong Campus. I am conducting
my thesis entitled ”Marketing Strategies and Financial Performance of Multipurpose
Cooperatives in Nueva Vizcaya: A Reference for Strategic Planning”.
In connection with this, your valuable time is greatly needed in answering a survey
questionnaire. The following survey is designed to identify the profile and marketing
strategies used/implemented. Also, may I humbly request a copy of the Cooperative’s
AUDITED FINANCIAL STATEMENTS for the Calendar Year 2019 as it will be my
reference/basis in knowing the Financial Performance of your cooperative.
Further, the survey and data to be gathered are primarily for research purposes and rest
assured that the identity of the rater will be treated with confidentiality. Thank you very
much and God bless.
Sincerely yours,
CHARMANNE V. WAYAN-AQUINO
Researcher
Noted:
DOLORES B. GALVEZ, DBA

Adviser
Endorsed by:
ATTY. FRANCO J. BAWANG

Regional Director, Cooperative Development Authority - Region
109
QUESTIONNAIRE FOR DETERMINING THE PROFILE AND IDENTIFYING THE

MARKETING STRATEGIES USED BY MULTIPURPOSE COOPERATIVES
I. RESPONDENT’S PROFILE
1. Name of the cooperative

_________________________________________________________________
2. Category as to asset size
a. [ ] Small - Three Million and One Peso (PhP 3,000,001.00) to
Fifteen Million (PhP 15,000,000.00)
b. [ ] Medium - Fifteen Million and One Peso (15,000,001.00) to
One Hundred Million (PhP 100,000,000.00)
c. [ ] Large - above One Hundred Million and One Peso (PhP
100,000,001)
3. Number of members
3.1 Associate members: _____________
3.2 Regular members: _______________
4. Products and services offered

a. [ ] 5 or below d. [ ] between 21 to 30
b. [ ] between 6 to 10 e. [ ] between 31 to 40
c. [ ] between 11 to 20 f. [ ] 41 or above
5. Area of Operation:
a. [ ] Urban Area
b. [ ] Rural Area
c. [ ] Barangay Area
6. Years of operation _________ years
7. Business Expansion
a. [ ] Main Office
b. [ ] Main Office with 1 satellite/branch
c. [ ] Main Office with 2 satellite/branches
d. [ ] Main Office with 3 or more satellite/branches
110
II. MARKETING STRATEGIES; Marketing Mix (7 Ps)

Instruction: Please rate the following statements based on the five point rating
scale listed and defined below. Encircle the corresponding point of your
response.
Interpre-
Scale Range Description
tation
The strategy is consistently used/applied
5 4.5-5.0 Always
AT ALL TIMES.
4 3.5-4.49 MANY TIMES BUT NOT AT ALL Often
TIMES.
The strategy is used or applied
3 2.5-3.49 Sometimes
OCCASIONALLY.
2 1.5-2.49 Rarely
SELDOM.
1 1-1.49 The strategy is NOT AT ALL used/applied. Never
Always Often Some- Rarely Never

Strategies times
(5 ) (4) (3) (2) (1)
A. PRODUCT
 The products, services &
portfolio of the cooperative
5 4 3 2 1
meet the members’/clients’
expectations/needs.
 The cooperative
reviews/assess the
performance of its products 5 4 3 2 1
and services on a regular
basis.
 New or updating of
products/services is a
5 4 3 2 1
continuous phenomenon in
the cooperative.
 The products, services &
portfolios of the cooperative
enhance its brand image
5 4 3 2 1
(customers’/clients’
perception of the
product/service).
 The cooperative aims at
promoting products and
5 4 3 2 1
quality of services.
111

upholding quality
5 4 3 2 1
products/services at
affordable prices.
marketing quality
products/services for the
5 4 3 2 1
members and even non-
members or people in the
community.
 The cooperative stresses or
prioritize long term
relationships with 5 4 3 2 1
members/clients through
creating brand loyalty.
Others: (Please specify)
____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
5 4 3 2 1
____________________________________
___________________________________.
B. PRICE
 The cooperative sets price
lower than the price sets by
other cooperatives/other
5 4 3 2 1
business establishments
within and outside the
community.
 Pricing objectives of the cooperative aim at…
 Maximizing current
profit and return on 5 4 3 2 1
Investment.
 Upholding/maintaining
quality
products/services at 5 4 3 2 1
affordable prices.
 Pricing methods used by the cooperative

