Chapter 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter presents the application and its results of the methodology the researchers
have identified in the previous chapter. It also contains the analysis and interpretation of such
data gathered by the researchers. The presentation of findings was classified by respondent
company and further divided into company profile, business practices, and the perception of the
stakeholders on the company performance.

I. Loudbasstard

Company Profile

Loudbasstard, a corporation established in 2013, engage in the activity of selling

amplifier docks made from eco-friendly materials which makes it usable without the use of

batteries or electricity. Loudbasstard is a subsidiary of Framex Scaffolding Corporation. The

parent company is a supplier/exporter of construction and building materials. The design and the

material used for the product allows it to amplify sound coming from mobile devices and

because of its practicality, it can be easily used even in areas with no electricity. Each device is

made by a local craftsman from Cebu. Loudbasstard offers five main products: the Bamboo

Amplifier, Mini Bamboo Amplifier, Megabasstard, Homie, and Kickstand. Each product comes

in 6 colors: Crimson, Charcoal, Teal, Teak, Natural, and Emerald.

They aim to create, connect, and collaborate which leads them to design not only

functional art pieces but those with great quality and design for music lovers. Since the company

has only a small number of employees, they have no formal organizational structure established.

The company sees to that they comply with all regulatory requirements imposed by SEC, BIR,

and all others which are necessary for their operation. The stakeholders of Loudbasstard consist

of local bamboo and wood farmers, and local artists who serve as the suppliers and
manufacturers. Their products are outsourced from the raw materials to the making of the

product itself, so they help the local farmers and artists by providing them a source of income.

Management Perspective Commented [1]: +aceianraymundo@gmail.com

sa "internal processes" pa ko nidwell to get info for this

Current business practices of Pili&Pino to achieve their goals _Assigned to Ace Raymundo_
Commented [2]: ana mary di nalang daw iapil ang
A. Human Resource company profile

Pili&Pino hires people who are fast learners and good problem solvers. They do not have

to be college graduates but have to be willing to learn. The company constantly

communicates the company goals to their employees to ensure that everyone is working

towards the same objectives.

The company employs what is traditionally referred to as “blue collar” workers. These

workers are valued and well taken care of by the company; in return, they remain loyal to

company. They have both pride of work and proper compensation and benefits.

B. Marketing & Promotion

They have almost no marketing spend. The brand is promoted organically through social

media and through presence of various retail channels. The products’ packaging does half

the job….

The product distribution is still spotty. They have some key channels including Kultura

and Rustan’s supermarkets, but affirmed that they could increase reach and convenience.

Pili&Pino occupies a premium positioning. They cater to pasalubong, food service, and

supermarket segments.

C. Operations
 The operations are not very scientific they have rough production targets.

Since the company is not that big in size, they look into each purchase of raw materials

such as various fruits, coconut nectar, sugar, nuts, and oats. Ingredients like fruit and nuts

that fluctuate wildly throughout the year affects the business.

D. Accounting & Finance

As of the moment, Pili&Pino uses a very simple invoice and collect process. Their next

step is to have a formal budget planning function.

E. Environment

They have been helping improve the environment. (for example….) Proper packaging is

needed to keep food safe, so they cannot be 100% plastic free yet.

Current business practices of Loudbasstard to achieve their goals

A. Human Resource

The company considers communication skills as the most important factor when hiring

employees. They connect the goals of the company into the smallest transactions or

processes that they do to keep employees working on achieving the same goals.

Office operations makes up their payroll and they pay above the minimum.

B. Marketing & Promotion

The company promotes itself through social media. They are available online, so their

products can be seen everywhere. They try to be available in places with high foot traffic.
 The products are moderately affordable and they market customers within the age range

17- 35 years old and corporations.

C. Operations

In terms of production, it is still being outsourced. Their sales are mostly dependent on

the seasonal habits of the market such as slack and peak seasons.

They search for multiple vendors or suppliers to get the lowest costs possible and keep

close connections with them. Most of them are small-time suppliers from provinces

around Cebu City.

D. Accounting & Finance

Loudbasstard is currently largely financed by the personal investments of the partners and

shareholders and of the reinvestment of profits from the company’s operations.

E. Environment

The company is helping the environment by using indigenous, biodegradable materials

like the bamboo for the products that the company is offering to the customer.

