Chapter 2

RESULTS AND DISCUSSIONS

(PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA)

This chapter presents the results and discussion of the company’s profile industry,
management practices specifically, compliance with government regulations, handling
the employees, setting up the company’s direction and marketing the company’s product.
Including the list of challenges and the company’s management course of action.

Company’s Existing Management Practices

Table 2.3: SETTING UP THE COMPANY’S DIRECTION

Items Mean SD Description

S5: The business procures materials efficiently while 3.63 0.49 Very high
keeping costs to a bare minimum.
S3: The business focuses on training and education 3.57 0.57 Very high
to reduce wastage and customer dissatisfaction.
S4: The business offers independence on its 3.43 0.63 Very high
employees’ actions without jeopardizing the
company’s goal and reputation.
S2: The business focuses on offering broad services 3.30 0.65 Very high
which cater to various needs.
S1: The business prices its services below 3.23 0.73 High
competitors to outperform them.
Total 3.43 0.61 Very high
Interval: 1-1.75 (Very Low); 1.76-2.50 (Low); 2.51-3.35 (High); 3.36-4 (Very High)
Variability: SD= >1 (high); SD= <1 (low)
Setting up the Company’s Direction

In totality, the statements regarding the beauty salon’s existing management

practice in setting up the company’s direction were rated very high that garnered a total
average mean of 3.43. This result coincides with the business’ management practice
towards a competitive advantage in the industry. The statements found on numbers 2 to 5
were rated very high from the results. This indicates that the respondents have highly
integrated and acknowledges the practice of setting their company’s direction in focus of
efficiency in their services from keeping the costs to a minimum, reduction of wastage,
allows independence in workspace, and offering a broader service that can cater
numerous demands. This gives the business a focal point to which they can strengthen
and adhere regarding a competitive advantage in the market. In concern with competitors,
the respondents’ responses resulted in a rate of high which indicates that the prices
offered are considerably lower than the competitors to outperform them in the same field.
This can be related to the current practices in which there can still be room for
improvements for the business to further succeed. Some of the respondents mentioned
and suggested,

“Managing staffing, tightening supplies procurement to bare essentials and offering

discounter rates on key services,” another respondent added, “The suggestion I would
have is to extend at a wider space and offer additional services and more artistic designs
for nails.”

By the respondents’ statements, it would indicate that setting up the company’s

direction in a management practice with the indicated statements is deemed effective
towards a competitive advantage in the industry.

In regards with the measure of variability or lack of consistency, the set of

statements can be rated to low with a total standard variation of 0.61. A low variability
would indicate that the SD is close to the Mean which then indicates a low level of
inconsistency from the set of statements towards the management practice of setting the
company’s direction. Thus, the statements can entirely be cantered in achieving a
competitive advantage.
 Table 2.4: MARKETING THEIR PRODUCT

Items Mean SD Description

S5: The location of the business is accessible to 3.67 0.55 Very high
customers.
S2: The business had loyalty programs for repeat 3.57 0.63 Very high
customers.
S4: The business provides services for specific 3.47 0.63 Very high
markets and can sell them at the market or lower
prices.
S1: The business alters specific products to meet 3.43 0.77 Very high
specific customer needs.
S3: The business produces unique and quality 3.20 00.76 High
services and sells them at a premium price.
S6: The degree of releasing of new 3.07 0.83 High
products/services in the market.
Total 3.40 0.69 Very high
Interval: 1-1.75 (Very Low); 1.76-2.50 (Low); 2.51-3.35 (High); 3.36-4 (Very High)
Variability: SD= >1 (high); SD= <1 (low)

Marketing their Product

The overall view of the respondents towards their management practices in

marketing their product was rated very high with the total average mean of 3.40. This
result coincides with the business’ management practice towards a competitive advantage
in the industry. Entirely, marketing a product is an accustomed management practice.
Towards the beauty salon industry, it can be stipulated from the results that it is very
highly applied in the business. Its focus can be pertained from the statements which
caters to the customers accessibility to the location, loyalty programs, provides services
towards a segmented market, and able to alter the products to meet specific demands in
the market. The following practices indicated can serve as a unique selling proposition of
the business that differs them from other industries given the management they integrate
and offer. In addition, businesses that produces unique and quality service at a premium
price and institute a degree in releasing it towards the market regarding the beauty salon
business resulted to a high relevance and agreement from the respondents. Marketing
would then be an added focal point to which gains an advantage in the industry and the
market. The marketability of the product would then relate to improvement in customer
experience in the business. Similarly, some respondent indicated,

“Offer more promos and packages to appeal to them” “Attentive to customers needs”
“…provide freebies for new customers and to have connections with them”

Hence, marketing the product as a management practice is an essential towards

gaining a competitive advantage for a micro-small-medium beauty salon business in the
industry.

Moreover, the measure of variability from the set of statements in marketing the
product garnered a total standard deviation of 0.69 that can be interpreted to a low rate.
This indicates a low level of inconsistency from the statements towards the practice of
marketing the product in the business’ management practice. Therefore, it does waver
from gaining a competitive advantage for the business beauty salon.