(Please rate only the method used by your respective cooperative)
 Mark-up Pricing (Adding
value to the cost price of the
5 4 3 2 1
product/service).
112
 Target Return Pricing (Pricing

a product/service based on
what investors would want to 5 4 3 2 1
make from any capital
 Skimming Pricing (Setting a
relatively high initial price for
5 4 3 2 1
a product/service at first, then
lowering the price over time).
 Penetration Pricing (Setting a
low price during its initial
5 4 3 2 1
offering to attract customers
to a new product/service).
 Value Pricing (Setting a price
based on how much
5 4 3 2 1
members/customers believe a
product is worth).
 Perceived Value Pricing
(Determining the price basing
5 4 3 2 1
on how much customers are
willing to pay).
 Going Rate Pricing (Setting
the price based on the current
price of related 5 4 3 2 1
product/service offered by
other cooperatives).
 Social Pricing (Setting price
based on the sum of the
private cost resulting from
transactions and the cost
imposed on the consumers as
5 4 3 2 1
a consequence of being
exposed to the transaction for
which they are not
compensated or charged).

____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
____________________________________
___________________________________. 5 4 3 2 1
113
C. PLACE
 The cooperative’s location is
accessible to members/clients
5 4 3 2 1
(along the highway and/or
easy to locate).
 The cooperative has installed
branch/satellite office/s for
5 4 3 2 1
the benefit of members/clients
residing in far places.
 The members/clients are
served well in the main
5 4 3 2 1
office/branch/satellite
office/s).
____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
____________________________________
5 4 3 2 1
___________________________________.
D. PROMOTION.
 The cooperative provides
freebies, giveaways, gimmicks
during General Assembly
5 4 3 2 1
meetings such as raffle draws,
giving of free t-shirts, and
others.
 The cooperative gives interest
on share capital or dividends 5 4 3 2 1
to its members.
5 4 3 2 1
death benefits.
 The cooperative incorporates
giving of benefits/incentives
to members in relation to
patronization of the 5 4 3 2 1
products/services (i.e.
patronage refund).

financial assistance related to
5 4 3 2 1
health matters such as
hospitalization and the like.
114

scholarship programs to
5 4 3 2 1
selected students who are
children of members.
 The cooperative donates to
the Local Government Unit,
school and other agencies 5 4 3 2 1
through financial assistance or
any kind of aid.
Promotion mixed methods employed by the cooperative. (Please rate only the
method used by your respective cooperative)
 Advertising through conduct
of Pre-membership Seminar
(PMES) or the one-on-one 5 4 3 2 1
discussion about the
cooperative’s programs.
 Advertising through outdoor
ads, business directories,
magazines and newspapers, 5 4 3 2 1
television and/or movies
and radio.
 Advertising through designing
and distributing 5 4 3 2 1
brochures/pamphlets/leaflets.
 Advertising through posting in
5 4 3 2 1
place signboards/billboards.
 Advertising through digital
marketing (company
websites, social media
5 4 3 2 1
[Facebook or Twitter],
blogging, mobile phone
promotions, YouTube).
 Advertising through public
relations (media
5 4 3 2 1
introductions, PR events,
news/media releases).
 Promoting through direct
marketing (mail order
catalogues, bulk mailers, 5 4 3 2 1
facebook, E-mail,
Telemarketing).
 Endorsing through sales
promotion (coupons, discounts,
5 4 3 2 1
referral programs, and loyalty
incentives).
 Endorsing through personal
marketing (salesmen,
5 4 3 2 1
showrooms, exhibitions, trade
shows).
115