Other Stakeholders’ Perspective

Table 4.1 Primary Purpose of Establishing a Social Enterprise

Frequency of Responses
 Strongly Agree Neutral Disagree Strongly Average
Agree Disagree

Social Value 3 4 0 0 0 4.43

Environmental Value 6 1 0 0 0 4.85

Economic Value 2 4 1 0 0 4.14

Table 4.1, having an overall average rating of 4.48, shows that the respondent

stakeholders have responded positively when asked about which they perceive as Loudbasstard’s

primary purpose(s) of existence. The social value and economic value both have very

satisfactory ratings as they averaged 4.43 and 4.14, respectively, while the environmental value

had an outstanding rating with an average score of 4.85. The stakeholders tend to agree that the

company they are working for has set the three conventional goals of a social enterprise (social

value, environmental value, and economic value) as the company’s primary purpose(s). The data

suggests that Loudbasstard has made it clear to its stakeholders that the company’s goals are that

of a social enterprise.

Table 4.2 Practices of the Human Resources Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Hiring skilled underprivileged 2 4 1 0 0 4.14

employees

Recruitment of locals as 0 5 2 0 0 3.71

production workers

Consideration of out-of-school 0 4 3 0 0 3.57

youth as part-timers in the
enterprise
Providing sufficient trainings 2 5 0 0 0 4.29
to further hone employees’
skills

Regular performance 1 5 1 0 0 4.00

evaluation of employees with
regards to alignment of overall
direction of the company

Hearing out employees and 1 6 0 0 0 4.14

taking action when appropriate

TOTAL 6 29 7 0 0 3.98

Table 4.2, having an overall average rating of 3.98, shows the that respondent

stakeholders have favorable responses with regards the human resources department’s

involvement in promoting Loudbasstard’s social goals. All line items presented by the

researchers had very satisfactory ratings ranging from 3.57 to 4.29. The stakeholders generally

agree that the company has set the priority to hire the services of the underprivileged, locals, and

out-of-school-youths and even took the time to further the development and welfare of these

groups of people. The data suggests that Loudbasstard did not fail in giving importance to the

people that would be working for the company.

Table 4.3 Practices of the Marketing and Promotions Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Advertising through 6 1 0 0 0 4.86

newspapers and social media

Products and services targeted 0 1 4 2 0 2.86

for Upper Class consumers
Products and services targeted 0 2 3 2 0 3.00
for Middle Class consumers

Products and services targeted 0 0 1 4 2 1.86

for Lower Class consumers

Positioning of company’s 3 4 0 0 0 4.43

products against competitors’

TOTAL 9 8 8 8 2 3.40

Table 4.3, having an overall average rating of 3.40, shows the mixed responses of the

respondent stakeholders with regards the involvement of Loudbasstard’s marketing and

promotions department in helping the company achieve its social goals. Ratings for the line

items presented ranged from a single poor average of 1.86, for products and services targeted for

lower class consumers, to a single outstanding average of 4.86, for the advertisements via

newspapers and social media. In between such range are satisfactory and very satisfactory

average ratings for market targeting and positioning. Overall, the stakeholders are generally

indifferent whether Loudbasstard’s marketing ways are doing good enough to contribute in

making the social goals achievable. The data suggests that Loudbasstard’s methods of marketing

its products other than advertising need to be more effective.

Table 4.4 Practices of the Operations Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Acquisition of sufficient 1 6 0 0 0 4.14

property, plant, equipment

Purchasing or reliable raw 7 0 0 0 0 5.00

materials

Improving general operations 7 0 0 0 0 5.00

Improving volume of outputs 3 4 0 0 0 4.43

per day

TOTAL 18 10 0 0 0 4.64

Table 4.4, having an overall average rating of 4.64, shows that the respondent

stakeholders have responded favorably with regards the involvement of the operations

department in fulfilling the goals of the company. Both the purchasing of reliable raw materials

and improving general operations received outstanding average ratings of 5.0 while the

acquisition of sufficient property, plant, equipment and improving volume of outputs per day

received very satisfactory average ratings of 4.14 and 4.14, respectively. The stakeholders

generally agree that Loudbasstard is able to address its social goals in carrying out its operations.

The data suggests Loudbasstard always gives importance to its social goals as these are being

incorporated in its transactions.

