UNIVERSITY OF LUZON
Perez blvd.Dagupan City
Business Policy and Staregy
Henry Sy and John Gokongwei
( case study 3)
Leader : Sheila Cerezo
Assistant: Cyrel Jing Abaga
Members: Monica Cabatin
Stephen John Ramirez
Diana Rose Manangan
Ma. Geneva Mapanao
We are aware that Robinsons and SM are popular shopping centers in the Philippines. These two companies are always compared, the founder of these are also compared. That is why we want to study about Henry Sy and John Go (kongwei was added to the suffix of his name which means “bright”). It’s because many business minded people and business ...view middle of the document...
-Operations that are standardized, simplified, tightly controlled, and centrally planned, leaving few decisions to the discretion of rank-and file employees.
-Management systems that focus on integrated, reliable, high-speed transactions and compliance to norms.
1.Strategy, Structure and Execution. No company can achieve and maintain success without appropriate attention to each component and a deep understanding of their interdependencies.
The importance of Structure is often overlooked, either due to insufficient knowledge about the fundamentals of organizational development or belief that a company’s Structure is static. Structure is both dynamic & foundational. Employees are constantly joining the company, getting promoted and moving on to new challenges. And, this flow works best when there is a fundamental infrastructure to support it. Training, development and constructive feedback should be ongoing activities – not simply annual box-checking exercises. At the same time, the underlying infrastructure should be periodically evaluated to ensure that it adequately supports the Strategy. Changes to Structure should be thoughtful, well-orchestrated and proactive. The Structure is the critical link between Strategy and Execution. The Structure forms the infrastructure that supports the organization in its quest to execute the Strategy. An appropriate Structure maximizes the likelihood that the business will achieve success. An optimized Structure improves operating efficiencies and creates value for employees. In creating a sound structure, think of Structure as the “how” and “where” of the business when answering the following questions referring to Strategy. When thinking about Structure in today’s complex world, it is impossible to ignore the realities of matrix management. Just like many other things, matrix management seems to have taken on a new level of complexity in recent years. Matrix management has gotten a bad reputation over the years thanks to countless dual (or worse, triple and quadruple) reporting structures signified by the dreaded “dotted line accountability.” Serving multiple masters is not an easy thing, especially when those masters seem to operate in isolated silos and rarely – if ever – communicate with each other.
At enlight, we think of matrix management across four dimensions:
Functional management includes all the usual functional suspects: finance, production, marketing, sales, human resources, etc.
Product management is based on either specific products or on the underlying production methods, ie: companies with multiple production methods often feel that organizing around the production capabilities
is the key to success. (This is not necessarily a recipe for success.)
Regional management is based on the nuances of the various geographic sub segments.
Customer management is based on either specific large...