GINTONG HIYAS CASE STUDY
GINTONG HIYAS CASE STUDY
I. Point of View
The point of view of the store manager, Elizabeth Santos is the one being considered in this case. Aside from being the one responsible for designing the store management systems and procedures for all the stores, she was also given the responsibility of managing two of the Hiyas stores. Taking Elizabeth Santos’ viewpoint would be appropriate in this particular case since she has the authority and knowledge regarding the management of the involved stores, and also it was under her management that the bonus incentive system was implemented.
II. Analysis of the Case Situation
The Santos family initially owned and managed a company that offered a line of handmade gold and other jewelry in Quezon City in 1968. As the years go by, the company decided to expand their business by opening four new outlets that were located in different parts of the city. The increase in the number of stores also demanded the expansion of the store staff and division of work among the owners in managing the sales outlets. This expansion was said to have created an array of new problems in the operations and supervision of all the five company outlets that have led them to the decision of closing the original store in Quezon City in 1989.
Elizabeth Santos eventually joined her family in the management of Gintong Hiyas, and was responsible for introducing some innovations such as a system for stock inventory taking and reconciliation, as well as a better bookkeeping and accounting system for each store and firm as a whole. She was also given the responsibility of managing two of the Hiyas stores, wherein she was able to implement a bonus incentive system that would motivate her employees to increase their sales that in return would improve the store profitability. The incentive system was said to have increased the employees' responsiveness towards their customers which was followed by a significant increase in the store sales. The employees'
I. Point of View
The point of view of the store manager, Elizabeth Santos is the one being considered in this case. Aside from being the one responsible for designing the store management systems and procedures for all the stores, she was also given the responsibility of managing two of the Hiyas stores. Taking Elizabeth Santos’ viewpoint would be appropriate in this particular case since she has the authority and knowledge regarding the management of the involved stores, and also it was under her management that the bonus incentive system was implemented.
II. Analysis of the Case Situation
The Santos family initially owned and managed a company that offered a line of handmade gold and other jewelry in Quezon City in 1968. As the years go by, the company decided to expand their business by opening four new outlets that were located in different parts of the city. The increase in the number of stores also demanded the expansion of the store staff and division of work among the owners in managing the sales outlets. This expansion was said to have created an array of new problems in the operations and supervision of all the five company outlets that have led them to the decision of closing the original store in Quezon City in 1989.
Elizabeth Santos eventually joined her family in the management of Gintong Hiyas, and was responsible for introducing some innovations such as a system for stock inventory taking and reconciliation, as well as a better bookkeeping and accounting system for each store and firm as a whole. She was also given the responsibility of managing two of the Hiyas stores, wherein she was able to implement a bonus incentive system that would motivate her employees to increase their sales that in return would improve the store profitability. The incentive system was said to have increased the employees' responsiveness towards their customers which was followed by a significant increase in the store sales. The employees'