Table 4.5 Practices of the Accounting and Finance Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Managing of budget to ensure 1 5 1 0 0 4.00

profits

Allocating major portion of 0 1 4 2 0 2.86

profits to beneficiaries

Transparency of performance 1 4 2 0 0 3.86

results based on quantifiable
data
TOTAL 2 10 7 2 0 3.57

Table 4.5, having an overall average rating of 3.57, shows that the respondent

stakeholders generally responded positively with just a few of them having negative responses.

Budget management and performance transparency garnered very satisfactory average ratings of

4.00 and 3.86, respectively, while the allocation of profits to beneficiaries had the stakeholders

responding indifferently. The stakeholders generally agree that Loudbasstard, in its efforts to

achieve the social goals set, was able realize enough profits through its budgeting and that the

company was able to show to the stakeholders its financial performance. It is in the allocation of

the profits to the beneficiaries where the stakeholders were mostly indifferent and even having

slightly more unfavorable responses than favorable. The data suggests that Loudbasstard is

allocating funds to its beneficiaries less than what was expected from the company being a social

enterprise.

Table 4.6 Addressing Environmental Aspect of Social Goal

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Managing of budget to ensure 1 5 1 0 0 4.00

profits

Allocating major portion of 0 1 4 2 0 2.86

profits to beneficiaries

Transparency of performance 1 4 2 0 0 3.86

results based on quantifiable
data

TOTAL 2 10 7 2 0 3.57
Table 4.6, having an overall average rating of 3.57, shows that the Commented [3]: +marylynnte52197@gmail.com
exactly same lage ni og responses?
Commented [4]: Uu nasayop diay ko aning last.. sorry
will edit it laterz
II. Pili & Pino

Company Profile

Pili & Pino is a corporation established in 2012 engaged in the selling of authentic

Filipino food products made with the finest local ingredients and preparation techniques. Their

products highlight many local products especially the nectar that flows from the coconut tree.

The nectar is transformed into a rich syrup or sugar which is the natural sweetener that they use

in their products. Their products include jams and preserves, infused syrups, and cereals. Each

product feature variety of Filipino ingredients, with no masking of flavors, they commit to share

the fruits of the labor of the farming families just as they are grown. The company supports local

farming communities, aspires to delight food lovers everywhere, and raise the bar for Filipino-

made products.

It was established as a food company whose goal is to show that local flavors can be

made into world-class products. The company believes in learning from mistakes and doing

things better and chose ‘Pili & Pino’ to symbolize choosing of the finest part of oneself to

represent their brand. Due to the size of operations, the company organizational structure is flat

with a person assigned in operations and another in Research and Development. The company

complies with regulatory requirements set by SEC, BIR, and all others necessary for their

operations. The stakeholders of the company include the coconut nectar farmers, and cashew

farmers. Pili & Pino aims to provide poverty-inducing livelihoods to these farmers.

Management Perspective
Other Stakeholders’ Perspective

Table 4.7 Primary Purpose of Establishing a Social Enterprise

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Social Value 5 3 0 0 0 4.63

Environmental Value 1 6 1 0 0 4.00

Economic Value 4 3 1 0 0 4.38

Table 4.7 shows ratings taken from the other stakeholders’ perspective concerning Pili &

Pino’s primary purpose of existence. The results show that there is an overall rating of 4.34 with

social value rating the highest at an outstanding 4.63 having most of the respondents consistently

rating “strongly agree”, followed by the economic value rating very satisfactorily at 4.38 mostly

rating “agree”, and lastly the environmental value at a very satisfactory rating of 4.00 with a

somewhat distributive rating. This shows that stakeholders perceive Pili & Pino’s involvement

on all 3 values not rating too far from each other.

Table 4.8 Practices of the Human Resources Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Hiring skilled underprivileged 1 7 0 0 0 4.13

employees

Recruitment of locals as 0 3 5 0 0 3.38

production workers

Consideration of out-of-school 0 1 6 1 0 3.00

youth as part-timers in the
enterprise

Providing sufficient trainings 4 4 0 0 0 4.50

to further hone employees’
skills

Regular performance 2 5 1 0 0 4.13

evaluation of employees with
regards to alignment of overall
direction of the company

Hearing out employees and 5 2 1 0 0 4.50

taking action when appropriate

TOTAL 12 22 13 1 0 3.94

Table 4.8 indicates other stakeholders’ view on Pili & Pino’s human resource practices in

order to help achieve social goals which rated at an average of 3.94. The practices of providing

sufficient training and hearing out employees and taking action both had an outstanding 4.50

rating. Hiring skilled underprivileged employees and regular employee performance evaluation

both received a very satisfactory rating of 4.13. Lastly, the recruitment of locals and

consideration of out-of-school youth as part-timers were rated satisfactorily at 3.38 and 3.00,

respectively. This indicates that Pili & Pino has done well in their human resource practices.