____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
5 4 3 2 1
___________________________________.
E. PHYSICAL ASSETS. The
cooperative’s office…
 is favorable to
members/clients as suited by
5 4 3 2 1
cleanliness and good
ambiance of the office.
 Is conducive to
members/clients with the
5 4 3 2 1
presence of clean comfort
rooms for males and females.
 Is well-ventilated and
equipped with air-
5 4 3 2 1
conditioner/electric fans are
available.
 is conducive to both staff and
members/clients through the
5 4 3 2 1
presence of accommodation
area with chairs and tables.
 is safe and secured from any
harm with the presence of
disaster risk reduction 5 4 3 2 1
reminders and warning
device/s.
 has signages in place for easy
tracking by the 5 4 3 2 1
members/clients.
 has office supplies readily
available for members and
clients during transactions 5 4 3 2 1
such as forms, pens, staplers,
and the like.
____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
5 4 3 2 1
___________________________________.
116
F. PEOPLE/PERSONNEL
 The cooperative is members-
/clients-centered which means
that the latter are the top 5 4 3 2 1
priorities when it comes to
serving people.
 Employees/staff of the
cooperative are approachable
5 4 3 2 1
and easy to get along with by
members and clients.
The cooperative…
 hires staff with inclined
profession, skills, and abilities 5 4 3 2 1
to the vacant position.
 provides extensive
seminars/trainings for its 5 4 3 2 1
employees
 motivates its employees with
5 4 3 2 1
benefits and incentives.
____________________________________
5 4 3 2 1
____________________________________
___________________________________.
____________________________________
____________________________________ 5 4 3 2 1
___________________________________.
____________________________________
____________________________________
5 4 3 2 1
___________________________________.
G. PROCESS/PROCEDURE MANAGEMENT
 The products and services
offered by the cooperative are
5 4 3 2 1
simple to understand and easy
to avail by members/clients
 The products and services
offered are convenient to 5 4 3 2 1
members/clients
 The cooperative has standard
procedure of availing its 5 4 3 2 1
products and services offered
 The cooperative’s office has
personal computers and other
ICT gadgets that aid
5 4 3 2 1
employees in the processing
of transactions
117
 The employees attend to

members/clients with
courtesy, quality service, 5 4 3 2 1
utmost care and sense of
urgency
____________________________________
____________________________________ 5 4 3 2 1
____________________________________
________
____________________________________
____________________________________
5 4 3 2 1
____________________________________
________
____________________________________
____________________________________
5 4 3 2 1
____________________________________
________
_____________________________________
Signature over printed name
-------------End of questionnaire---------
118
Appendix 3
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE MPCS MARKETING STRATEGIES
Appendix 3.1 Product
5 4 3 2 1 Percen-
Product Total
f % f % f % f % f % tage
The products, services & portfolio of the
cooperative meet the members‘/clients‘ 36 60.00 22 36.667 2 3.33 0 0.00 0 0.00 60 100
expectations/needs.
The cooperative reviews/assess the performance of
41 68.33 15 25.000 4 6.67 0 0.00 0 0.00 60 100
its products and services on a regular basis.
New or updating of products/services is a
33 55.00 25 41.667 2 3.33 0 0.00 0 0.00 60 100
continuous phenomenon in the cooperative.
The products, services & portfolios of the
cooperative enhance its brand image
34 56.67 24 40.000 2 3.33 0 0.00 0 0.00 60 100
(customers‘/clients‘ perception of the
product/service).
The cooperative aims at promoting products and
44 73.33 16 26.667 0 0.00 0 0.00 0 0.00 60 100
quality of services.
The cooperative aims at upholding quality
51 85.00 7 11.667 2 3.33 0 0.00 0 0.00 60 100
products/services at affordable prices.
The cooperative aims at marketing quality
products/services for the members and even non- 44 73.33 12 20.000 4 6.67 0 0.00 0 0.00 60 100
members or people in the community.
The cooperative stresses or prioritize long term
relationships with members/clients through 44 73.33 14 23.333 0 0.00 2 3.33 0 0.00 60 100
creating brand loyalty.
Legend: f = frequency % = percentage 5 = always; 4 = often, 3 = sometimes; 2 =rarely; 1= never
118
119
Appendix 3.2 Price