Table 4.9 Practices of the Marketing and Promotions Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Advertising through 2 4 2 0 0 4.00

newspapers and social media

Products and services targeted 5 2 1 0 0 4.50

for Upper Class consumers

Products and services targeted 0 6 2 0 0 3.75

for Middle Class consumers

Products and services targeted 0 0 1 1 6 1.38

for Lower Class consumers

Positioning of company’s 1 5 2 0 0 3.88

products against competitors’

TOTAL 8 17 8 1 6 3.50

Table 4.9 shows data of stakeholders’ perspective on Pili & Pino’s practices of marketing

and promotions to help achieve social goals. It has an outstanding rating of 4.50 on its marketing

geared toward high class consumers; a very satisfactory rating on advertising, product

positioning, and market towards middle class consumers rating at 4.00, 3.88, and 3.75,

respectively; and lastly a very poor rating of 1.38 on its market towards low class consumers.

Overall, its marketing and promotion rates at 3.50. This means that they have done a good job in

advertising and product positioning and its products are geared more towards the higher class

consumers rather than the lower class.

Table 4.10 Practices of the Operations Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Acquisition of sufficient 5 3 0 0 0 4.63

property, plant, equipment

Purchasing of reliable raw 2 6 0 0 0 4.25

materials

Improving general operations 4 4 0 0 0 4.50

Improving volume of outputs 1 5 2 0 0 3.88

per day

TOTAL 12 18 2 0 0 4.31
 Table 4.10 represents stakeholders’ perspective on Pili & Pino’s practices on its

operations in order to help achieve social goals. It scores at an outstanding rate in acquiring

sufficient property, plant, and equipment at 4.63 and improving general operations at 4.50 and

scores very satisfactorily with the rest namely purchasing reliable raw materials at 4.25 and

improving volume outputs per day at 3.88. With an overall rating of 4.31, this indicates that Pili

& Pino does well in managing its operations taking into account proper resources to be used in

its production.

Table 4.11 Practices of the Accounting and Finance Department to Help Achieve Social Goals

Frequency of Responses

Strongly Agree Neutral Disagree Strongly Average

Agree Disagree

Managing of budget to ensure 0 0 8 0 0 3.00

profits

Allocating major portion of 0 3 4 1 0 3.25

profits to beneficiaries

Transparency of performance 0 3 5 0 0 3.38

results based on quantifiable
data

TOTAL 0 6 17 1 0 3.21

Table 4.11 shows stakeholders’ perspective on Pili & Pino’s accounting and finance

practices in helping achieve social goals. All these practices were rated satisfactorily and

consistently near each other. This means that there may still need improvement in the accounting

and finance department considering it has just managed to pass in is ratings.

Table 4.12 Addressing Environmental Aspect of Social Goal

Frequency of Responses
 Strongly Agree Neutral Disagree Strongly Average
Agree Disagree

Using renewable natural 6 2 0 0 0 4.75

resources abundantly available
in the Philippines

Reducing the use of plastics 7 1 0 0 0 4.88

and other harmful products or
chemicals

Adopting environmentally 7 1 0 0 0 4.88

friendly procedures in business
practices

TOTAL 20 4 0 0 0 4.83

Table 4.12 represents stakeholders’ perspective on Pili & Pino’s addressing of the

environmental aspect of its social goal. All its practices rated outstandingly with an average rate

of 4.83. This means that Pili & Pino exceeded in stakeholders’ expectations when addressing the

environmental aspect of its social goal mostly rating “strongly agree” on all its practices.

III. Human Nature Commented [5]: e first lang ning Human Nature
followed by Pili & Pino then Loudbasstard
Company Profile

Management Perspective

Other Stakeholders’ Perspective

Chapter 5

SUMMARY, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

NONE