5 4 3 2 1 To- Per-
Price
f % f % f % f % F % tal centage
The cooperative sets price lower than the price sets by
other cooperatives/other business establishments within 13 21.67 31 51.667 13 21.67 1 1.67 2 3.33 60 100
and outside the community.
Pricing objectives of the cooperative aim at maximizing
current profit and return on Investment.
24 40.00 30 50.000 6 10.00 0 0.00 0 0.00 60 100
Pricing objectives of the cooperative aim at
upholding/maintaining quality products/services at 32 53.33 25 41.667 0 0.00 0 0.00 3 5.00 60 100
affordable prices.
Mark-up Pricing (Adding value to the cost price of the
product/service).
38 63.33 10 16.667 5 8.33 0 0.00 7 11.67 60 100
Target Return Pricing (Pricing a product/service based on
what investors would want to make from any capital 27 45.00 8 13.333 7 11.67 0 0.00 18 30.00 60 100
Skimming Pricing (Setting a relatively high initial price
for a product/service at first, then lowering the price over 2 3.33 15 25.000 9 15.00 9 15.00 25 41.67 60 100
time).
Penetration Pricing (Setting a low price during its initial
offering to attract customers to a new product/service).
6 10.00 4 6.667 15 25.00 10 16.67 25 41.67 60 100
Value Pricing (Setting a price based on how much
members/customers believe a product is worth).
13 21.67 10 16.667 12 20.00 4 6.67 21 35.00 60 100
Perceived Value Pricing (Determining the price basing on
how much customers are willing to pay).
6 10.00 12 20.000 12 20.00 9 15.00 21 35.00 60 100
Going Rate Pricing (Setting the price based on the current
price of related product/service offered by other 17 28.33 17 28.333 9 15.00 1 1.67 16 26.67 60 100
cooperatives).
Social Pricing (Setting price based on the sum of the
private cost resulting from transactions and the cost
imposed on the consumers as a consequence of being 8 13.33 16 26.667 11 18.33 4 6.67 21 35.00 60 100
exposed to the transaction for which they are not
compensated or charged).
119
120
Appendix 3.3 Place

5 4 3 2 1 To- Per-
Place
f % f % f % f % F % tal centage
The cooperative‘s location is accessible to
members/clients (along the highway and/or easy to 52 86.67 5 8.333 3 5.00 0 0.00 0 0.00 60 100
locate).
The cooperative has installed branch/satellite office/s
for the benefit of members/clients residing in far 30 50.00 4 6.667 0 0.00 3 5.00 23 38.33 60 100
places.
The members/clients are served well in the main
49 81.67 9 15.000 0 0.00 0 0.00 2 3.33 60 100
office/branch/satellite office/s).
Appendix 3.4 Promotion
5 4 3 2 1 Per-
Promotion Total
f % F % f % f % f % centage
The cooperative provides freebies, giveaways,
gimmicks during General Assembly meetings such 52 86.67 4 6.667 0 0.00 4 6.67 0 0.00 60 100
as raffle draws, giving of free t-shirts, and others.
The cooperative gives interest on share capital or
58 96.67 0 0.000 2 3.33 0 0.00 0 0.00 60 100
dividends to its members.
The cooperative provides death benefits. 52 86.67 2 3.333 0 0.00 0 0.00 6 10.00 60 100
The cooperative incorporates giving of
benefits/incentives to members in relation to
patronization of the products/services (i.e., 56 93.33 2 3.333 2 3.33 0 0.00 0 0.00 60 100
patronage refund).
120
121
continuation of Appendix 3.4
5 4 3 2 1 Per-
Promotion Total
f % F % f % f % f % centage
The cooperative provides financial assistance related to
36 60.00 9 15.00 9 15.00 6 10.00 0 0.00 60 100
health matters such as hospitalization and the like.
The cooperative provides scholarship programs to
23 38.33 6 10.00 6 10.00 3 5.00 22 36.67 60 100
selected students who are children of members.
The cooperative donates to the Local Government
Unit, school and other agencies through financial 45 75.00 7 11.67 1 1.67 1 1.67 6 10.00 60 100
assistance or any kind of aid.
Advertising through conduct of Pre-membership
Seminar (PMES) or the one-on-one discussion about 45 75.00 12 20.00 3 5.00 0 0.00 0 0.00 60 100
the cooperative‘s programs.
Advertising through outdoor ads, business directories,
magazines and newspapers, television and/or movies 11 18.33 8 13.33 9 15.00 4 6.67 28 46.67 60 100
and radio.
Advertising through designing and distributing
24 40.00 17 28.33 7 11.67 0 0.00 12 20.00 60 100
brochures/pamphlets/leaflets.
Advertising through posting in place
signboards/billboards.
21 35.00 9 15.00 11 18.33 5 8.33 14 23.33 60 100
Advertising through digital marketing (company
websites, social media [Facebook or Twitter], blogging, 20 33.33 10 16.67 15 25.00 7 11.67 8 13.33 60 100
mobile phone promotions, YouTube).
Advertising through public relations (media introductions,
PR events, news/media releases).
10 16.67 7 11.67 13 21.67 5 8.33 25 41.67 60 100
Promoting through direct marketing (mail order
catalogues, bulk mailers, facebook, E-mail, 15 25.00 15 25.00 12 20.00 1 1.67 17 28.33 60 100
Telemarketing).
Endorsing through sales promotion (coupons, discounts,
22 36.67 11 18.33 10 16.67 4 6.67 13 21.67 60 100
referral programs, and loyalty incentives).
Endorsing through personal marketing (salesmen,
showrooms, exhibitions, trade shows).
21 35.00 6 10.00 11 18.33 4 6.67 18 30.00 60 100
121
122
Appendix 3.5 Physical Asset/Evidence

5 4 3 2 1
Physical Assets Total Percent
f % F % f % f % f %
It is favorable to members/clients as suited by
49 81.67 7 11.67 4 6.67 0 0.00 0 0.00 60 100
cleanliness and good ambiance of the office.
It is conducive to members/clients with the presence of
46 76.67 4 6.67 6 10.00 0 0.00 4 6.67 60 100
clean comfort rooms for males and females.
It is well-ventilated and equipped with air-
49 81.67 6 10 3 5.00 2 3.33 0 0.00 60 100
conditioner/electric fans are available.
It is conducive to both staff and members/clients
through the presence of accommodation area with 48 80.00 7 11.67 3 5.00 2 3.33 0 0.00 60 100
chairs and tables.
It is safe and secured from any harm with the presence
of disaster risk reduction reminders and warning 41 68.33 14 23.33 3 5.00 2 3.33 0 0.00 60 100
device/s.
It has signages in place for easy tracking by the
36 60.00 20 33.33 4 6.67 0 0.00 0 0.00 60 100
members/clients.
It has office supplies readily available for members and
clients during transactions such as forms, pens, 48 80.00 10 16.67 2 3.33 0 0.00 0 0.00 60 100
staplers, and the like.
Appendix 3.6 People/Personnel

5 4 3 2 1 To- Percen
People/Personnel
f % F % f % f % f % Tal tage
The cooperative is members-/clients-centered which means
85.0
that the latter are the top priorities when it comes to serving 51 7 11.67 2 3.33 0 0.00 0 0.00 60 100
0
people
122
123
Continuation of Appendix 3.6
5 4 3 2 1 To- Percen
People/Personnel
f % F % f % f % f % Tal tage
Employees/staff of the cooperative are approachable and 83.3
50 10 16.67 0 0.00 0 0.00 0 0.00 60 100
easy to get along with by members and clients. 3
The cooperative hires staff with inclined profession, 56.6
skills, and abilities to the vacant position. 34 7 24 40.00 2 3.33 0 0.00 0 0.00 60 100
It provides extensive seminars/trainings for its 53.3
employees 32 3 21 35.00 3 5.00 4 6.67 0 0.00 60 100
63.3
It motivates its employees with benefits and incentives.
38 3 21 35.00 1 1.67 0 0.00 0 0.00 60 100
3.7 Process/Procedural Management

5 4 3 2 1 % To- Per-
Process/Procedure Management
f % f % f % f % f % Tal centage
The products and services offered by the cooperative are 85.0 15.0 0.0 0.0
51 9 0 0 0 0.00 60 100
simple to understand and easy to avail by members/clients 0 00 0 0
The products and services offered are convenient to 83.3 16.6 0.0 0.0
50 10 0 0 0 0.00 60 100
members/clients 3 67 0 0
The cooperative has standard procedure of availing its 85.0 15.0 0.0 0.0
51 9 0 0 0 0.00 60 100
products and services offered 0 00 0 0
The cooperative‘s office has personal computers and other
78.3 15.0 3.3 0.0
ICT gadgets that aid employees in the processing of 47 9 2 0 2 3.33 60 100
3 00 3 0
transactions.
The employees attend to members/clients with courtesy, 83.3 16.6 0.0 0.0
50 10 0 0 0 0.00 60 100
quality service, utmost care and sense of urgency 3 67 0 0
123
124
Appendix 4
CURRICULUM VITAE
CHARMANNE WAYAN AQUINO

Namnama A, Belance, Dupax del Norte, Nueva Vizcaya
Contact Number: 0946-068-9240
gmail address: charmanne.wayan003@deped.gov.ph
social media account (facebook): Charmanne Mem Wayan Aquino
SUMMARY OF CREDENTIALS
 Candidate for Graduation, Master of Management major in Business

Management.
 Graduate, Bachelor of Science in Commerce major in Entrepreneurship.
 Professional Teacher (LET Passer, September 2013).
 Civil Service Professional eligible.
 With five (5) years of teaching experience,
 has six (6) years of administrative/clerical work experience, and
 experienced in preparing academic, financial, and related documents.
 Can accomplish the job well under pressure and with minimal
supervision.
 Computer literate.
 Can interact well with others.
PERSONAL BACKGROUND
 Birthday: July 08, 1989

 Age: 33
 Birthplace: Malasin, Dupax del Norte, Nueva Vizcaya
 Language Spoken: Iloco, Kankana-ey, Ibaloi
 Husband: Kevin P. Aquino
 Name of Child: Izaiah Khervin W. Aquino
 Name of Mother: Norma V. Wayan
 Name of Father: Eleo D. Wayan
125
EMPLOYMENT RECORD (Professional & Non- Professional Experiences)
TEACHER III (September 2019 to present)

Department of Education - BELANCE High School
Belance, Dupax del Norte, Nueva Vizcaya
Major Functions:
 Grade XII – Adviser
 General Academic Strand (GAS) subject teacher
 Work Immersion Coordinator – GAS
 Red Cross Youth Council Nueva Vizcaya Chapter Officer
 Red Cross Youth Council Adviser – Dupax del Norte Chapter
 Facilitates learning through functional daily log of activities and executes
teaching-learning process employing appropriate, adequate, and updated
instructional materials; teaches using appropriate and innovative teaching
strategies; maintains students’ progress; and initiates curricular and co-
curricular projects and activities within and outside the learning
institution.
TEACHER II (May 2017- August 2019)

Major Functions:
 Grade XII – Adviser
 General Academic Strand (GAS) subject teacher
 Work Immersion Coordinator – GAS
 Red Cross Youth Council Nueva Vizcaya Chapter Officer
 Red Cross Youth Council Adviser – Dupax del Norte Chapter
 Facilitates learning through functional daily log of activities and executes
teaching-learning process employing appropriate, adequate, and updated
instructional materials; teaches using appropriate and innovative teaching
strategies; maintains students’ progress; and initiates curricular and co-
curricular projects and activities within and outside the learning
institution.
ADMINISTRATIVE ASSISTANT III (June 2015- May 2017)

Major Functions:
 Senior Bookkeeper
 Recommends to management and drafts correspondence pertaining to
financial/bookkeeping matters based on issuance of CO Finance and
oversight agencies and monitors and application of such to SDO, schools
and learning clients
 Reviews, revises and gives feedback on the work of accounting and
bookkeeping staff.
126
 Prepares schedules to support statements of accounts and other financial

statement for incorporation in the books of accounts or progress report
PROJECT TECHNICAL STAFF (June 2011 to April 2015)

Benguet State University (Main Campus) - Office of Student Services-Scholarship
and Grants Unit (BSU-OSS-SSGU)
Km. 5, La Trinidad, Benguet
Major Functions:
 Checks documentary requirements of Scholars/ Grantees and
communicates with respective offices regarding admission and house
accommodation.
 Advise scholars/grantees on enrollment processes
 Validates, check requirements and endorse discount of school fees of
scholars/grantees during enrollment
 Prepares Budget Utilization Request (BUR), Disbursement Voucher (DV) &
payrolls Prepares Status Report of Grantees
 Facilitates request of Statement of Accounts, Certificate of Enrollment and
Final Grade Report and related documents for submission to various
sponsors
ADMINISTRATIVE AIDE IV (June 2011- April 2014)

Benguet State University- Main Campus - Office of Student Services
Km. 5, Balili, La Trinidad, Benguet
Major Functions:
 Facilitates enrollment for scholars & grantees (14 Commission on
Higher Education (CHED) Scholarship Programs & 19 BSU-Based Grants)
 In-charge of responding to the concerns of the SGP-PA (4 Ps) Grantees
 Communicates regularly with the CHED relative to the implementation of
its fourteen (14) scholarships & grants programs
 Communicates with the Different Offices of the University (President’s
Office, VPAA, Accounting, Registrar, Cashering, Colleges’ Dean) relative
to particulars of scholarships & grants
 Attend to queries and Assists walk-in clients such as sponsors, parents,
guardians, and students regarding queries on scholarships/grants, and;
 Other clerical work/task
CASHIER/SALESLADY (On-the-Job Training) [August-October 2010]

Netville Internet Café and General Merchandise
Poblacion, La Trinidad, Benguet
SALESLADY/CASHIER/STOREKEEPER (Working Student) [May 2008-April

2011]
FAMES School Supplies’ Store-Cordillera Career Development College
127
EDUCATIONAL BACKGROUND
Master of Management – Business Management (2016-Present)

Nueva Vizcaya State University
Bayombong, Nueva Vizcaya
Housekeeping NC2 (June to October 2014)

Cordillera Career Development College
Professional Education (Teacher Education) [School Year 2012-2013)

Benguet State University-Main Campus
Km. 5, La Trinidad, Benguet
Bachelor of Science in Commerce major in Entrepreneurship (2008-2011)

Cordillera Career Development College (CCDC)
- Highest Grade Awards
- Best in Attendance Awards
Bachelor of Science in Nursing (2005-2006)

PLT College- Bayombong, Nueva Vizcaya
SEMINARS AND TRAININGS ATTENDED (2019-2022)
August 30, September

 Virtual In-service Training for Teachers
2021 3, 2021
 2021 Virtual Division Technical and March 15, March 19,
Pedagogical Training (Division In-Service 2021 2021
Training)
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Marketing Strategies and Financial Performance of MPCs in NV Final 2

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Marketing Strategies and Financial Performance of MPCs in NV Final 2

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Chapter I

Background of the study

body because every activity has societal impacts.

One of the businesses operating worldwide is cooperative. As they compete with

services by increasing the satisfaction of customers.

Alternatively, cooperatives operate as businesses and use funds, entailing

financial concerns. In the case of organizations, including cooperatives, financial

performance measures the monetary outcome of their operations. The financial

performance of the cooperatives is an excellent basis for decision-making on the part of

and by-laws; otherwise, the unrelated earnings can be considered taxable.

Furthermore, Lab-oyen (2018) acknowledged employees' lack of knowledge of

in complying with Cooperative Development Authority (CDA) requirements. From the

analysis on the financial performance of the cooperatives in the region of Ifugao,

to pay off its debt when it became due.

Additionally, a study on financial performance in Cagayan Valley, another region

unsatisfactory financial performance and require immediate remedial attention. They

cooperatives and to increase their role in development.

With the similarity of manual operations executed and applied by cooperatives as

organizations' marketing strategies and financial performance is rare.

abovementioned effects on marketing strategies and financial performance of

cooperatives, including the challenges and opportunities posed by contemporary times, it

influence of marketing strategy on the financial performance of cooperatives in Nueva

the gap between success and survival.

Statement of the Problem

financial performance of Multipurpose Cooperatives (MPCs) in Nueva Vizcaya.

Specifically, the problems addressed to achieve a concrete and reliable outcome

regarding multipurpose cooperatives in Nueva Vizcaya were the following:

1. What is the profile of the MPCs in terms of?

2. What are the marketing strategies used by MPCs?

3. What is the financial performance of MPCs based on profitability; liquidity;

4. Is there a significant difference between the MPCs‘ profile and marketing

5. Is there a significant difference between the MPCs‘ profile and financial

6. Is there a significant relationship between marketing strategies and financial

7. What are the possible recommendations to MPCs for strategic planning?

Objectives of the Study

on MPCs financial performance in Nueva Vizcaya.

Specifically, it aimed to:

1. Assess the profile of MPCs in terms of

c. number products and services,

e. years of operation, and

2. Evaluate the marketing strategies used by MPCs in terms of the Marketing

Mix (7Ps) as follows

3. Analyze the financial performance of MPCs in terms of the following

4. Determine if there is a significant difference between MPCs' profiles and

5. Determine if there is a significant difference between MPCs‘ profiles and

6. Determine if there is a significant relationship between MPCs‘ marketing

strategies and financial performance; and

7. Propose possible recommendations to MPCs for strategic planning.

3. Hó: There is no significant relationship between the MPCs‘ marketing strategies

and financial performance.

Significance of the Study

The following organizations, departments, and institutions are expected to greatly

benefit from the findings of the study:

Government Agencies and Other Government Departments. This study would

Provincial Cooperative and Enterprise Development Office (PROCEDE), Municipal

Managers, Employees and Members of Cooperatives in Nueva Vizcaya.

Innovation is one of the strategies used by business organizations to introduce and

strategies to be used in enhancing their products and services. Policies to be